Employee

ENGAGEMENT????

Our employee«not motivated«no t productive

m n a e g t

Our ^ employee«mor e motivated«mo re productive

Intellectually and emotionally bound with the organization

Feels passionately about its goals

Goes the extra mile beyond the basic job responsibility

Wi Wi Sit ati

Employee Engagement

Customer Loyalty

Profitability

Aspects of Employee Engagement
y

The employees and their own unique psychological makeup and experience

y

The employers and their ability to create the conditions that promote employee engagement

y

Interaction between employees at all levels.

Engaged

Not Engaged

Actively Disengaged

Fundamental

Beliefs
of Employee Engagement

Fundamental

Beliefs

Fundamental

Beliefs
1 Engagement is the primary enabler of successful execution of any business strategy

Fundamental

Beliefs
2 Engagement is not a short-term initiative

Fundamental

Beliefs
3 Engagement must be driven from the top

Fundamental

Beliefs
4 One of the best ways to have highly engaged employees is to hire them

Fundamental

Beliefs
5 Engagement is all about fit

Fundamental

Beliefs
6 No one impacts the state of engagement more than an employee¶s immediate leader

Fundamental

Beliefs
7 Measuring engagement and demonstrating its business impact is crucial, but it¶s only a small part of winning the battle

Fundamental

Beliefs
8 Engagement means reaching the heart

Culture Celebrate individual PeopleFocused Policies

Communi cate openly

Focus On

Meaningf ul Metrics

Employee deployme nt

Organizati onal Performa nce

Periodic meetings

Provide variety

Connect Career

Contribute Control

Clarity Convey

Collaborate

Credibility

Congratulate

Confidence

‡Goal : Align its HR strategy with the companywide strategy to improve business through increased customer satisfaction ‡Long-term retention of team members, build stronger relationships with customers, essential to customer satisfaction ‡Administered Development Dimensions International s E3® survey nationwide to more than 200 stores ‡Took feedback from the survey and developed action plans at the individual level ‡Engagement scores examined during performance reviews ‡Activities that would further engage team members and build a winning culture and created action plans ‡Everyone at CompUSA, from the president and CEO down, is linked to the idea of creating a winning culture

‡Operate in virtual teams across the world due to flexible working practices ‡Downsides like; isolation, loneliness and an increase in personal distractions ‡Employee engagement starts right from the top ‡CEO, interacts with Sun employees through WSUN, a forum on Sun s intranet ‡Senior management members engages with employees on technology directions through personal blog ‡Business Unit Heads and Executive Vice presidents have a target of holding six town halls with employees every year across the globe ‡Country level, Senior Management is tasked with constantly engaging employees through various forums, communication media and events to build excitement and passion

Companies with the highest levels of employee engagement achieve better financial results and are more successful in retaining their most valued employees than companies with lower levels of engagement
Global survey of employee engagement

‡Create a hiring model that ensures the selection of those who will produce maximum effort. ‡Build a cohesive, clear, and effective senior leadership team that will set the tone in the organization. ‡Recognize the positive, even simple, ordinary greatness that is in your company. ‡Hold leaders accountable to hiring, spotting, developing, and retaining those who bring their passion with them to work every day.

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