EMPLOYEE ENGAGEMENT

What is Employee Engagement?

 Employee engagement is the positive attitudes
and behaviours leading to improved business
outcomes
 It refers to the employees’ pride and loyalty for the
organisation, becoming great advocates of the
organisation to the clients, users and customers,
going an extra mile to finish a piece of work.
 It is about drawing on the employees’ knowledge
and ideas to improve the products and services,
and be innovative about how the organization
works.
What is Employee Engagement?
(contd.)

 Employee engagement is a deeper

commitment from the employees with
reduced turnover, absences, accident rates,
conflicts and grievances, while productivity
tends to increase.
 It is about organisation actions that are
consistent with the organisation’s values. It is
about kept promises, or an explanation why
they cannot be kept.
What is Employee Engagement?
(contd.)
 Employee engagement is the extent to
which employees feel passionate about their jobs, are
committed to the organization, and put discretionary
effort into their work.
 Employee engagement goes beyond activities, games,
and events. 
 Employee engagement drives performance
 Employee engagement is the strength of the mental
and emotional connection employees feel toward the
work they do, their teams, and their organization.
What is Employee Engagement?
(contd.)
 “This is about how we create the conditions in which
employees offer more of their capability and potential”
(David MacLeod)
 Employee engagement is based on trust, integrity,
two way commitment and communication between
an organisation and its members.
 It is an approach that increases the chances of
business success, contributing to organisational and
individual performance, productivity and well-being. It
can be measured.
 It varies from poor to great. It can be nurtured and
dramatically increased; it can be lost and thrown away
What is Employee Engagement?
(contd.)
 Employee engagement is about understanding
one’s role in an organisation, and being
energised on where it fits in the organisation’s
purpose and objectives.
 Employee engagement is about having a clear
understanding of how an organisation is fulfilling
its purpose and objectives, how it is changing to
fulfil those better, and being given a voice in its
journey to offer ideas and express views that are
taken account of as decisions are made.
What is Employee Engagement?
(contd.)
 Employee engagement is about being included fully
as a member of the team, focussed on clear goals,
trusted and empowered, receiving regular and
constructive feedback, supported in developing new
skills, thanked and recognised for achievement.
 Engaged organisations have strong and authentic
values, with clear evidence of trust and fairness
based on mutual respect, where two-way promises
and commitments – between employers and
employees – are understood and fulfilled
Dimensions of Employee Engagement

 Work Itself  Organisational

 Career Policy and Benefits
Advancement  Compensation
 Recognition  Climate
 Autonomy  Work Facilities and
 Significance Safety
 Involvement  Customer Interface
 Supervision  Leadership
 Co-worker
Levels of Employee Engagement

 Highly engaged employees. They hold very

favourable opinions of their place of work, feel
connected to their teams, love their jobs, and
have positive feelings about the organization,
and they're going to want to stay and put in
extra effort to help the organization succeed.
 These "brand advocates" speak highly of their
company to family and friends. They encourage
other employees around them to do their best.
Levels of Employee Engagement
(contd.)
 Moderately engaged employees see their
organization in a moderately favorable light.
 They like their company but see opportunities
for improvement.
 These employees are less likely to ask for
more responsibilities and may underperform.
 There is something about the organization or
their job that holds them back from full
engagement.
Levels of Employee Engagement
(contd.)
 Barely engaged employees feel indifferent
toward their place of employment.
 They usually lack motivation for their position
and will only do as much as they can to get by
—sometimes less.
 Barely engaged employees may be
researching other jobs and are a high
turnover risk.
  
Levels of Employee Engagement
(contd.)
 Disengaged employees have a negative opinion
of their place of work.
 They are disconnected from the mission, goals,
and future of the organization, lack commitment
to their position and responsibilities.
 It’s important to understand how to handle
disengaged employees so that their negative
perceptions don’t impact the productivity of
employees around them.
What employee engagement is
not!
 Employee engagement cannot be achieved
by a mechanistic approach which tries to
extract discretionary effort by manipulating
employees’ commitment and emotions.
 Employees see through such attempts very
quickly and can become cynical and
disillusioned.
What employee engagement is
not!
 Employee happiness. Happiness is a short-
term, rapidly changing measurement. For
example, an employee may feel temporary
happiness from a raise and then sink back
into disengagement.
 Employee engagement is a deep, long-term
connection to the organization.
What employee engagement is
not!
 Employee satisfaction can only be measured at
surface level. An employee who is satisfied may
not be engaged. Generally speaking, satisfied
employees will not take steps to go above and
beyond. They usually stick around, but they
aren’t driven to go the extra mile.
 Engaged employees are productive, while
satisfied employees tend to go through their
work and experience.
What employee engagement is
not!
 Employee wellbeing evaluates many areas of an
employee’s life, such as how well they cope
with stress or if they’re fulfilling their potential. 
 Providing resources to increase
employee wellbeing can increase employee
engagement.
 Employee engagement focuses on an
employee’s connection with their company—
not on their own wellbeing.
Some Related Concepts: Job
Satisfaction
 General attitude towards job;
may be either positive or
negative
 Some Related Concepts: Job
Involvement
 Degree to which one identifies
• himself with job, actively
participates and considers the
job important for self-worth
Some Related Concepts:
Organizational Commitment
 The degree to which an
employee identifies with a
particular organization and its
goals and wishes to continue
membership
Organizational Citizenship Behaviour

 Organizational Citizenship Behaviour (OCB)
describes all the positive and
constructive employee actions and
behaviours that aren't part of their formal job
description.
 OCB is not something that's required
from employees to do their job and it's not
part of their contractual tasks.
 It is beyond what they need to do
Benefits of Employee
Engagement
 Increased employee productivity. Research
shows engaged employees are 17% more
productive than their peers. They’re more
likely to work diligently and expend
discretionary effort in their jobs.
 Higher employee retention. Engaged
employees don’t have a reason to look
elsewhere for work. 
Benefits of Employee Engagement

 Increased customer satisfaction. 72% of executives

strongly agree that organizations with highly
engaged employees have happy customers. Engaged
employees care deeply about their jobs, and thus,
customers.
 Lower absenteeism. When employees are committed
to the organizational mission, they’re going to show
up. Highly engaged workplaces see 41% less
absenteeism.
Benefits of Employee Engagement

 Better employee health. Engaged employees are less

likely to be obese, suffer from chronic disease, more
likely to eat healthier, and more likely to
exercise. Having
healthier employees positively impacts the bottom
line.

 Decreased workplace injury. Engaged employees are

more aware of their surroundings and can focus on
the task at hand. Research has shown that 70% fewer
safety incidents occur in highly engaged workplaces.