20130523 pce v03 employee engagement

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Employee Engagement

How can we fosteremployee engagementand turn it intoa competitive advantage?

May 23th, 2013

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Agenda

1 What is employee engagement?

2 Why is it important?

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6 Engagement Reception

Open discussion: the engagement scan results

5 Case study: Vanden Borre (Pascal Maire)

3 How to foster employee engagement?

Definition(ask five different people to define engagement and you’ll likely get five different answers …)

“An active, positivework-related state

that is characterizedby

Vigor, Dedication andAbsorption”(Schaufeli and Bakker)

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1. What is employee engagement

An active, positive work-related state that ischaracterized by Vigor, Dedication and Absorption

Vigor refers to high levels of energy and mental

resilience while working

Dedication refers to being strongly involved in

one’s work and experiencing a sense of significance,enthusiasm, and challenge

Absorption is characterized by being fully

concentrated and happily engrossed in work such thattime passes quickly and one has difficulties withdetaching oneself from work

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Characteristics of an engaged employee

High energy level

Enthusiastic about work

Takes initiative

Gives active direction to one’s life

Generates own positive feedback

Is engaged outside of work

Feels tiredness differently

Enjoys other things outside work

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Agenda



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It’s probably our last chance to compete in the globalarena … while in a “war for talent”

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2. Why is it important?

Engagement

Employee engagement induces considerablequalitative improvements

Increased customer satisfaction

Reduced employee turnover

Improved performance

Reduced and shorter absenteeism

Engaged colleagues

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“The potential ROI is huge …”


(globoforce)

(Hewitt Associates)

(Gallup)

(Gallup)

(Towers Perrin)

(Towers Perrin)

(Gallup)

(Gallup)

(Gallup)

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“The potential ROI is huge … yet the cost of disengagement can be… life threatening for companies


“Engaged organizations have 2.6 times the earnings per share (EPS) growthrate compared to organizations with lower engagement in their same industry.”

“Actively disengaged employees -- the leastproductive -- cost the American economy up to$350 billion per year in lost productivity ($133billion for Germany)”.

“Each company loses per year: at least $2,246 perdisengaged employee.”

“The absenteeism rate among actively disengagedGerman employees is 28% greater than amongengaged workers. (@ average cost of € 247.20 perday per worker away from work)

U.S. voluntary turnover rate is 23.4% annually. Itcould cost a 100-person firm between $438,000and $4 million a year to replace employees.

(Gallup)

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“It is SMART to invest in engagement”


Parnassus Workplace Fund (Mutual Fund exclusively investsin US companies on Forbes list “Best Companies to Work For”)

Annual Return Parnassus WF S&P

4/2005 - 1/2013 9,63% 5,58%

Last 5 crisis years 10,81% 3,97%

BCWF Criteria

Work/life balance Fairness & respect

Career opportunities Employee morale

Communication Recognition & feedback

Compensation & benefits Senior leadership

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Agenda



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The holy grail: high job demands and job resources

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3. How to foster employee engagement

BURNOUT

APATHY BOREDOM

LOW

HIGH

LOW

HIGH

JOB RESOURCES

JO

BD

EM

AN

DS

EMPLOYEEENGAGEMENT

Engagement – Performance Re-enforcing model


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+

++

+

- Competence- Purpose

Some remarks on the model


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Engagement is contagious and transferrable to other people

• Manager as a role model

Engaged employees proactively create (craft) their own job andpersonal resources

High job demands have a positive impact on engagement up to acertain stress level

Employees cannot always be engaged; they need moments ofabsence and opportunities for recovery

Engagement fluctuates within persons from day to day

• need to investigate engagement level on a more regular basis(e.g. short weekly or monthly scans)

So, what can managers do to foster engagement ?


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Give meaning

… in a participative way

Give feedbackon performanceand behaviour

… constructively and positively

Foster teamwork

And how can organizations help them ?


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Involve your employees inthe strategy of your

organization.

Introduce teamdynamics in your

organization.

improve your performance management cycle !!!

Select & develop realpeople managers

Turn your managers intocoaches

Implement an efficient,participative strategy

cascade

Make people management(skills and practices) a top

priority

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Agenda



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Based on the “Utrecht Work Engagement Scale” UWES (UBES in NL)

Validated tool based on scientific research

Based on the definitions and engagement components defined by profs. A.Bakker and W. Schaufeli. E.g. : Vigor, Dedication and Absorption

Purpose

Help employees to take control over their own work

Help organizations improve engagement

Measures of

Engagement

Fit between individual/group and his/overall work environment

Provides individual/group input on

Occurrence of work related characteristics (too much, not enough, etc)

Tips & tricks to improve and craft the work environment and increaseengagement

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4. Engagement scan

The PiCompany online Work Engagement Scan

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4. Engagement scan

How engaged is this group?

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Bevlogenheid

Vitaliteit

Toewijding

Betrokkenheid

Laag

Onder gemiddelde

Gemiddelde

Boven gemiddelde

Hoog

Can we find a common ground on what you want MORE in yourjobs in order to be engaged ?

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0

1

2

3

4

5

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7Zelfstandigheid

Verantwoordelijkheid

Duidelijkheid in werk

Feedback

Steun collega's

Teamwork

Eisen aan deprestaties

Contact met anderen

Medezeggenschap

Inspraak

Mogelijheden voorontwikkeling

Innovatie

Steunleidinggevende

Uitdaging

Balans werk/privé

Interne competitie

4. Engagement scan

Can we find a common ground on what you want LESS in yourjobs in order to be engaged?

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0

1

2

3

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5

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7Balans werk/privé

Werkdruk

Mentale belasting

Zelfstandigheid

Teamwork

Emotionele belastingInterne competitie

Contact met anderen

Inspraak

Uitdaging

Vakmanschap

4. Engagement scan

For all those who have filled out the EngagementScan before yesterday evening 5pm a personalreport is waiting for you after this presentation

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4. Engagement scan

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Agenda



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5. Case Study: Vanden Borre

Pascal Maire

Sales Director Vanden Borre

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Questions ?

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• Is all this recognizable?

• What is the situation in your company? Howengaged are your employees?

• Which factors (identified in this presentation ornot) do you think will foster engagement most?

• Is employee engagement on the agenda of themanagement committee?

• Are there initiatives running in yourorganization to foster engagement? Whichones?

Debate ?

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Focus on alignment of people and business

Offices throughout Europe

More than 300 professionals

Over 2,500 clients

Turnover in 2012 : € 40 million

“Since 1947, GITP helps to improvebusiness and individual performance

by aligning the talents and ambitions ofpeople, managers and leaders with theneeds and goals of and organizations”

GITP has a long history of people centered business solutions

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PerformanceIndividual Organization

Improving performance requires a successful integration between individualtalents and organizational goals.Making this interaction work, is the core business of GITP

Three issues have to be answered for optimizing the integration:

• How do we align our organization and processes with our people andtheir competences to achieve our goals and strategy?

• How do we evaluate whether the right person and competences areavailable and match the organization’s needs?

• How can we ensure that we develop and maximize our human capitalpotential ?

Focus on people management is key to improve performance

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Development

Consulting

Assessment

… optimize the interaction level between individuals and organization andanswer the three fundamental issues

Translate strategy intoresults

Develop talentsand competences

Assess talentsand competences

Performance

Our unique and integrated assessment & development solutions…

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www.gitp.beVisit our website !

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GITP Belgium NV/SA

Rue I. Meyskensstraat 224

B-1780 Wemmel

T +32 2 456 80 40

F +32 2 456 80 30

Thank you very much for your cooperationHartelijk dank voor uw medewerking

Merci beaucoup pour votre coopération

GITP Team

20130523 pce v03 employee engagement

Documents

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cost of disengagement