kelsa h3m3
TRANSCRIPT
H3M3Kelsa’s Employee Engagement Framework
Can my team start thinking ‘out-of-the-box?’
Can they become confident enough to take calculated risks?
Can my employees feel for the organization as if they own it?
Is it possible to balance the head and the heart when it comes to making decisions about people?
The answer to all of these questions is
YES!
Out of the box thinking, the confidence to take risks, decision-making, and the belief that this is ‘my company’ are the indicators of a high level of employee engagement in an organization.
Kelsa’s H3M3 framework has been built on a deep understanding of Employee Engagement drivers; it is a product of our work with a wide range of clients across varied industry sectors.
What makes us different?
While we do focus on people-related systems and processes, Kelsaessentially works with organizations to transform their strategic and operational approach in such a way as to enable a sustained, high-performing workplace.
What can we do for you?
– Baseline the current level of Employee Engagement
– Jointly define the high-level Employee Engagement Framework
– Orient operating managers to the Framework
– Provide inputs to operating managers on improving Employee Engagement levels
– Monitor improvements in the Employee Engagement levels over a defined time-frame
Our Approach – H3M3•Clarity of goals and objectives
•Availability of resources
•Opportunities within the organization
•Compatibility of role, skills and interests
•Fairness of Total Rewards•Provision of inputs for growth & development
•Inclusion in work-related matters•Inclusion in organization related information
•Building bonds beyond work•Mutual support on non-work issues
•Positive strokes for work done well
•Active seeking out of ideas and opinions
AN ENGAGED EMPLOYEEMore productiveMore proactive
‘Owns’ organization
HEART (H)MIND (M)
Typical Process Flow3Weeks
2 Weeks
3Weeks
Fine-tune survey instrument based on Company’s needs
Sensitize Operating Managers to the H3M3 Model
2 WeeksPrepare score-sheets for Operational Managers
Deploy survey, collect & collate data and analyze
Critical to ensure that actions are emphasized at Operating Manager level
3Weeks
Prepare company-wide analysis and action areas
Prepare company-wide analysis and
action areas
Corporate Action Plan
(CAP)
Prepare score-sheets for
Operational Managers
Manager Action Plan
(MAP)
Top 2 Areas for Action
Set 6 month goal for improvements
Periodic Monitoring and Review
Re-measure at the end of six
months (minimum)
Top 3 Areas for ActionSet 6 month goal for
improvements
Top 1 (or 2) Areas for Action
Set 6 month goal for improvements
H3M3 < 3
H3M3 ≥ 3
Workshops
The CAP – MAP Definition
Case Study
“We need to launch an employee engagement initiative, that will improve their engagement levels…”-An organization providing diversified services with a Pan-India presence of about 1500 employees.
Kelsa’s proprietary H3M3 model is a long-term framework that helped in clarifying the organization’s thinking on what employee engagement really means. In a matter of just one year, employees experienced the comfort of an overall initiative for them and were empowered by the flexibility to do something uniquely for their own units.
Kelsa’s proprietary H3M3 model is a framework that looks at a long term logical and emotional connect with the organization and its philosophy. It helps in pointing to specific action areas both at the enterprise level and at the operational unit level.
Our trans-continental/trans-cultural experience makes the H3M3 framework relevant to a range of organizations.
H3M3 can make
a difference to your organization too.
