by Md. Al-Amin (Mli)

1. by Md. Al-Amin (Mli)

2. What is Employee Engagement? • Employee engagement is the emotional commitment that the employees have to the organisation and the organisational goals (Kruse, 2012). • Employee engagement occurs when employees are harnessed to the organizational goals (Kahn, 1990) • “This is about how we create the conditions in which employees offer more of their capability and potential” (Macleod, 2009, p. 10). • Employee engagement is a workplace approach designed to ensure that employees are committed to their work roles and willing to go for an extra mile for the organisations.

3. Why is Employee Engagement Important? • The single most important driver for performance is employee engagement (MacLeod and Clark, 2009) • Employee engagement directly impacts on organisational performance (Towers Perrin, 2006). • Organisations with engaged employees achieve 31% lower labour turnover, 51% lower inventory shrinkage, 62% lower accident rate, 12% higher profitability and 14% higher advocacy (Gallup, 2006). • Another study accomplished by Gallup of 89 organisations found that high scoring organisations had 2.3 times higher earnings per share compared to below average or low scoring organisations.

4. Why is Employee Engagement Important? • organisations with higher levels of employee engagement experience four times higher financial performance compared to organizations with poor levels of engagement. • Engaged employees take 2.7 days sick leave, while disengaged employees are found to take 6.2 days per year.

5. Levels of Engagement

6. Levels of Employee Engagement in the UK • There is a wide variation in engagement levels in the UK within organizations and companies, and between them. The Corporate Leadership Council (CLC) report that the highest scoring companies record 23.8 per cent of their people in the high engaged category; in the lowest scoring companies only 2.9 per cent of their people are in the highly engaged category, using the same measurement techniques. • Within the public sector, levels of engagement are comparable. According to Towers Perrin, 12 per cent of UK public sector staff are highly engaged and 22 per cent are Disengaged.

7. Why are the Engagement Levels Low? • Organizations struggle to identify and implement appropriate engagement drivers. • Many organizations are more interested in the barriers to engagement rather than the drivers.

8. Drivers for Employee Engagement • Leadership • “Leadership provides a strategic narrative which has wide spread ownership and commitment from managers and employees at all levels”. • It is a strategic imperative for the leaders to explain the journey of the organisation to engage employees. • Employees must have a clear understanding about the organisation’s current events and leaders should communicate the events to the employees.

9. Drivers for Employee Engagement • Engaging Managers • Organisations badly require those managers who are themselves harnessed and committed to the organisational goals It is a strategic imperative for the leaders to explain the journey of the organisation to engage employees. • The MacLeod and Clarke (2009) study also argues that engaged managers always tend to provide constructive feedback to the individual members of staff, appreciate their job and offer a transparency for what is anticipated from them. • “The line manager is the lens through which I see the company and the company sees me” Chris Bones

10. Drivers for Employee Engagement • Employee Voice • Enabling the members of staff to feed their views upward has been found to be the most important driver to engage employees • Employees can feel heard and respected when they are given the opportunity to have a say over the organisational decision • A strong sense of listening and of responsiveness permeates the organisation, enabled by effective communication. • The value of engaging with a collective voice in the workplace,

11. Drivers for Employee Engagement • Integrity • Behavior throughout the organization is consistent with stated values, leading to trust and a sense of integrity • Do they keep the promises? • Most organization have adopted values and all have behavioral norms. Where there is a gap between the two, the size of the gap is reflected in the degree of distrust within the organization.

12. EMPLOYEE ENGAGEMENT INDEX * CONFIDENCE IN ORGANISATION’S LEADERSHIP* OVERALL ITEM AVERAGE * 100 90 80 70 66 73 LIVING THE VALUES 60 57 SERVICE QUALITY * 50 59 66 40 30 20 10 0 67 74 48 65 65 Grameenphone 2012 Grameenphone 2011 51 79 59 88 GOALS* GROWTH AND DEVELOPMENT* 59 68 66 70 69 71 COOPERATION* 75 BEHAVIOUR CHANGE INDEX 81 OPERATIONAL EXCELLENCE * WORKING ENVIRONMENT *Dimensions not directly comparable to 2011. Item composition has changed.

13. 1. “To win in the marketplace you must first win in the workplace.” – Doug Conant, CEO of Campbell’s Soup 2. “When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” – Simon Sinek 3. “Your number one customers are your people. Look after employees first and then customers last.” – Ian Hutchinson, author of People Glue

14. Thank you!