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Presented by: Michele Clark – William Angliss Sally Denning – KBT

Employee Engagement. Presented by: Michele Clark – William Angliss Sally Denning – KBT. Project Aim:. To identify HR interventions that: improve employee engagement inspire and motivate employees to achieve impact positively on the bottom-line. Employee Engagement :. Hewitt Associates:

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Presented by: Michele Clark – William Angliss Sally Denning – KBT

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  1. Employee Engagement Presented by: Michele Clark – William Angliss Sally Denning – KBT

  2. Project Aim: To identify HR interventionsthat: • improve employee engagement • inspire and motivate employees to achieve • impact positively on the bottom-line

  3. Employee Engagement: Hewitt Associates: … the measure of an employee’s emotional and intellectual commitment to their organisation and its success

  4. Process: • Literature review of engagement strategies – Hewitt Survey, Sales Force, Built to Last, Jack Speaks, Jack Welch etc • Interview/review with key staff on employee engagement at KBT and William Angliss • 3 x external interviews with HR/OD Managers from best practice companies • Data analysis • Recommendations for consideration by the TAFE system

  5. Literature Research: Key Points Source: Hewitt Associates … A key component is shifting from employee satisfaction to employee engagement … • Employee engagement measures the employee’s connection to the business • Identifies where strategic HR interventions need to focus

  6. Literature Research: Key Points Source: Porras & Collins ‘Built to Last’ … A key aspect that assists the long term success of an organisation is its core ideology … Development of a culture that has: • A clear purpose which engages the heart and mind of the employee • Values which align with individual’s and the organisation’s purpose • A core ideology which stands the test of time

  7. Literature Research: Key Points Source: Dattner Grant Study on Best Employers Common Characteristics of Best Employers • Strong Executive Commitment • Aligned and Supportive People Practices • Strong Culture & Values • Highly Engaged Employees Note: Variation in employee engagement is directly related to leadership effectiveness

  8. The William Angliss ExperienceSource: William Angliss HR Team • People Management Framework & Workforce Management Plan • Learning & Development Plan & Skill Development Matrix • Staff, Health & Wellbeing Initiatives • Performance Management System • Innovation & Customer Relationship Management Culture • Salary Sacrificing Scheme • Flexible Work Arrangements • Social Club • Communication Strategies: newsletter, emails, staff meetings • Reward & Recognition Program • Measures: Survey, Balanced Scorecard, People Mgt Metrics

  9. The Kangan Batman TAFE ExperienceSource: General Manager, Organisational Development • Institute involvement in Strategic Plan • Professional Development Program • Management Development Fund • Staff Health and Wellbeing Program • Leadership Culture Development • Innovation Culture Development • Performance Development Process • Salary Sacrifice Scheme • 3BL and Community Responsibilities • Communication Strategies: K-Files, Organisation Change intranet site, Emails, Institute Briefings • Measures: Staff Survey, Leadership Survey, Strategic Report Cards, Staff Development Reports/Metrics

  10. Review of 3 Best Practice Companies: Employee Engagement • Holden • General Mills • Flight Centre

  11. Hewitt Associates: Employee Engagement Hewitt Associates – 3 survey instruments: • Employee engagement survey • CEO questionnaire • People Practices Inventory

  12. Hewitt Associates: Findings of Best Employers • High quality leadership: who believe and are passionate about the rhetoric of employees being their most important asset • Develop talent: developing leaders and identifying high potential employees • Inspiration & passion for outstanding achievement: recognise and celebrate achievements with enthusiasm • Create a compelling employment experience: clear about what they stand for and working tirelessly to deliver on that promise to their people

  13. Key Observations: • Employee engagement is a significant factor that contributes to organisational success • All organisations interviewed including TAFE are doing great things with engagement • The external organisations have an integrated approach to employee engagement and proactively measure progress • External organisations have a “proud” factor that wasn’t as obvious in the TAFE situations • The TAFE sector often undersells its strengths

  14. Activity: Using the information you have heard, the distributed article and chart : • Reflect on what you believe TAFE’s can do to improve employee engagement – moving forward

  15. Summary Recommendations: • Strategies to highlight the benefits of a career in TAFE • Strategies to improve integrated approaches to employee engagement in TAFE and to identify best practice • Increasing the “Proud Factor” in TAFE

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