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Employee Engagement

Employee Engagement. Disampaikan kepada: Mahasiswa S1 Karyawan Unsada Oleh: Yunus Triyonggo, PhD., CAHRI. 23 Desember 2017. Content. What is employee engagement? Why does it matter? How do we know if our employees are engaged? How have organizations achieved high levels of engagement?

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Employee Engagement

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  1. Employee Engagement Disampaikan kepada: Mahasiswa S1 Karyawan Unsada Oleh: Yunus Triyonggo, PhD., CAHRI. 23 Desember2017

  2. Content • What is employee engagement? • Why does it matter? • How do we know if our employees are engaged? • How have organizations achieved high levels of engagement? • How to get started

  3. What is employee engagement? • Heightened connection to work, organization, mission or co-workers • Beyond job satisfaction or happiness • Personal meaning in work • Pride • Belief their organization values them • More likely to go above minimum and provide “discretionary effort.”

  4. What is employee engagement? • Engagement is not the same a employee satisfaction. • Engagement is made up of two elements: • Motivation: means how hard someone is willing to work, how much they are willing to make an extra effort, how much they want to do their best – in other words, how motivated someone is to do their job well. • Commitment: means how much a person cares about the company they work for; how much they want it to be successful; how much they want to make their career with the company.

  5. Engaged employees Highly motivated to work hard Have strong relationships in organization Stay – even for less money Go the extra mile Recommend organization as good place to work

  6. On the other hand.. • Not engaged • Not strongly committed to organization • Feels trapped • Gives bare minimum • Actively disengaged • Poor relationship with organization • Only going through the motions

  7. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 12% higher profit growth rate *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  8. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 3.44 points higher net profit margin *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  9. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 18% greater productivity *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  10. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 12% higher customer satisfaction *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  11. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 62% fewer accidents *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  12. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 52% lower inventory shrinkage *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  13. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 51% lower voluntary turnover *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  14. Human Capital Metric Why Employee Engagement? A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 27% less absenteeism *Harter, et. al., Journal of Applied Psychology (2002); Watson, Wyatt (2004); Globoforce (2005); Towers, Perrin, Global Workforce Study (2007-2008), Wiley (2011)

  15. How Do We Know IfOur Employees are Engaged? • Ask them

  16. Employee Engagement Survey finding Engagement score for PT XYZis 75% which places in the Top Quartile 2016

  17. How to increase Engagement score Engaged employees are categorized into Moderately Engaged & Highly Engaged

  18. High Scores/ Low Scores vs Impact Engagement Engagement zero correlation (no impact) strong correlation (high impact) Root Cause 1 Root Cause 2 Engagement Engagement zero correlation (no impact) strong correlation (high impact) Root Cause 3 Root Cause 4

  19. Summary of Root Cause => Engagement • The previous slides illustrate the strongest relationships between Root Causes and Engagement. To get a better sense for the relationship between Root Causes and Engagement, Motivation, and Commitment, the following table of correlations is provided. Correlations ≥0.80 are quite strong:

  20. Engagement Overview *A difference of more than 0.02 is significant.

  21. Engagement Process Model 1. Plan 2. Survey 5. Sustain Engagement and Resurvey Communicate 4. Take Action 3. Analyze

  22. How Do We Achieve High Levels of Engagement?

  23. Effective Practices • Engagement iseveryone’s responsibility • It must be a strategy • Lead from the top • Involve unions • Hire with care; probationis part of selection • Onboard well.

  24. Effective Practices • Select supervisors whocan supervise – and buildengagement • Give them training,resources and support • Hold supervisorsaccountable forengagement

  25. Effective Practices • Manage performance • Make sure employees know what isexpected – and how work links to mission • Meet regularly with employees • Provide opportunities to grow and develop • Hold employees accountable – avoid transferring poor performers • Recognize contributions • Make sure employees’ opinions count • Create a positive work environment – respect work/life balance • Communicate • Measure and re-measure engagement.

  26. Getting Started • Make the long-term commitment • Communicate the business case • Get leaders, managers and supervisors on board • Involve unions • Plan and communicate strategy • Survey employees • Follow through

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