EMPLOYEE ENGAGEMENT Solution Package
Why to deal with Employee Engagement? Highly engaged business units have 12% higher customer advocacy, 18% higher productivity, and 12% higher profitability than lower engaged business units (Gallup Employee Engagement Overview, 2010). How to develop and sustain employees’ engagement? The final result will depend on the level of implementation: • The processes are not only to include the usual detailed steps but also the critical behaviours to follow that ensure the desired outcome. As it is up to the direct managers to create an environment that nurtures engagement, first of all we need to support them. • In our solution we collect and identify those regular behaviours and activities in a framework called Governance model to help the managers to actually and measurably create an environment that nurtures engagement. • The sustainability of behaviour change is ensured by the elaborated Employee Engagement Maintenance System on both managerial and employee level. We at DEVELOR also believe that employees are equally responsible for their own engagement. Employees’ natural human desire to create and contribute are also determining factors that can be improved by establishing a Growth Mindset, exploring and building on intrinsic motivations and strengths.
DEVELOR’s transformational process creates and sustains a contagiously engaging company culture
6. RUN & MEASURE the engagement activities with constant monitoring through a DEVELOR Dashboard; review the level of efforts and priorities before continuing the next level of the project.
Whereas, Employee Engagement (E2) in the workplace, multiplied by the leve each of these tasks; multiplied by to w company goals (G); then the sum divid
5. IMPLEMENT the Governance Model and the Employee Engagement Maintenance System.
EMPLOYEE ENGAGEMENT is a heightened and measurable emotional commitment that employees and managers feel for their organization, that influences them to exert greater discretionary effort in their work to achieve organizational goals and success.
The DEVELOR Employee En
So what leads to higher employee eng 1. maximizing all those tasks that intrinsic commitments and develop 2. ensuring the clarity of how goals and expectations 3. providing growth for Intrinsic Co number of tasks • by developing the comp • by developing the motiv • by providing personal gr • by providing an inspiratio atmosphere to become
4. DEVELOP the critical behaviours and implement the Key Drivers to establish sustainability: develop Lean LEAN© Employee Engagement application tools, processes and systems; create mind-set change and competence development at all levels of the organization.
Factors that have the largest impact on Engagement
1. PREPARE
carefully the whole project, explore the needs and challenges, align the engagement factors, review and establish the conditions of the project.
1. 2. 3. 4. 5. 6. 7. 8. 9.
Clear and known expectations Opportunity to do what I do best Feedback, recognition & praise Care and connections Personal development & growth My opinions count I feel my job important Quality work Career opportunities Based on Gallup’s 12 questions
R equation for ngagement:
level is the sum of all tasks (t) delivered el of Intrinsic Commitment (IC) to deliver what extent the given task is in line with ded by the number of tasks (n).
2. ASSESS the current level of engagement, the related processes and set measurable objectives by agreeing on the level of effort.
gagement is: t are in line with the employees pment aspirations it contributes to the organizational
ommitment in relationship with more
petence vation of the employee rowth onal and rewarding working e intrinsically motivated
3. DESIGN the „Governance Model” and the „Employee Engagement Maintenance System”; design critical behaviors and key drivers both for managers and for employees, customize all development materials.
“To win in the marketplace you must first win in the workplace.” Doug Conant, CEO of Campbell’s Soup
Positive Psychology in Transforming Employee Engagement While business challenges have changed, the paradigm for developing managers and leaders has remained the same. The current model of management was designed around making processes efficient, not people. Yet research shows that human performance is what drives the bottom line, and that an organization’s processes must be designed around its people.
THE DEVELOR EMPLOYEE ENGAGEMENT SOLUTION PROCESS
Past approaches to training and development have often focused on fixing problems or addressing weaknesses, to return individuals or the organisation to “normal” performance. However, positive psychology has shown that this alone cannot create the conditions for exceptional performance, or the environment and culture which drive employee engagement. The positive psychology focus on developing and extending strengths is a core part of producing individual and organisational “flourishing” that will result in superior and sustainable performance in individuals, teams, functions and organizations, and can transform employee engagement. Highlights of our Engagement Mindset Workshop include: • Growth and Fixed Mindset: we explore that the view people adopt of themselves, their “mindset” profoundly affects their potential accomplishment, and the approach managers take to coaching and talent. It gives leaders the understanding of potential praise and learning needed to develop the best in their team members. • The Biology of leadership: this section uncovers the core of leadership, and the interplay of hormones that drive human behaviour, allowing leaders to understand and use the scientific “why” of leadership. • The ROI of positive emotions: it describes how positive emotions serve as drivers of growth, performance and human flourishing, this section will illustrate to leaders the business value of positive emotions. For more information visit our website at
www.develor.com.