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By Gerard H. Seijts and Dan Crim: Based On The Article Ivey Business Journal

The document discusses factors that contribute to employee engagement. It states that engaged employees care about their work and the company's success. Engaged employees are more productive than disengaged employees. The document identifies several actions leaders can take to improve engagement, including connecting with employees, providing meaningful work and career opportunities, communicating a clear vision, setting expectations and providing feedback, recognizing contributions, fostering collaboration, maintaining ethics, and giving employees a sense of control.

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Rizwana Baig

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0% found this document useful (0 votes)

53 views

By Gerard H. Seijts and Dan Crim: Based On The Article Ivey Business Journal

Uploaded by

Rizwana Baig

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as PPTX, PDF, TXT or read online on Scribd

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Based on the article

By Gerard H. Seijts and Dan Crim

Ivey Business Journal
 An engaged employee is a person who is fully
involved in and enthusiastic about his or her
work.

 Engaged employees care about the future of

the company and are willing to invest the
discretionary effort to see that the
organization succeeds.
 Engaged employees are more productive than
their disengaged counterparts.

 Engaged employees believe that they can

make a difference in the organizations they
work and that their efforts are valuable
 Many employees go through their daily grind
mechanically but do not bring passion into
their
work.

 Never mistake activity for accomplishment.

You can have involved employees without

engagement. Just checking the box isn’t
adequate.
 Employee engagement has relatively little to
do with macro-economic (math/statistics)
conditions.

Instead, it is the unique elements of the work

experience and influence of their leaders that
are most likely to influence engagement.
 Connect
 Contribute
 Career
 Control
 Clarity
 Collaborate
 Convey
 Credibility
 Congratulate
 Confidence
 Managers should connect with employees.

 If relationship with their managers is

fractured, then no amount of perks will
persuade employees to perform at top levels.

 Employee engagement is a direct reflection of

how employees feel about their relationship
with the boss.
 One of the most meaningful ways to connect
to a person is listen and empathize!

 Empathize doesn’t mean you have to agree

with a person…but showing that you
understand their perspective and a tolerance
for other views is a mature/experienced
approach.
Leaders should provide challenging and
meaningful work with opportunities for career
advancement.

 Organizations must provide job rotation for their

top talent and assign stretch goals.

 Are people accountable for progress?

 Are jobs enriched in duties and responsibilities?

 Good leaders challenge employees; but at the

same time, they instil the confidence that the
challenges can be met.
 Leaders must communicate a clear vision.

 People want to understand the vision that senior

leadership has for the organization and the goals
that leaders or departmental heads have for the
division, unit, or team.

 Success in life/work depends critically on how

clear individuals are about their goals and what
they really want to achieve.

 People need to understand what part they will

play in the plan/strategy to meet the goals.
 Leaders must clarify their expectations about
employees and provide feedback on their
functioning in the organization.

 Good leaders establish processes and

procedures that help people master
important tasks and facilitate goal
achievement.

 The processes build habit doing it the

‘correct’ way from the start.

 They also receive/give feedback.

 Employees often receive immediate feedback when
their performance is poor or below expectations.

 But praise and recognition for strong performance

is much less common.

 Positive reinforcement and catching folks doing it

 the right way is 10 x better at influencing a repeat
 vs. catching folks doing it wrong and correcting.
 • We have to do both…but we must build a habit and
 seek out and positively reinforce at least at a 4:1
 ratio.
 People want to know that their input matters and
that they are contributing to the organization’s
success in a meaningful way.

 Employees’ understanding of the connection

between their work and the strategic objectives of
the company has a positive impact on job
performance.

 Good leaders help people see and feel how they

are contributing to the organization’s success and
future.
 Studies show that when employees work in
teams and have the trust and cooperation of
their team members, they outperform
individuals and teams which lack good
relationships.

 Great leaders are team builders.

 They create an environment that fosters trust

and collaboration.
 Leaders should strive to maintain a company’s
reputation and demonstrate high ethical standards.

People want to be proud of their jobs, their

performance, and their organization.

 That is not possible in an unethical organization.

 Just one poor judgement call can cause years of

damage on your credibility.

 People look and judge you for what you do…not

what you say!
 Employees value control over the flow and
pace of their jobs.

 Leaders can create opportunities for

employees to exercise this control.

 Leaders must consult with their employees

with regard to their needs.
 Key questions are :
 - Do leaders involve employees in decision-
making, particularly when employees will be
directly affected by the decision?