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Employee Engagement Powerpoint

The document summarizes a presentation given by Juletta Toliver, Sr. HR Director at IUPUI, about enhancing employee engagement at work. The presentation defined employee engagement as the level of involvement and enthusiasm employees feel for their work. It discussed the benefits of engagement, including increased productivity and retention. It also described IUPUI's MyVoice employee survey to measure engagement and create action plans to improve engagement based on the results.

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0% found this document useful (0 votes)
31 views23 pages

Employee Engagement Powerpoint

The document summarizes a presentation given by Juletta Toliver, Sr. HR Director at IUPUI, about enhancing employee engagement at work. The presentation defined employee engagement as the level of involvement and enthusiasm employees feel for their work. It discussed the benefits of engagement, including increased productivity and retention. It also described IUPUI's MyVoice employee survey to measure engagement and create action plans to improve engagement based on the results.

Uploaded by

pujagawde1999
Copyright
© © All Rights Reserved
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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2019 IUPUI Women’s Conference

Enhancing Employee Engagement at Work

Juletta Toliver, Sr. HR Director, IUPUI

August 23, 2019

IUPUI
Why this topic?
HR has three strategic priorities:
• Build a strong HR community throughout IU
• Enhance customer service and process
efficiency
• Promote and improve employee
engagement
Agenda
 What is Engagement?
 Employee Satisfaction
 Engagement vs. Satisfaction
 What are the benefits of Employee
Engagement?
 Engagement at IUPUI -
MyVoice@IU
SECTION 1

Employee Engagement
What is Engagement? The level of
employee
involvement &
enthusiasm for
A strong belief in:
What you do their job.
Where you do it, - The Gallup Organization

and
With Whom you
get to do it
Three Types of Employees

+ -

Engaged Not Engaged Actively Disengaged

These employees are loyal and These employees may be These employees are unhappy with
psychologically committed to the productive, but they are not their work situation and insist on
organization. They are more psychologically connected to sharing this unhappiness with their
productive and more likely to their company. They are more colleagues.
stay with their company. likely to miss workdays and
leave the organization.

Reprinted or used with the permission of Gallup, Inc. Copyright © 2016 Gallup, Inc. All rights
reserved.
Engagement: Three Types of Employees
Engaged Not Engaged Actively
Disengage
d

29% 52%
Loyal and psychologically Productive, but they are not 19%
committed. More productive, psychologically connected to Physically present, but
higher retention. their company. Miss more psychologically absent.
workdays, more likely to leave. Unhappy and insist on sharing
this unhappiness with others.

Source: Gallup_MgrResGuide_Q12®
Exercise:
Monthly Staff Meeting
• Actively participating meetings
• Present, but staring at phone, texting, emailing
• Disagreeing with everything that’s proposed
• But does not offer any solutions
• Always arrives late
• Interrupts others frequently
Employee Satisfaction
What is Employee Satisfaction?

The extent to which employees are


content with their jobs and work
environment
- Society for Human Resource Management (SHRM)
There Is a Difference Between
Being Satisfied and Being Engaged

Engaged Employees Satisfied Employees

 Work with passion  May or may not be


 Perform at consistently productive
high levels  Put their time but not
 Drive innovation and move necessarily their energy
their organization forward into their work
 Take a wait-and-see
attitude

Reprinted or used with the permission of Gallup, Inc. Copyright © 2016 Gallup, Inc. All rights
reserved.
What are the Benefits of
Employee Engagement?
The Benefits of Employee Engagement
Engagement is a leading indication of success for an
organization:
Workgroups with high level of engagement
• greater productivity
• less turnover
• less absenteeism
There is a connection between well-being and
engagement
The Culture You Create Matters

There is a strong connection between engagement and


hard-core business results.

41% less 70% fewer 59% less 10% higher 17% higher
absenteeism safety turnover* customer productivity
incidents metrics
*In low-turnover organizations

GALLUP ANALYTICS

Reprinted or used with the permission of Gallup, Inc. Copyright © 2016 Gallup, Inc. All rights
reserved.
Gallup Engagement Hierarchy
What Drives Our Decisions and Behaviors?

Q12. Opportunities to learn and grow .

Q11. Progress in last six months


How can Growth
we grow?

Q10. I have a best friend at work Q09.


Coworkers committed to quality Q08.
Mission/Purpose of organization Do I belong? Teamwork
Q07. At work, my opinions seem to
count
Q06. Someone at work encourages my development
Q05. Supervisor/Someone at work cares
What do I give? Individual
Q04. Recognition last seven days
Contribution
Q03. Do what I do best every day

Q02. I have materials and equipment I need to do my


work right What do I get? Basic
Q01. I know what is expected of me at work Needs
MyVoice Engagement at
IUPUI
What are we doing?

• Initial Survey: September 26 – October 10, 2017

• Survey sent to all Staff employees hired on or before July 1, 2017

• 1-5 Likert scale

• Should take approximately 10 minutes to complete

• Collected Results
What are we doing?

• Buy-In from Leadership to act on results

• Created champions to share the data

• Create Action Plans – Get everyone involved

• Do something with the Action Plans

• 2019 Survey Dates: September 16 – 27


Engagement Hierarchy
Q12. This last year, I have had opportunities at work to learn and grow.
Q11. In the last six months, someone at work has talked to me about my
progress.

Q10. I have a best friend at work.


Q09. My associates or fellow employees are committed to doing
quality work.
Q08. The mission or purpose of my company makes me feel my job is
important.
Q07. At work, my opinions seem to count.

Q06. There is someone at work who encourages my development.


Q05. My supervisor, or someone at work, seems to care about me as a
person.
Q04. In the last seven days, I have received recognition or praise for doing
good work.
Q03. At work, I have the opportunity to do what I do best every day.

Q02. I have the materials and equipment I need to do my work right. Q01. I
know what is expected of me at work.
Reprinted or used with the permission of Gallup, Inc. Copyright © 2016 Gallup, Inc. All rights
reserved.
Additional Index Questions Specific to
IU
Q14 I always trust IU to be fair to all employees
Q15 IU treasures diverse opinions and ideas
Q16 My supervisor creates an environment that is trusting and open Q17
If I raised a concern about discrimination, I am confident my
employer would do what is right
Q18 My supervisor is an active supporter of the changes that affect our unit
Q19 There is open communication throughout all levels of IU
Q20 I would recommend IU as a great place to work
Q21 I have a clear understanding about the future direction of IU
Q22 Employees in this organization are treated with respect and
dignity
I’ve learned that people will
forget what you said, people will
forget what you did, but people
will never forget how you made
them feel.

~Maya Angelou
Be genuine!
&
Be authentic!
Questions?
Want more info on engagement,
contact:
Juletta Toliver
[email protected]
http://hr.iu.edu/myvoice/spo
tlights/spotlights.html

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