Employee Engagement Wifi Model
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The document discusses employee engagement and how it can be used to improve business performance through increased staff satisfaction. It defines engagement as employees' passion and discretionary effort to help their organization succeed. The key drivers of engagement are identified as well-being, information, fairness, and involvement. An employee engagement survey is recommended to assess these areas and identify opportunities for improvement. Developing an engagement strategy involves understanding strengths/weaknesses and creating goals, actions plans, and metrics to enhance engagement levels.
Employee Engagement Wifi Model
- 1. Employee Engagement to achieve "better business performance through staff satisfaction
- 2. Section 1 What is Employee Engagement
- 3. Definition Employee engagement is personified by the passion and energy employees have to give of the of their best to the organization to serve the customer. It is all about the willingness and ability of employees to give sustained discretionary effort to help their organization succeed.
- 4. Three aspects Engagement can be summed up by how positively the employee: Thinks about the organization Feels about the organization Is proactive Thinking Feeling Doing
- 5. Customer service Customer is King, Employee is Queen Touch points and moment of truth If you look after your staff, they will look after the customers who in turn will look after your business – Stew Leonard
- 6. Customer service Customer is King, Employee is Queen Touch points and moment of truth Pre-purchase experience – ads, wom, website Purchase experience – product & service Post-purchase experience – invoicing, loyalty program, service recovery
- 7. Customer service WHAT HOW Good Product And service Personal Interaction with People Bad Good 2 nd Chance Cynics Apostle Indifference
- 8. Work 2.0 Today’s employees looking for such things like Work life balance Doing a meaningful job Making a difference for customers Community services
- 9. End Product of Engagement Cognitive engagement – focus on work Emotional engagement – feel engrossed at work (here and now) Physical engagement –willing to go the extra mile Advocacy – recommend organization to their relatives and friends
- 10. Engagement Levels Positive Attitude Inaction Action Negative Attitude Cynics Victims Stars Yes Men
- 11. Engagement Levels Positive Attitude Inaction Action Negative Attitude Cynics Overtly confidence In the right rebelious Victims Avoiding confrontation Avoiding risk Retreating into safety Stars Open to possibilities Be optimistic Adapt to change Yes Men Avoid taking risks Keeping a low profile Reluctant to change
- 12. Engagement Levels Positive Attitude Inaction Action Negative Attitude Cynics It won’t It can’t Victims I won’t I can’t Stars I will I can Yes Men I would I could
- 13. EE Model “WIFI” model (“well-being, information, fairness, involvement”) to establish an employee engagement program
- 14. Service-Profit Chain Internal service quality Employee satisfaction Employee retention External service quality Customer satisfaction Profit and growth
- 15. Internal service quality Right tools for the job Adequate resources Effective and efficient system Appropriate structure Appropriate job design Relevant core competencies Effective internal measures
- 16. Employee Satisfaction Leaders who focus on customers Leaders who role model excellent services Clear direction setting (goal, service vision and customer promise) Open communication Appropriate employee selection and development Empowerment Coaching Effective team building and management Reward and recognition
- 17. Tangible Results AT&T: 3% increase of employee satisfaction – 1% in customer satisfaction Sear: 10% es – 2,5% cs – 1% sales The time lag between es and cs is 6-18 months
- 18. Gallup 29% fully engaged 49% indifferent 22% actively disengage – high turnover high absenteeism political-in-fighting bad communication
- 19. Walt Disney world management Philosophy towards employee is Make them feel special Treat them as individuals Respect them Make them knowledgeable
- 20. Research of EE (ROI) Towers Perrin – 17% in performance and profitability Sirota Consulting – Share prices increase of 16% (normal is 6%) in 28 MNC 10% in ee – 6% in cs – 2% profitability Hay group – 43% productivity DDI – high ee – 33% less in leaving their jobsf
- 21. Questions What do you hope to gain? What will your business partners perceive of employee engagement? What business issues will ee address for your organization? What do you hope to gain personally and professionally?
- 22. Section 2 The Journey Begin
- 23. Gaining Buy in Gain support from management team Seek a high level sponsor Discuss the benefits of ee and develop a sound business case Use hard evidence to defend your case Relate potential benefit to your organization
- 24. The Starting Point Engagement survey Ad hoc survey Recruitment survey Attrition rates Absenteeism rates Quality rating Number of training days per employees % of employees with a PDP % of employee receive coaching and mentoring
- 25. Employee Engagement Survey 45 questions Section 1 – 10 questions (recruitment & training) Section 2 – 10 questions (supervisor style and colleagues) Section 3 – 10 questions (happiness) Section 4 – 10 questions (job) Section 5 – 5 questions (Pride)
- 26. Key Points Pilot run the survey, use cross functional team to review questions Communicate the survey– why and what Involve the line managers in briefing the survey Allocate time at work for employees to complete the survey
- 27. Section 3 Key Drivers of Engagement
- 28. Identify Key Drivers Use focus group to discuss about engagement For example: Challenging work Input on decision making Career advancement Management style
- 29. Feeding back results Communicate the findings Senior leaders discuss about the solutions Set specific organization goals Involve people in each unit in developing improvement actions Ldneti9fy quick win Focus on getting one thing at a time Cognize the positive and dev aspects of the survey Communicate the progress of action plan on a regular basis
- 30. Summarize the Findings Threats Opportunities Weaknesses Strengths
- 32. Importance and Impact 10 10 1 Importance Impact Hidden Opportunities Margins Engagement Drivers Givens
- 33. Questions List the key drivers Specific target population
- 34. Section 4 Developing an EE Strategy
- 35. Process SWOT Organization’s vision, mission and values Outline Organization’s key objectives Define EE strategy and how this support organization’s vision, mission and key objectives Set specific goals and measurement of success Describe the action plan and results
- 36. WIFI Model Well Being Information Fairness Involvement
- 37. The Impact of WIFI WIFI Employee Feelings Employee Contribution Improvement Organization Performance Increase
- 38. Employee Engagement Survey 45 questions Section 1 – 10 questions (recruitment & training) Section 2 – 10 questions (supervisor style and colleagues) Section 3 – 10 questions (happiness) Section 4 – 10 questions (job) Section 5 – 5 questions (Pride)
- 39. Transformational Changes Reading for change Create a shared vision and common directions Demonstrate strong leadership Creating a sense of urgency Creating a participative improvement process Communicating and involving people Supporting and recognizing success
- 40. Work Breakdown Structure Involvement of end users Support of senior management Clear statement of requirements (objectives, outputs, and business objectives) Proper planning
- 41. Four Stages of Planning Defining the program Planning Implementing and monitoring Evaluate the process
- 42. Project Management Roles and Responsibilities Project scope process (sponsor, project manager and team members) RACI Chart (Planning resource) Task Description, Responsible, Accountable, Consult, Inform Working Well as Project Team
- 43. Questions Which aspects of WIOFI need to be improved Develop a work breakdown structure to show the activities Whose buy in do you need? What key areas of the business need to represented on a program or projects?
- 44. Well Being 1 st of the Key Driver
- 45. Well Being Scope How the company is perceived externally and how well employees are treated internally
- 46. Indicators Motivation Meaning: CSR Employer Brand – living the brand, organization values and Behaviours Work life Balance – stress and workload Long Hours Culture – Flexi Hours Employee Welfare Job Design and Resources Feeling Valued
- 47. Questions Increase CSR activities Strengthen of employer brand Organization values Alignment of organization bahaviours Improvement of work life balance Better welfare package
- 48. Information 2 nd Driver
- 49. Information Clear sense of direction Terminology Vision – Mission Goals – Strategy – Results Values – Behaviours – Results Figure 6.1 page 119
- 50. Developing a Vision of the Future Developing and communicating vision Set strategic goals Develop Critical success factors – strategies, Tactics and Action plan
- 51. Indicators Developing Vision and Strategies Keeping people informed Internal communications department Making information interactive and continuous Quarterly Executive Forum and Departmental Communication Session
- 52. Management Com personnel must be Direct, Engaging, Systematic and Cohensive Helping SLT to improve their communication style Checklist of vision and strategies p.140
- 53. Fairness 3 rd Key Driver
- 54. Fairness Respecting the individual Recruitment and selection Assessment center and behaviours interviewing Induction Performance Management – reviewing the what and the how Learning and Development Career Development and Succession Planning Talent Management Reward and recognition
- 55. Involvement 4 th Key Driver
- 56. Three Levels of Involvement Direct line manager With other teams With the organization as a whole
- 57. Activities The Role of Line Manager Coaching and Facilitation skills Empowerment No Go – Yes Then Go – Go Then let Know – Go Discuss how we can empower them
- 58. With Other Teams Team Bonding – monthly activities
- 59. Involvement with Senior Manager Terima Kasih Day Star Performance Award
- 60. Checklist P.181
- 61. Agent of Change
- 62. HR Department Four Key skills: Read the political landscape Influencing skills Coaching skills Marketing skills
- 63. Leaders Leadership Practices Building employee engagement a. communicating a clear vision of the future b. Building trust in the organization c. Involving employees in decision making d. Walk the talk – company values e. Being seen to respond to feedback
- 64. Leadership Development Business Intelligent (BQ) Business expertise thinking strategically Listening and anticipating customer demands Developing customer-driver offering and solutions Planning to meet customer demands Improve services to the customers
- 65. Leadership Dev EQ Understand feelings of self and others Listening Emphatic Sharing feelings Appreciating others
- 66. Leadership Dev SQ Spiritual Intelligent (SQ) Their life and purpose Their roles and contribution Their values to the world Personally grow
- 67. Leadership Dev Political Intelligent (PQ) Aware of power base Source of power Reco0gnizing levels of influence during change Developing strategies for influence Gaining buy-in from stakeholders
- 68. Line Manager People join organizations and leave bosses The influence of line managers Steps for managers to engage employees Support and challenge Provide Feedback
- 69. Environment Created High High Low Support Challenges Stressful Apathy Motivating Cosy
- 70. Environment Creation 30 questions with calculation p. 205-207
- 71. 30 questions of support & challenge P 205-207
- 72. 12 Questions from Gallup Do you know what is expected of you at work? Do you have the materials and equipment you need to do your work right? At work, do you have the opportunity to do what you do best every day? In the last seven days, have you received recognition or praise for doing good work? Does your supervisor, or someone at work, seem to care about you as a person?
- 73. 12 Questions from Gallup Is there someone at work who encourages your development? At work, do your opinions seem to count? Does the mission/purpose of your company make you feel your job is important? Are your associates (fellow employees) committed to doing quality work? Do you have a best friend at work? In the last six months, has someone at work talked to you about your progress? In the last year, have you had opportunities at work to learn and grow?
- 74. New Leadership Culture Paradigm Shift
- 75. Leadership Change Fear Results Weaknesses and find faults Scolding Work Focus on present job No recognition Company goals Freedom Process Strengths Coaching Work + Personal Life Career Development Appreciation and recognition Company goals + personal aspiration
- 76. Leadership Change Freedom Process Strengths Coaching Work + Personal Life Career Development Appreciation and recognition Company goals + personal aspiration Redesign work/Positive Feedback Discuss Process/PF Discover their strengths/ Spend time to teach/TDL Leisure conversation/DC Competency Model – PD Plan 7 days a year/TQ notes/informal Discover their dreams
- 77. Questions Assess your skills level in political, influencing, coaching and marketing How do you engage senior manager for employee engagement Walk the talk Align their behaviors to encourage employee engagement
- 78. Sustaining
- 79. Suggestions Continue measuring and benchmarking Embedding employee engagement - learning and growth - internal business processes - customer satisfaction - financial performance