Title: From Employee Engagement to Employee Effectiveness: achieving returns and delivering results
1From Employee Engagement to Employee
Effectiveness achieving returns and delivering
results
2Internal Focus
- When the organization has its face focused on
customers, it has its butt toward the employee. - Paraphrased from Funky Business
3Employee engagement productivity
4Employee Engagement productivity
- Employees who are engaged are
- PASSIONATE
- they care about their work
- PRODUCTIVE
- they get a lot done
- LEADERS
- they have a sense of ownership and accountability
for their work
5Not Engaged Employees
- Stuck in low-risk, low-commitment mode
- Don't feel a connection with or from their
company, manager, or coworkers - Don't feel a sense of achievement
- Become fixated on the activities of their roles
instead of the outcomes - Are just concerned about doing the minimum they
need to do to get by
6Actively Disengaged Employees
- Are the "cave dwellers
- Constantly Against Virtually Everything.
- Are busy acting out their unhappiness
- Every day undermine what their engaged coworkers
accomplish
7Employee engagement and personal life
- Satisfaction In Personal Life
- Engaged
- Not Engaged
- Actively Disengaged
- Source Gallup poll
65
36
24
8Business impact of engaged work force
- 50 Lower Turnover
- 56 Higher Customer loyalty
- 38 Higher Productivity
- 27 Higher Profitability
9ENGAGEMENT ( Singapore/USA)
-
- ENGAGED
- NOT ENGAGED
- ACTIVELY DISENGAGED
- Source Gallup poll 2003 /First, Break All the
Rules, Marcus Buckingham -
6
29
77
55
17
16
10Business impact of engaged work force
- Disengaged Employees cost
- US economy 350 billion /yr
- Singapore economy 6. 9 billion /yr
- in lost productivity
11Reasons for disengagement
Setting expectations.
Using potential.
Giving feedback.
Learning and growing.
Sense of caring.
12Strategies going forward
13The Problem
- The problem is never how to get new innovative
thoughts into your mind, but how to get the old
ones out - Dee Hock, VISA
14Standing Out
- When we did it right it was still pretty ordinary
- Barry Gibbons, Burger King
15Key initiatives yielding to high productivity
Employee First Drive
Intrapreneurship as a culture
Transparency open 360 feedback
Employee focused Task ticketing
16Convergence of Learning and Performance Management
4. Performance Development
3. Enterprise Learning Management
3. Performance Alignment
2. Performance Tracking
2. Knowledge Targeting
1. Knowledge Enablement
1. Performance Administration
17(No Transcript)
18Human Capital
- Human CapitalAssets to be valued and investments
to be managed
- Human ResourcesResources to be consumed and
costs to be minimized
19definition
- A transformation in the employment, deployment,
development, and evaluation of the workforce with
results in mindU.S. Office of Personnel
Management
20Standing Out
- We defined personality as a market niche - we
seek to amuse, entertain, surprise - Herb Kelleher, Southwest Airlines
21A paradigm shift
22What if we invest in our employees, and they
leave?
23What if we dont invest in our employees and,
they stay ?
24Thank You for your attention
- Anand Pillai
- Anand.pillai_at_hcl.in