Bahan Kuliah Employee Engagement 23 Desember 2017

  Employee

Engagement

Content

  1. What is employee engagement?

  2. Why does it matter?

  3. How do we know if our employees are engaged?

  

4. How have organizations achieved high levels

of engagement?

  5. How to get started

What is employee engagement?

   mission or co-workers Beyond job satisfaction or happiness

  Heightened connection to work, organization,

   Personal meaning in work

   • Pride

• Belief their organization values them More likely to go above minimum and provide

   “discretionary efort.”

  

What is employee

engagement?

• Engagement is not the same a employee satisfaction.
• Engagement is made up of two eleme
• Motivation: means how hard someone is willing

  to work, how much they are willing to make an

extra efort, how much they want to do their

best – in other words, how motivated someone is to do their job well. means how much a person cares

• Commitment:

  

about the company they work for; how much

they want it to be successful; how much they

Engaged employees

  Highly Have strong motivated to relationships work hard in organization Stay – even

  Go the for extra mile less

On the other hand

• Not engaged

   Not strongly committed to organization

   Feels trapped

   Gives bare minimum

• Actively disengaged

   Poor relationship with organization

Why Employee Engagement?

A number of studies* show top quartile versus bottom quartile companies on engagement scores had:

  12% higher proft growth rate

Why Employee Engagement?

A number of studies* show top quartile versus bottom quartile companies on engagement scores had:

  3.44 points higher net proft margin

Why Employee Engagement?

  A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 18% greater productivity

Why Employee Engagement?

A number of studies* show top quartile versus bottom quartile companies on engagement scores had:

  12% higher customer satisfaction

Why Employee Engagement?

  A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 62% fewer accidents

Why Employee Engagement?

A number of studies* show top quartile versus bottom quartile companies on engagement scores had:

  52% lower inventory shrinkage

Why Employee Engagement?

A number of studies* show top quartile versus bottom quartile companies on engagement scores had:

  51% lower voluntary turnover

Why Employee Engagement?

  A number of studies* show top quartile versus bottom quartile companies on engagement scores had: 27% less absenteeism

  

How Do We Know If

Our Employees are Engaged?

• Ask them

Employee Engagement Survey fnding

Engagement score for PT XYZ is 75% which places in the Top Quartile

  20

  16

  

How to increase Engagement

score

  High Scores/ Low Scores vs Impact Engageme nt

  zero correlation (no impact) strong correlation

  (high impact) zero correlation (no impact)

Root Cause 1

  Engageme nt strong correlation

  (high impact) Engageme nt Engageme nt

  Root Cause 2

• The previous slides illustrate the strongest relationships between Root Causes and Engagement. To get a better sense for the relationship

  between Root Causes and Engagement, Motivation, and Commitment,

  the following table of correlations is provided. Correlations ≥0.80 are

  quite strong: Engagement Motivation Commitment

  Job Satisfaction 0.95 Job Satisfaction 0.89 Teamwork 0.91 Teamwork 0.91 Empowerment 0.86 Job Satisfaction 0.88 Friendship 0.89 Manager Caring 0.84 Job Clarity 0.87 Manager Caring 0.88 Recognition 0.80 Friendship 0.85 Empowerment 0.86 Friendship 0.80 Company Values 0.83 Job Clarity 0.83 Teamwork 0.77 Company Pride 0.82 Manager Manager

  0.81

  0.73

  0.81 Efectiveness Efectiveness Manager Caring

  Company Values 0.78 Career 0.68 Company Policies 0.78 Manager

  0.76

  0.66

  0.77 Recognition Job Clarity Efectiveness Career 0.75 Company Values 0.62 Compensation 0.75

  Company Policies 0.70 Work Conditions 0.55 Empowerment 0.74 Executive

  Dec 50%ile

    2015 25th 50th 75th Gap* Engagement Index 4.16 3.97 4.10 4.22

  0.06 Job Satisfaction 4.24 3.89 4.00 4.10

  0.24 Teamwork 4.01 3.71 3.83 3.95

  0.18 Work Conditions 3.85 3.55 3.71 3.87

  0.14 Career 3.73 3.43 3.60 3.77

  0.13 Friendship 4.29 4.11 4.20 4.29

  0.09 Job Clarity 4.12 3.95 4.06 4.17

  0.06 Compensation 3.10 2.80 3.05 3.30

  0.05 Manager Caring 4.04 3.90 4.03 4.15

  0.01 Empowerment 3.89 3.76 3.88 4.00

  0.01 Manager 3.79 3.70 3.82 3.94 -0.03

  Efectiveness Company Values 3.58 3.50 3.65 3.89 -0.07

  Recognition 3.81 3.75 3.89 4.03 -0.08 Company Policies 3.47 3.40 3.59 3.77 -0.12

  Resources 3.48 3.43 3.61 3.79 -0.13 Company Pride 3.73 3.78 3.98 4.17 -0.25

  Training 3.31 3.44 3.63 3.81 -0.32

Engagement Process Model

  Survey ent and Communi Resurvey cate

Efective Practices

   Engagement is everyone’s responsibility

   It must be a strategy

   Lead from the top

   Involve unions

   Hire with care; probation is part of selection

   Onboard well.

Efective Practices

   build engagement

  

Select supervisors who can supervise – and

   Give them training, resources and support

   Hold supervisors accountable for engagement

  

Efective Practices

   Manage performance

• Make sure employees know what is expected – and how work links to mission
• Meet regularly with employees
• Provide opportunities to grow and develop
• Hold employees accountable – avoid transferring poor performers

   Recognize contributions

   Make sure employees’ opinions count

   Create a positive work environment – respect work/life balance

Getting Started

   Make the long-term commitment

   Communicate the business case

   Get leaders, managers and supervisors on board

   Involve unions

   Plan and communicate strategy

   Survey employees

   Follow through