Manajemen Dasar PLN - Employee Engagement

EMPLOYEE ENGAGEMENT
MANAJEMEN SDM DASAR

(LEVEL MANAJEMEN MENENGAH / FUNGSIONAL II)
PT. PLN ( Persero) UPDL PALEMBANG
2021
Mengembangkan dan
mempertahankan
keterikatan pegawai
Learning Objective
1. Peserta dapat memahami peran strategis dari employee engagement

2. Peserta dapat memahami model-model dari employee engagement
3. Peserta dapat memahami perkembangan dari employee engagement
EMPLOYEE
ENGAGEMENT
• It’s start from here
EMPLOYEE ENGAGEMENT
The idea
Saks, A. M. (2006). Antecedents and consequences of

employee engagement. Journal of Managerial Psychology, 21,
600-619.
EMPLOYEE ENGAGEMENT
Definition
• The extent to which employees commit to something or someone in the organization, and how
long they stay as a result of that commitment.
• Loyal employees (versus satisfied employees) stay because they want to. They go above and
beyond the call of duty to further their company’s interests.
• Engagement is the state in which individuals are emotionally and intellectually committed to
the organization as measured by three primary behaviors: Say, Stay and Strive.
• The extent to which employees put discretionary effort into their work in the form of
brainpower, extra time, and energy.
• The psychological & behavioral outcomes that lead to better
employee performance (AoN Hewitt). Enjoyment
• A psychological state in which employees feel a vested
interest in the company’s success & are both willing and
motivated to perform to levels that exceed the stated job
requirements (Mercer). Value Belief
EMPLOYEE ENGAGEMENT
Reason behind the idea
People have become the primary source of competitive

advantage (Tangible vs Intangible).
Retention and the war for talent (Talent Shortage)
Popular appeal (Soft approach vs mechanistic approach)
Overwhelming impact – engagement effect to job performance

EMPLOYEE ENGAGEMENT
DDI EVP
Engagement Work Engaged Organizational

Drivers Environment Employees Success
• Right employee • Aligned Effort and • Greater Loyalty •Satisfied/Loyal
in the right jobs Strategy • Enhance Effort Customer
• Exceptional • Empowerment •Increase Retention
Leadership • Teamwork/Collabora
tion •Higher Profits and
• Organizational • Growth and Profitability
System and development •Revenue Growth
Strategies • Support and
recognition
EMPLOYEE ENGAGEMENT
DDI Benefit
Attachment to the Emotional

Agreeableness
job Stability
Openness to Achievement
Self-Efficacy
experience orientation
EMPLOYEE ENGAGEMENT
Gallup Model
#03 Opportunity
#00 Overall #01 #02 Materials #04 Recognition
to do what I do
satisfaction Expectations and equipment for good work
best
#05 Someone at #09 Associates

#06 Encourages #07 Opinions #08
work cares about committed to
my development count Mission/Purpose
me quality
#12 Learn and

#10 Best friend #11 Progress
grow
EMPLOYEE ENGAGEMENT
Gallup Model Benefit
Customer Metrics (Loyalty)
Profitability
Productivity
Turnover
Safety and Health
Absenteeism
Shrinkage
EMPLOYEE ENGAGEMENT
AoN Hewitt’s Model
EMPLOYEE ENGAGEMENT
AoN Hewitt’s Model
EMPLOYEE ENGAGEMENT
Mercer Model
EMPLOYEE ENGAGEMENT
Staging Process
EMPLOYEE ENGAGEMENT
Roadmap
Human
Experience
Employee
Experience
Employee
Engagement
Employee
Work life
Employee Balance
Satisfaction
Motivation
EMPLOYEE EXPERIENCE
Background
• In a digital world with increasing transparency and the growing influence of Millennials,
employees expect a productive, engaging, enjoyable work experience.
• Rather than focus narrowly on employee engagement and culture, organizations are
developing an integrated focus on the entire employee experience, bringing together
all the workplace, HR, and management practices that impact people on the job.
• A new marketplace of pulse feedback tools, wellness and fitness apps, and integrated
employee self-service tools is helping HR departments understand and improve this
experience.
• Through new approaches such as design thinking and employee journey maps, HR
departments are now focusing on understanding and improving this complete experience
and using tools such as employee net promoter scores to measure employee satisfaction.
• A Productive, positive employee experience has emerged as the new contract between
employer and employee. Just as marketing and product teams have moved beyond
customer satisfaction to look at total customer experience, so is HR refocusing its efforts
on building programs, strategies, and teams that understand and continuously improve the
entire employee experience.
EMPLOYEE EXPERIENCE
Design Thinking
EMPLOYEE EXPERIENCE
Employee Journey Maps
EMPLOYEE EXPERIENCE
Employee Journey Maps
EMPLOYEE EXPERIENCE
Framework
By focusing on the employee

experience, HR leaders can
improve employee engagement,
empower teams and leaders, and
develop workforce solutions that
will be useful and compelling to
employees.
EX
Employee Experience
EMPLOYEE EXPERIENCE
Old vs New Rules
Old rules New rules
Employee experience defined by annual engagement Employee experience defined as a holistic view of life at work,
survey requiring constant feedback, action, and monitoring
Culture is a topic on the company website and perhaps on the wall, Company uses tools and behaviors to measure, align, and improve
but not measured or defined through behavior culture during change, M&A, and other major initiatives
Companies have a series of HR leaders across recruiting, learning, Companies have someone responsible for the complete employee
rewards, engagement, and other HR services experience, focused on employee journeys, experiences,
engagement, and culture
Compensation, benefits, and rewards are managed Compensation, benefits, rewards, and recognition designed to
with a focus on benchmarking and fairness make people´s life better and balance financial and nonfinancial
benefits
Wellness and health programs are focused on safety and Companies have an integrated program for employee well-being
managing insurance costs focused on the employee, her family, and her entire experience at
life and work
Rewards are designed to cover salary, overtime, bonus, benefits, Rewards also include nonfinancial rewards; meals, leaves, vacation
and stock options policy, fitness, and wellness programs
Employee self-service is viewed as a technology platform that The employee experience platform is designed, mobile, and
makes it easy to complete HR transactions and reports includes digital apps, prescriptive solutions based on employee
journeys, and ongoing communications that support and inspire
employees
HUMAN EXPERIENCE
• The shift from a top-down initiative to

one that is bottom-up in nature came
with the introduction of employee
experience.
• Employee experience is a bottom-up
concept—where processes, places,
and workflow are designed around
employees’ preexisting tendencies.
• Human experience builds upon the
foundation of the employee
experience, but extends beyond
work processes to focus on the
meaning of the work itself, thereby
targeting the most personal question
that can exist in the workplace: Am I
making a difference?
HUMAN EXPERIENCE
Well Being
• COVID-19 has reminded us of

the dual imperatives of worker
well-being and work
transformation, but executives
are still missing the importance
of connecting the two.
• Organizations that integrate well-
being into the design of work at
the individual, team, and
organizational levels will build a
sustainable future where workers
can feel and perform at their
best.
HUMAN EXPERIENCE
Well Being
• The design of well-being into work is a practice

that must be developed, strengthened, and
flexed over time to be effective.
• As work itself changes at a rapid pace, the ways
that an organization supports individual and
team well-being must adapt in tandem.
• It’s no longer about achieving work/life
balance; the pandemic has shown us that
wellbeing is not about balancing work with life,
but integrating them.
• When an organization is able to successfully
design well-being into work, wellbeing
becomes indistinguishable from work itself,
embedded across all organizational levels and
environments to not only drive and sustain
human performance, but also human potential.

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EMPLOYEE ENGAGEMENT

MANAJEMEN SDM DASAR

1. Peserta dapat memahami peran strategis dari employee engagement

Saks, A. M. (2006). Antecedents and consequences of

People have become the primary source of competitive

Retention and the war for talent (Talent Shortage)

Popular appeal (Soft approach vs mechanistic approach)

Overwhelming impact – engagement effect to job performance

Engagement Work Engaged Organizational

Attachment to the Emotional

#05 Someone at #09 Associates

#12 Learn and

Customer Metrics (Loyalty)

Safety and Health

By focusing on the employee

• The shift from a top-down initiative to

• COVID-19 has reminded us of

• The design of well-being into work is a practice

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