This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
The document discusses employee engagement and what managers need to know. It defines three levels of engagement that employees can experience: checked out, compliant, and engaged. It also identifies six categories that influence engagement: people, work, competitive rewards, company practices, opportunities, and quality of life. The document then outlines three imperatives for creating sustained engagement: creating real meaning, cultivating trust and respect, and balancing effort and recovery. It provides case studies of initiatives at an airline, bank, and consultancy that addressed these imperatives.
The document discusses strategies for improving employee engagement. It provides an employee engagement framework that focuses on engagement with the organization and with one's direct manager. It also discusses the importance of strategic alignment and competency beyond just engagement. The document then lists 14 best practices for engagement, which include employee focus groups, stay surveys, banning emails for a day, and conducting hackathons/ideathons. It concludes by providing additional tips for improving engagement such as conducting remote work surveys, organizing regular sync-ups, establishing fair goals, and promoting organizational values.
This document discusses employee engagement and its importance. It notes that engaged employees feel a profound connection to their company and drive innovation, while disengaged employees undermine company goals. The document outlines the three types of employees - engaged, not engaged, and actively disengaged. It discusses how engagement is created through emotional relationships and influences work output. Strategies for improving engagement are also provided, including having a strong sense of purpose, empowering employees, listening, and inspiring workers. High engagement is correlated with better financial performance and customer satisfaction.
Onboard, Not Overboard. Accelerating New Hire Training | Webinar 03.19.15BizLibrary
This document discusses onboarding best practices for new employees. It defines onboarding as helping new hires acquire the necessary knowledge, skills, and behaviors to become effective members. A strong onboarding program offers many benefits like improved retention, productivity, and engagement. It recommends planning onboarding by integrating company goals and culture, outlining expectations, using technology for training, and involving managers. It also provides ways to measure the impact of onboarding through metrics like time to productivity, retention, and satisfaction.
The document discusses employee engagement, including its definition, importance, and ways to measure and improve it. Specifically:
- Employee engagement refers to an employee's positive attachment and enthusiasm for their work, colleagues, and organization that influences their performance and willingness to contribute further.
- Highly engaged employees benefit organizations through improved performance, communication, customer satisfaction, teamwork and lower turnover.
- Managers play a key role in driving engagement through recruiting the right people, coaching, communicating clear objectives, and showing appreciation for good work.
- Engagement can be measured through surveys that assess employees' pride, motivation, and likelihood to recommend the organization to others. Regular measurement helps identify areas for improvement.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The Gallup Q12 is a widely used survey that measures employee engagement. It identifies 12 key factors that contribute to strong feelings of engagement when satisfied. Over 1.5 million employees across 87,000 work units have participated. Research shows organizations with high Q12 scores experience lower turnover, higher sales growth, better productivity and customer loyalty.
The Q12 sorts employees into engaged (28%), not engaged (54%) or actively disengaged (17%). Engaged employees are passionate and connected while disengaged employees are essentially "checked out." Actively disengaged employees undermine the work of others. The majority (71%) are either underperforming or counterproductive.
Employee Retention: Key Ways to Retain Your Top TalentKaufman Global
The document discusses strategies for improving employee retention. It emphasizes the importance of retaining top talent to sustain customer relationships, business vitality, and intellectual property while managing recruiting and retention costs. Effective retention strategies focus on compelling employees to stay through developing a positive organizational culture and values, clear future vision and career paths, involvement and communication.
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
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Use this employee engagement PowerPoint presentation to increase the compatibility and gelling between the colleagues. With the help of this PPT, employees can plan and engage in different activities which helps to break the ice for newbies and helps them to settle in the new environment. Also, the bonding activities in this PowerPoint presentation example are very helpful to create a warm and familiar environment for the employees to open up. Employees can cooperate better with their co-workers with the help of these techniques mentioned in this slideshow. Also, the icebreakers mentioned in this PPT are also very useful to create a cordial relationship between the boss and the employees as employee engagement is very necessary for a successful company’s becoming. Employee satisfaction can be achieved with the help of this PowerPoint theme in order to successfully create a stress-free environment for all the employees with openness. This PPT is really helpful for employee engagement in today’s stressful corporate world. Bare the truth with our Employee Engagement Powerpoint Presentation Slides. Your thoughts will dig up the facts. https://bit.ly/30FwCbM
Employee engagement describes how involved and dedicated employees are to their work and company. There are three types of employees: engaged, not engaged, and actively disengaged. Engaged employees exceed expectations and drive innovation, while actively disengaged employees undermine the work of others. Companies use various strategies to improve engagement, such as internal job posting, recognition programs, and feedback surveys. Challenges to engagement include high attrition, driving high performance, developing future leaders, and increasing women in leadership roles. Most organizations are working to provide innovative engagement activities to retain talent.
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project
This document discusses employee retention in organizations. It notes that 81% of organizations see turnover as negatively impacting effectiveness. Employee retention refers to policies that encourage employees to stay longer. Reasons for low retention include low job satisfaction from issues like poor performance reviews, lack of recognition, and unrealistic expectations. Reducing turnover requires efforts from HR, team leaders, and the organization to promote job fit, work-life balance, appreciation, and compensation. High retention brings benefits like experience and trade secret protection, while low retention risks losing skills and a domino effect on morale.
Here you will come up with some glimpses of retention management being followed by different organisation and what were the varied techniques were implemented to retain the employees back in the organisation.
Program Employee Engagement oleh Human Inc. memberikan penilaian dan penerapan budaya keterikatan karyawan di organisasi dengan metode terbukti dari ahli keterikatan karyawan AS untuk membantu meningkatkan produktivitas dan meminimalkan turnover.
The document discusses the Gallup Questions, which are questions that Gallup has found effectively measure employee engagement through extensive research. It provides explanations for each of the 12 questions, which assess things like whether employees know what is expected of them, have the materials they need to do their work, feel their opinions count, and have opportunities to learn and grow. The questions are meant to help organizations develop environments that foster engaged employees.
Percakapan antara seorang penjual asuransi dengan klien potensialnya yang sangat berpengaruh untuk menutup kesepakatan senilai $100 juta. Penjual merasa gugup dan berdoa agar dapat menutup kesepakatan raksasa ini yang akan mengubah hidupnya. Ia bermeditasi untuk menenangkan diri sebelum klien tiba.
This document provides the results of a Gallup Q12 employee engagement survey completed by 8 employees in the unit of Jonathan K. Wakely. The survey measured 12 engagement factors on a 5-point scale. Overall satisfaction was 50% and the GrandMean was 3.97, lower than Gallup benchmarks. Engagement scores ranged from 44-56%, with "Cares about me" and "Employees committed to quality" receiving the highest scores of 88%.
A comprehensive list of the most important questions to include in your employee engagement survey.
Question categories include:-
The Organisation, Strategy & Culture
Communication
My Work
Management
Leadership
Opportunities
Reward
Recognition
Training and Development
Quality of Life
Teamwork
Plus demographic and open questions for added insight.
The document outlines a hierarchy of employee engagement factors with 12 levels ranging from basic needs being the foundation to growth being the peak. Levels include expectations, recognition, caring about employees, valuing opinions, quality work, meaningful mission, learning and progress opportunities. Higher levels involve teamwork, management support, and facilitating employee growth.
Gallup Q12's Employee Engagement FindingsPaul Sohn
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
This document provides information on reducing absenteeism in contact centers. It discusses the costs of absenteeism and common reasons employees take unplanned leave. Research shows the most important factors for employee retention are relationships with supervisors and work-life balance. The document outlines drivers of absenteeism related to motivational fit, rewards, cooperation, work environment, and personal life. It suggests contact centers identify the specific causes of absenteeism through staff surveys and implement strategies to improve communication, development, rewards, and work conditions in order to increase employee engagement and reduce turnover.
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Engaging for succes - a story about employee engagementSD Worx Belgium
This document discusses employee engagement and why it is important. It defines engagement as motivating employees intrinsically to strengthen the organization. Highly engaged employees are loyal, productive, innovative and help improve the company's reputation. The document outlines six benefits of engagement: 1) stronger customer relations, 2) loyal future employees, 3) higher productivity, 4) lower costs, 5) optimization and innovation, and 6) improved image and reputation. It provides tips for creating engagement such as addressing satisfaction drivers, culture, leadership, communication, career development and performance management.
Employee engagement and business productivityMark Beatson
Employee engagement can boost business productivity in several ways:
1) Engaged employees are willing to go above and beyond, which increases discretionary effort.
2) Engagement leads to better alignment between employee and company goals, allowing for more delegation and decentralization.
3) Engaged employees provide valuable insights into customers that can drive innovation.
However, engagement initiatives often fail due to barriers such as lack of work-life balance, limited career development opportunities, ineffective leadership, and poor implementation of HR policies and practices. Building trust and establishing effective employee voice mechanisms are important for sustaining engagement.
Employee Engagement + Learning Culture = A True Love StoryBizLibrary
Relationships and love aren't always easy. And no, we don't mean office romance. When you hire a new employee - it's a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a culture that's engaged and committed to learning?In this webinar we'll discuss:
What is engagement and why it’s important.
Key characteristics of an engaged culture.
What can we do to improve engagement.
Key managerial competencies and challenges
www.bizlibrary.com
This document summarizes Universum's employer branding toolbox. It provides concise summaries in 3 sentences or less that provide the high level and essential information from the document.
Universum is an employer branding firm that has been operating for over 25 years, serving over 1,700 clients globally. Their toolbox helps clients strengthen their employer brand by understanding talent preferences, evaluating internal brand perception, and providing tools to build lasting talent success. The toolbox consists of templates, guides, and workshops to help clients make talent attraction a strategic priority, get employee involvement, evaluate efforts, and optimize their talent investments.
Employee Engagement Analysis: What Are We Assessing and What Should We Assess?Human Capital Media
Business leaders need employee engagement data to drive strategic decision making. But, what data do they need, and are they getting it? Human Capital Media (HCM) Advisory Group, the research division of Talent Management magazine, discovered that 33 percent never assess absenteeism when measuring employee engagement — a critical engagement indicator. This webinar will describe what employment engagement factors organizations are assessing and how they are doing so based upon research by HCM Advisory Group. The presentation will include the 2012 top employee engagement challenges and the future of employee engagement analysis. Join this session to see how you stack up!
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
The document discusses strategies for increasing employee engagement to reduce turnover. It finds that 54% of employees plan to leave their current employer as the economy improves, and turnover is costly, averaging 130% of an employee's salary. To prevent turnover, employers must focus on engagement by understanding employees' needs, communicating goals clearly, developing strengths, and fostering an environment of respect, fairness and camaraderie. Highly engaged employees deliver higher customer satisfaction, productivity and profits.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
State of Employee Engagement Report 2016DecisionWise
A comprehensive look at employee engagement best practices from over 200 organizations around the world.
Employee engagement continues to be a top concern for executives around the world. We conducted this study to understand why engagement is important to companies and what they are doing to improve the level of engagement of their workforce.
The document discusses driving employee engagement through assessing the current state, understanding what drives engagement, and starting improvement efforts. It notes that engagement is important because engaged employees are more productive, profitable, and committed to an organization. The document also provides examples of companies that have successfully improved engagement through emphasizing culture, purpose, and celebrating success.
This document discusses employee engagement, defining it as how each individual employee connects with the company and customers. Research shows engaged employees are more productive, with engaged account executives generating 28% more revenue. Highly engaged employees also believe they can positively impact goals, customer service, and profits more than disengaged employees. Companies with engaged workforces of 60% or more achieved 5-year shareholder returns over 20%, compared to only 6% for companies with less engaged employees. The top drivers of engagement are senior management interest in employees' well-being and improving skills. Disengaged workplaces are characterized by employee anonymity, irrelevance of work, and lack of performance measurement.
This document summarizes a student research project on management and motivation at a recruitment company called IHM. The students surveyed IHM employees to evaluate the company's leadership style, general job satisfaction levels, and the relationship between managers and employees. They found that IHM utilizes a democratic leadership style where the manager openly discusses problems with employees. Most employees reported being satisfied in their jobs and feeling treated with attention and respect by their manager. The majority of employees were also satisfied with their compensation and benefits.
The document discusses the evolution of employee engagement and its importance to company success. It finds that engaged employees lead to higher profits, customer ratings, and fewer safety incidents. However, many employers lack clear engagement policies and employees want more opportunities to contribute through volunteering and social responsibility initiatives. The top drivers of engagement are meaningful work, great managers who recognize employees, and transparency. The document recommends that employers align work with mission, communicate openly, involve employees in positive impact programs, and utilize technology to integrate these practices.
Webinar: 7 Employee Experience Trends That Will Dominate 2019 Limeade
In this 60-minute webinar, industry experts Henry Albrecht, Limeade CEO and Jason Lauritsen, Keynote Speaker, Author, and Employee Engagement Expert, will share the trends that are transforming HR and elevating people programs from siloed to business-critical.
A Solution to the Leadership Development ChallengePhillip Ash
According to a recent study, leadership development is the number one concern of CEOs around the world. The Intelligent Leadership Styles program is a solution that can be deployed as an outsourcing program or to supplement an existing leadership development program
This document summarizes the findings of a study on employee engagement capability. Some key findings include:
1) Organizations with highly engaged workforces have the highest capability scores in culture and purpose. Developing capabilities in these areas can significantly increase engagement.
2) Highly engaged companies balance commercial and cultural aspects, focusing on capabilities like culture, vision, purpose, and rewards. This creates compelling reasons for employees to stay engaged.
3) Organizations with engagement scores over 80% are 30% more capable overall than those with average engagement. Higher capability leads to more meaningful and effective engagement activities.
4) Developing people through coaching and training increases capability by 22% and engagement. Highly engaged
The document discusses moving employee engagement efforts into a new era by committing to lasting and meaningful change. It argues that engagement is not just an annual survey project, but rather an ongoing strategic initiative that requires attacking it from all angles throughout the year. The document provides tips for advanced data analysis, such as conducting a drivers analysis to identify the survey questions that have the biggest impact on engagement. It also stresses the importance of tailoring engagement efforts based on segmentation of employee groups.
Similar to Workplace Engagement Survey - Presentation (20)
Mike Testly received a score of 69% on the Excel 2003 - Standard (B) test. He performed best on topics like File Management and Editing, scoring 100% and 81% respectively. He struggled most with topics like Analysis, scoring only 25%, and Tools and Automation, scoring 33%. The test consisted of 35 questions across various levels (Beginner, Intermediate, Advanced) and took Mike 24 minutes to complete.
Mary Tuluk took a retail sales customer service test on January 15, 2010. She scored 90% overall, answering 18 out of 20 questions correctly. Her performance was in the 85th percentile compared to other test takers. The test covered basic customer service topics, and she performed well on all topics and questions except for two where she answered incorrectly.
Mike Testly took a Word 2003 test on December 15, 2009, receiving an overall score of 71% after 26 minutes. He performed best on topics like Editing and File Management, scoring 100% and 83% respectively. He struggled most with Formatting questions, getting only 50% correct. His performance was strongest at the Beginner level with a 93% score, and weakest at the Advanced level with 40% correct. The test consisted of 35 multiple choice questions across various Word topics.
Kestly Development Profiles Skills Tests Catalog 12 09Kestly Development
This document lists over 300 software, computer literacy, office, and industry skills assessments that are available. The assessments cover a wide range of topics including Microsoft Office applications, accounting, legal, medical, industrial, retail, IT, staffing/HR, and essential skills. The assessments allow testing of various skill levels from basic to advanced.
Sample Report (Mary Example) of an actual phone test measuring the Call Center employees ability to handle difficult call situations. Measures manners, effectiveness, accuracy, customer analysis, and ability to perform effective follow-up. Contact us for more info or to try one out...not expensive. English only.
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2. Statistics show that when someone is being
presented a solution to a problem that they
might have – much of their thought process is
busily trying to determine what the solution
might cost…??
The Profiles WorkPlace Engagement Survey costs
employers $6 to $10 per employee in the
organization – depending on # of employees.
There, now you can concentrate on how much
value you will achieve by having this survey done
for your organization!
2
4. What is the Alternative to high
Employee Engagement?
• Costly employee turnover
• Diminished performance
• Lost training dollars
• Lower morale
How Can You Attain Higher Employee
Engagement?
Through best practices . . . Let me give you an
example
4
6. Portions of a Sample Engagement Survey Report
Introduction
There are eight parts to this report. The information
provided in each should be used in the development
of your workforce.
• Engagement Definition
• Engagement Benefits
• Your Level of Participation
• Your Level of Engagement
• Engagement Level Comparisons
• Satisfaction with Employment
• Satisfaction with Manager
• Recommendations
6
7. Portions of a Sample Engagement Survey Report
Employee Engagement Definition
Engagement refers to the degree to which
employees connect with their work and feel
committed to their organization and its goals.
People who are highly engaged in an activity:
• Excited and enthused,
• Less aware of the passage of time,
• Devotes discretionary effort ,
• Identifies with the tasks of the job,
• Thinks about the job activity,
• High level of Focus, and
• Openly discusses job with others.
7
8. Portions of a Sample Engagement Survey Report
Benefits of an engaged workforce
include:
• Retention rates increase,
• Innovation and collaboration are enhanced,
• Customer satisfaction levels increase, and
• Over time, the results are reflected in concrete
bottom line results, share value, and return on
investment.
8
10. Portions of a Sample Engagement Survey Report
Your Organization’s Level of Engagement
, Highly Disengaged
8% Highly Engaged, 6%
Engaged, 37%
Disengaged, 49%
Level Definition Range % #
Highly Knows expectations; personally and professionally 81 – 100 6 9
Engaged secure; committed to excellence
Engaged Often understands expectations; somewhat secure; easily 60 – 80 37 55
motivated
Disengaged Questions expectations; insecure; dissatisfied 41 – 59 49 72
Highly Does not know expectations; fearful; very bitter 0 ‐ 40 8 12
Disengaged
10
11. Portions of a Sample Engagement Survey Report
Engagement Level Comparisons
Your Organization’s Engagement Levels Compared
to the National Average
60%
49% 48%
50% 45%
40% 37%
Your Organization
30%
Nationally
20%
8%
10% 6% 5%
2%
0%
Highly Engaged Engaged Disengaged Highly Disengaged
11
12. Portions of a Sample Engagement Survey Report
Satisfaction with Employment
This chart demonstrates participants’ satisfaction with
their jobs at the time of this survey. Forty‐seven
percent (47%) of your participants are “Satisfied” or
“Extremely Satisfied.” The combined percentage of
participants who are “Dissatisfied” or “Extremely
Dissatisfied” equals 41%.
Extremely Satisfied
Extremely Extremely Satisfied,
Dissatisfied, 9% 8% Satisfied
Neutral
Dissatisfied, 32% Satisfied, 39%
Dissatisfied
Neutral, 12%
Extremely
Dissatisfied
12
13. Portions of a Sample Engagement Survey Report
Satisfaction with Manager
This chart demonstrates participants’ satisfaction with the
level of support, guidance, and overall supervision they
receive from their managers. Fifty‐two percent (52%) of
participants are “Satisfied” or “Extremely Satisfied.” The
combined percentage of participants who are “Dissatisfied”
or “Extremely Dissatisfied” equals 46%.
Extremely Extremely Satisfied, Extremely Satisfied
Dissatisfied, 8% 7%
Satisfied
Dissatisfied, 38%
Neutral
Satisfied, 45%
Neutral, 2% Dissatisfied
Extremely Dissatisfied
13
14. Portions of a Sample Engagement Survey Report
Recommendations
Having an engagement score below the national
average suggests a need for improvement and a need
for you to focus on that improvement.
With a low engagement score, you should look for
some of these symptoms:
• lack of commitment to the organization
• low levels of enthusiasm
• higher than desired turnover
• low levels of customer satisfaction
• possible discipline problems
• lower than desired levels of productivity
14
16. WorkPlace Engagement Survey
Setup Form
General Information
To Get Started or
Requested/Sold by: Date: For More Information
Company: Contact: Contact:
Address: Phone:
Kestly Development
City, ST Zip: …developing employees
Expected # of Participants:
734-483-6453
Requested Survey URL: http://www.workplaceexperience.com/
mike@kestlydevelopment.com
Client Contact:
Contact Email:
Contact Phone: Kestly Development
is an authorized
Strategic Business Partner
Proposed Survey Timeline with Profiles International
Send out "Manager Email" to all Managerial or Supervisory personnel
Send out "Employee Initial Email" to all employees.
Send out "Employee Reminder Email"
Survey Completion Date
Summary Presentation delivered to Sales Person
Additional Notes:
16