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Unit V: Developing an engaged workforceEngagement drivers The employee lifecycle Meaning and significance of company culture Shaping a high performance cultureManaging performance: the key to execution Creating a culture of recognition and celebration.Trends impacting the employer-employee relationship Likely impact of the emergent trends Best employer theory people value index model The best employer model

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I

ntroductionEmployee engagement is not a measure of happiness or satisfaction .An engaged employee is one who is willing and able to contribute tocompany success.Engagement is the extent to which employees put discretionary effortinto their work, beyond the required minimum to get the job done, inthe form of extra time, brainpower or energy.Many organizations measure engagement and have specificengagement strategies across the public and private sectors.Public sector employees are more strongly but less frequently engagedthan in the private sector.Public sector employees show higher levels of social and intellectualengagement, whereas private sector employees are more engagedaffectively.

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E

ngagement driversEngagement is a positive attitude held by the employee towards theorganization and its values. An engaged employee is aware of businesscontext, and works with colleagues to improve performance within thejob for the benefit of the organization. The organization must work todevelop and nurture engagement, which requires a two-wayrelationship between employer and employee.

Behaviors demonstrated by the engaged employee :belief in the organizationdesire to work to make things betterunderstanding of business context and the bigger picturerespectful of, and helpful to, colleagueswillingness to go the extra milekeeping up to date with developments in the field.

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Many factors drive employee engagement. Engagement levels canvary, in association with a variety of personal and job characteristicsand with experiences at work.

Employee engagement impacts organizational performance , andthere is more to employee engagement than interesting work and

good pay.

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The factors include:Alignment of personal and organizational goalsTrust and integrity

Nature of the jobAbility to align individual effort with organizational performance

Career and growth opportunities

Pride in the organizationRelationships with coworkers

Personal developmentRelationship with the immediate line manager

Skills enhancement

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B oosting E mployeeE ngagementMake sure employees are in the right job where their strengths can bemaximized.Focus on management behavior. Many employees quit their manager, nottheir job.

Provide opportunities for advancement and communicate them regularly.Measure it, communicate the results, and create action plans to improveit.As a final thought, be aware that not every employee will "transform" intoa fully engaged employee. With this in mind, focus on employees in

positions that are most critical for success for your organization. Look atthe factors that influence their engagement and find ways to makeimprovements.

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A ctions organizations can take to foster higher levels of employee engagement.Assess and remove any roadblocks or hurdles to employeeengagement. Ask employees what could be removed or lessened toincrease their level of engagement with the organization.Create a culture where employee engagement is valued, discussed,shared, and lived. Employee engagement needs to be bothrecognized and appreciated.Ensure that the top leaders within the organization are committed toemployee engagement, engaged themselves, and they are willing and

committed to investing organizational resources into the engagementinitiatives.Move beyond measuring employee engagement to taking action onthose measures. Attend to your metrics but focus on your people.

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H elp employees see the benefit of employee engagement forthemselves and their customers. Don t let your engagementinitiatives become organizational manipulations to merely squeezeout more productivity and discretionary effort from employees.Study your highly engaged employees to determine the vital

behaviors they perform that contribute to their high level of engagement. Once those behaviors are determined work atspreading those behaviors to other people within the organization.Strive to make employee engagement a viral phenomenon for theorganization.

Educate leaders and managers within the organization on how tofoster employee engagement and help leaders understand andleverage their key role in employee engagement efforts.

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T heE mployee Life-cycleThe Employee Life-cycle in an Organization starts when a positionfor a resource is planned & finalized for a corporate ecosystem. Anemployee is born for an organization when he/she is hired into acorporate ecosystem. The employee then goes through variousstages of his life-cycle performing the deliverables entrusted uponhim. The employee performance is measured at different stagesagainst pre-defined parameters. During the Life-cycle, Employeemay be promoted, transferred. Employee Life-cycle is completed,when the employee leaves the organization and the final dues aresettled.Employee Life Cycle (ELC) is an organizational model that framesthe employee-company relationship in six stages from pre-recruitment to post-separation.

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B y applying this model, you can measure overall organizationaleffectiveness, manage a workforce to increase performance, andmaximize savings on the costs of hiring, developing, and managingtop talent.Employee Life Cycle (ELC) is a dynamic framework that providesemployers with a model to manage the different needs, wants andexpectations of employees at each stage of the employmentrelationship.A thorough understanding of the Employee Life Cycle enablesemployers to measure overall effectiveness of current policies andpractices, lead and manage employees to increase performance,decrease hiring costs, and maximize the return on investment indeveloping and retaining the best employees.

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T heE mployee Life-cycle

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ATTRACT

W hat attracts the best candidates?W hy should they come to work for you?

Attracting good people to produce great results requires

brand consistency. It s important to know what current andformer employees say about you as an employer (the internal

brand of policies and practices) and the extent to whichthis aligns with your external brand (Mission, Vision andValues)!

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RECR U IT

W hat is the best recruitment strategy to meet our workforceneeds?

To successfully Recruit qualified candidates, it is vital todetermine who and how to recruit. HR etc!! getsqualified candidates knocking on your door! We createeffective recruitment strategies that recruit for retentionand keep qualified candidates interested in working for you.

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S E

L ECT

W hat is the best selection process that assures identificationof the most qualified candidate who will produce greatresults?Knowing how to Select the right candidates can save time andmoney if the process is formalized and structured to ensurethe best candidate is hired. The most effective selectionprocess minimizes legal vulnerability, watches for adverseimpact, uses only professional, valid and reliable assessments,and is legally compliant.

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H IRE

W hat is the most appropriate process to welcome a newemployee AND assure their success?Making a successful H ire requires a combination of procedures andprocesses used to orient and onboard new employees. Studiesshow that 69 percent more employees will remain with a companyafter three years if they have completed an orientation. The value awell-constructed and well-presented orientation is visible inemployee productivity. The ability to bring employees to full

productivity quickly and keep them long-term reduces costs and is asignificant competitive advantage.

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RETAIN

H ow do you know employees bring all of them to their job each day soproductivity is high and the focus is on results?

Employee engagement is at an all time low these days. It s important toremember that people are not your most important asset the right people are your most important asset! Are the right people in thecompany and in the right jobs? Or are the right people in the company butin the wrong jobs?

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TRAN S ITIONW hat is the brand impact of what former employees aresaying about you?

Transition comes in two forms voluntary or involuntary.Always remember that the employment of every person, for

good reasons or bad, always ends. HR assist, counsel and guide on the best way to handle what could be anuncomfortable transition; provide education on the laws foraccepting resignations, benefits continuation coverage, andseverance; learn the reasons for voluntary resignations; anddetermine brand impact.Employee Transition comes in two forms voluntary andinvoluntary.

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M eaning and significance of company cultureDefinition: A blend of the values, beliefs, taboos, symbols,rituals and myths all companies develop over time

Whether written as a mission statement, spoken or merely

understood, corporate culture describes and governs the ways acompany's owners and employees think, feel and act.Corporate culture is created naturally and automatically. Everytime people come together with a shared purpose, culture iscreated. This group of people could be a family, neighborhood,project team, or company.Culture is automatically created out of the combined thoughts,energies, and attitudes of the people in the group.

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The corporate culture energy field determines a company's dress code,work environment, work hours, rules for getting ahead and gettingpromoted, how the business world is viewed, what is valued, who isvalued, and much more.Every company or organizations has numerous corporate cultures. For

example, the marketing department and the engineering departmentmay have very different corporate cultures which are both influencedby the overall organizational corporate culture. Many times these twosub-cultures clash.

Culture shows up in both visible and invisible ways. Some expressions of

corporate culture are easy to observe. You can see the dress code, workenvironment, perks, and titles in a company. This is the surface layer of culture. These are only some of the visible manifestations of a culture

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S urface Layer of C orporateC ulture: VisibleEx pressionsDress Code

Work EnvironmentB enefits

PerksConversationsWork/Life B alance

Titles & Job DescriptionsOrganizational Structure

Relationships

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The far more powerful aspects of corporate culture are invisible.The cultural core is composed of the beliefs, values, standards,paradigms, worldviews, moods, internal conversations, and privateconversations of the people that are part of the group. This is thefoundation for all actions and decisions within a team, department,

or organization.

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C

ore Layer of C

orporateC

ulture:I

nvisibleM

anifestationsValuesPrivate Conversations (with self or confidants)

Invisible RulesAttitudesB eliefs

WorldviewsMoods and Emotions

Unconscious Interpretations

StandardsParadigms

Assumptions

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S haping a high performance cultureThe culture of your business can facilitate the speedy achievementof your business plan and can be the major cause of your success.The careful design and shaping of your corporate culture should bethe driving force enabling results to happen. It stands to reason that

successful organizations focus their attention on creating theculture that will generate the desired outcomes.Culture is the responsibility of the management or leadership team.It is within their control.

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C reating a culture of recognition and celebrationBuilding a Culture of R ecognitionTraditional forms of reward and recognition are becoming less andless effective at motivating today's employees. The formal rewardand recognition programs are giving way to a "culture of recognition." B uilding a true culture of recognition requires anintegrated approach i.e. combining the formal, informal and day-to-day recognition techniques that are linked to your organization'svalues and goals. Adopting this holistic approach will not onlycreate a culture of recognition, it will contribute to a performanceculture that enhances employee engagement, performance andretention.

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In a recognition culture, events and program are combined with avariety of other techniques that make recognition a part of anorganization's day-to-day work environment. Successful recognitioninitiatives employ a variety of motivational tools and communicationmethods to maximize every opportunity to positively reinforce behaviorthat is consistent with the organization's goals and values.

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C haracteristics of aC ulture of R ecognitionRecognition is a way of life, not just a program.Employees are treated with respect, approval and appreciation.The organization's goals and values are practiced daily, continuallyreinforced and rewarded often.It is all about performance and rewarding high-performingemployees.Rewards are personal and meaningful.

One size does not fit all. Respects differences in individuals, in their

motivations and in what drives them. Individuals are recognized inways that are meaningful to them.

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R ecognition Strategy Recognition is a part of a strategic plan tomotivate, develop and retain high-performing employees.M anagement R esponsibility Recognition is a function of every

manager's job. It is not an "extra" or something to be done when "Ican find time for it." It is an expectation and all managers are heldaccountable.R ecognition Program M easurement The effectiveness of recognition programs is measured to track performance. Tie the

measures to your existing values and goals.

K ey E lements of aC ulture of R ecognition

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Communication Plan Develop a plan for communicating andmarketing your recognition culture to your employees.R ecognition Training Train all managers and supervisors on thegoals of the program and in recognition techniques.R ecognition Events and Celebrations H old unique recognitionevents and celebrations. Avoid doing the same thing each time. Tieyour events and celebrations to your organization's goals and makethem unique.

Program Change and Flexibility One size does not fit all. What

works in one organization may not work in another. Commit to acontinually evolving recognition initiative. If your program is nothaving the desired results, make any necessary changes.

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H ow the culture of recognition can be achieved?Catch the vision Walk the talk. Model the behaviors you wantyour managers and supervisors to embrace.Involve your employees Ask them how they would like to berecognized. Ask them what motivates them to perform.

R ecognition is everyone's responsibility H old everyoneaccountable. Encourage employees to recognize their coworkers.

Commit the necessary resources Do not take on more than you

can handle. Make sure you can deliver on the promise. If necessary,start small, evaluate and adjust.

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T

rends impacting the employer-employee relationshipEmployment is a contract between two parties, one being theemployer and the other being the employee.An employee may be defined as: "A person in the service of anotherunder any contract of hire, express or implied, oral or written,where the employer has the power or right to control and directthe employee in the material details of how the work is to beperformed.

The employee employer relationship is not a static or monolithicstructure but rather a relationship shaped by market trends,environmental conditions and especially emerging technologies.

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T

he emergence of employee networks (flex

ible staffing models)As technology speeds product life, companies workforce needs willchange frequently. Companies will need to implement increasinglyflexible staffing models and rely on networks of employees,independent contractors, consultants, part-time employees and

temporary workers.Jobs will be skill and project based, allowing people to shiftresponsibilities and projects as needed. In the midst of thismovement toward flexible staffing alternatives, companies willwork to retain a core group of workers over the long-term to

provide flexibility and corporate memory.

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M ore Diverse WorkforcesAs nations across the globe become more demographically diverse,workforces will also increase in diversity. Future workforces will becomposed of an unprecedented number of age cohorts and ethnicities.Companies will adapt by developing organizational cultures that values

and promote difference.

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G rowing importance of Information to E mployeesWith the increasing value of information and the quickening speedof business, employee education will be a key to 21st Centurybusiness success. Companies will seek more employees withtertiary education and postgraduate qualifications. Once hired,

companies will aid employees in customizing continuing educationsplans and in accessing and delivering education through a widevariety of channels.

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P ower S hifts from Leaders to WorkersAs companies become highly networked and operate at increasingspeeds, the role of business leaders will change. B usiness leaders inthe 21st Century will teach knowledge workers and empoweremployees to make decisions. They will measure employee

contributions in terms of results, not hours. They will spot trendsthat impact the organization's future and focus on being visionaries.

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E mpoweredE mployeesChanges in population levels and increases in computing capabilities areshifting the power balance from employers to employees. The trend isgiving workers more control over how, when and where they work.

N ew Ways toC onnect to WorkAs employees demand more flexibility in their work schedule,telecommuting and alternative work arrangements will increase. Distancewill make collaborative projects more vulnerable to misunderstandingsand uncoordinated efforts. Switching companies will not be a problemsince telecommuters will easily be able to maintain remote workassignments with future employers. Employees choosing not to go to

work may find the office replaced by corporate hotels where employeesfrom different companies rent space simultaneously.

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S peedB lurs Work Life andP ersonal LifeAs technological advances speed the pace of business life and the talentshortage endures, employees will experience a blurring of work andpersonal life. Employees will see their personal and work time merge.Weekdays and weekends will be devoted to the activities of anotherrealm. Employees will see a physical blending of their home and workspaces as work and personal matters will be carried out in either place.The movement toward Work/Life B alance will become a movementtoward integration of work life and personal values. The more thedistinction between work and personal life blurs, the more emphasispeople will place on choosing companies and assignments that support

their deeply held personal beliefs.

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M ore Diversity inE mployeeN eeds andC oncernsWith multiple generations in the workplace, the range of things thatemployees need from employers will increase. For Generation X and Yemployees, day care will be a significant issue. Aged care will be anothersignificant issue for B aby B oomers. Companies will look to on-sitenonmedical aged and childcare facilities to increase employee productivity

and offset absenteeism. Authors are even starting to suggest that growingdiversity in the general population and workforce is stirring interest inmerging spirituality with work. People will look for greater integration of their individual and work identities. Feeling good about what they do will beimportant. They will seek time for reflection and self-examination.Companies that listen to their employees concerns and help them developmeaningful solutions will succeed.