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Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.
1-hour educational program = 1 PDC.
1-hour and 15 minute concurrent conference session = 1.25 PDCs.
3-hour e-learning course = 3 PDCs.
What is Employee Engagement?
Employee engagement is an emotional state and a behavioral reaction to an employee's relationship with his/her manager and perception of the organization. Engagement involves an employee's degree of focus, motivation and passion for his/her job.
Why is Employee Engagement Important?
Engaged employees are motivated toward the organization's success, take pride in their work, suggest improvements, pursue self-development, boost organizational performance, expend discretionary effort, say good things about their organization and plan to stay.
What is the Business Case?
Most organizations have significant opportunity for improvement. Across the U.S. only 31% of employees are engaged. There have been over 100 research studies proving the improvements in organizational performance resulting from engaged employees.
Why you should Attend
Organizations have a huge opportunity to benefit from a more engaged workforce because only approximately 30% of employees are engaged:
- With approximately 50% unengaged - going through the motions; not performing to their capabilities
- And the balance of 20% are disengaged - unhappy at work and their mission is to make sure their co-workers are also unhappy
Employees' Engagement needs are logical - such as:
- Being told what's expected of them
- Having the materials and equipment they need
- Receiving periodic recognition and praise
- Feeling their supervisor cares about them
Any supervisor who's willing can improve his/her team's level of engagement because there are employee engagement strategies that prove to be effective
Disney for example:
- Trains its supervisors in the Engagement Coaching practices and behaviors expected of them
- Gauges their supervisors' performance through Employee Engagement Surveys
- Holds their supervisors accountable using coaching, goals, appraisals, merits, bonuses and promotions
Supervisors are the key to engaging employees. The two factors that have the greatest impact on an employee's degree of engagement are:
- the employee's relationships with his/her immediate supervisor
- whether his/her supervisor is meeting the employee's few engagement needs
And your supervisors have multiple daily Engagement Coaching opportunities to:
- strengthen the relationship
- listen, learn and coach
- enhance the employee's engagement and performance
Areas Covered in the Session
- Employee Compliance is Not Engagement
- Compliance is short term, forced adherence because there are penalties for noncompliance
- Engagement is sustained, enthusiastic & willing performance
- Why just telling employees what you want them to do is not enough
- What is Employee Engagement?
- Characteristics of engaged employees
- How to improve employee engagement - three levels of engagement
- Strategy + Employee Engagement = Strategy Execution
- The Business Case for Increasing Employee Engagement
- Highlights of the research studies some involving multiple-Industries, over 20 years, with large samples of front line employees and managers
- Why engagement is worth the effort
- Improving employee engagement to drive business performance
- Companies Utilizing Employee Engagement
- Numerous brand name organizations have found that their facilities with high engagement have lower turnover, fewer accidents as well as higher productivity and profitability
- The Significance of Your Role as a Manager
- The responses to engagement questions are based more on employees' opinions of their immediate manager – than the policies of the company
- Managers can impact an employee's discretionary effort by 20% or more
- Why great managers are catalysts
- How Great Managers Release Their Employees' Potential:
- Utilizing manager-employee touch points
- The employee performance needs most correlated with positive business outcomes
- Numerous practical ways for managers to meet each of the employee performance needs most correlated with positive business outcomes
- The secondary set of core employee engagement needs
- What about pay?
Who Will Benefit
- HR Professionals New to the Field - seeking a comprehensive view of the subject with multiple initiatives
- Experienced HR Professionals - seeking a refresher
- Leaders & Managers - interested in understanding the benefits to the organization of increasing Employee Engagement
Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines
Implementing Strategic HR Initiatives: Executive Search, Conducting HR Department Audits, Enhancing Recruiting, Interviewing & Selection Processes, Installing Performance Management Programs, Conducting Training Needs Assessments, Installing HR Metrics, etc.
Maximizing Leadership Effectiveness: Facilitating Team Building Initiatives, Designing and Facilitating 360 Performance Assessments, Executive Coaching, Measuring and Enhancing Employee Engagement and Performance, etc.
Strategic Planning: Facilitating Strategic Planning Events, Establishing Succession Plans, Installing Business Performance Metrics, etc.
Enhancing Customer Loyalty: Conducting Customer Satisfaction Surveys, Facilitating Customer Advisory Councils, Developing Standards of Performance and Scripts for Key Customer Touch Points, etc.
The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to
Align corporate organizational structures with their strategic initiatives - while insuring value creation for their customer bases
Ascertain customers’ primary needs and perceptions of organizations’ performance relative to that of their competitors
Develop and implement customer loyalty enhancement processes - based on specific customer feedback - that delivered sustainable advantages in the marketplace
Implement performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior Prior to founding his own firm 25 years ago, Pete had 15 years of experience -at the plant, divisional and corporate levels - in Human Resource and Quality functions. Pete held leadership positions - to include the V.P. of Human Resources and Quality - with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.
Pete also frequently develops and facilitates a variety of leadership development programs including: Strategic Planning, Moving from an Operational Manager to a Strategic Leader, Strategic HR Management, The Fundamentals of Human Resource Management, Recruiting, Interviewing & Selection, Employment Law and Utilizing HR Metrics. Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.
Pete holds a B.A. degree in Psychology from Emory and Henry College and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University