c
 



   
@

 

 

 
   


 
 

   


     
  
   
  
  


 

  

¢ Employee engagement is not a measure of ͚happiness͛ or ͚satisfaction͛.
An engaged employee is one who is willing and able to contribute to
company success.
¢ Engagement is the extent to which employees put discretionary effort
into their work, beyond the required minimum to get the job done, in
the form of extra time, brainpower or energy.
¢ Many organizations measure engagement and have specific
engagement strategies across the public and private sectors.
¢ Public sector employees are more strongly but less frequently engaged
than in the private sector.
¢ Public sector employees show higher levels of social and intellectual
engagement, whereas private sector employees are more engaged
affectively.
 @   

¢ Engagement is a positive attitude held by the employee towards the
organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the
job for the benefit of the organization. The organization must work to
develop and nurture engagement, which requires a two-way
relationship between employer and employee.
ï

  
  
 :
¢ belief in the organization
¢ desire to work to make things better
¢ understanding of business context and the ͚bigger picture͛
¢ respectful of, and helpful to, colleagues
¢ willingness to ͚go the extra mile͛
¢ keeping up to date with developments in the field.
¢ Many factors drive employee engagement. Engagement levels can
vary, in association with a variety of personal and job characteristics
and with experiences at work.
¢ Employee engagement impacts organizational performance, and
there is more to employee engagement than interesting work and
good pay.
The factors include:
¢ Alignment of personal and organizational goals
¢ Trust and integrity
¢ Nature of the job
¢ Ability to align individual effort with organizational performance
¢ Career and growth opportunities
¢ Pride in the organization
¢ Relationships with coworkers
¢ Personal development
¢ Relationship with the immediate line manager
¢ Skills enhancement
 ï
@
@   
¢ Make sure employees are in the right job where their strengths can be
maximized.
¢ Focus on management behavior. Many employees quit their manager, not
their job.
¢ Provide opportunities for advancement and communicate them regularly.
¢ Measure it, communicate the results, and create action plans to improve
it.
¢ As a final thought, be aware that not every employee will "transform" into
a fully engaged employee. With this in mind, focus on employees in
positions that are most critical for success for your organization. Look at
the factors that influence their engagement and find ways to make
improvements.
 
  

  


 

   
¢ Assess and remove any roadblocks or hurdles to employee
engagement. Ask employees what could be removed or lessened to
increase their level of engagement with the organization.
¢ Create a culture where employee engagement is valued, discussed,
shared, and lived. Employee engagement needs to be both
recognized and appreciated.
¢ Ensure that the top leaders within the organization are committed to
employee engagement, engaged themselves, and they are willing and
committed to investing organizational resources into the engagement
initiatives.
¢ Move beyond measuring employee engagement to taking action on
those measures. Attend to your metrics but focus on your people.
¢  elp employees see the benefit of employee engagement for
themselves and their customers. Don͛t let your engagement
initiatives become organizational manipulations to merely squeeze
out 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 at
spreading those behaviors to other people within the organization.
Strive to make employee engagement a viral phenomenon for the
organization.
¢ Educate leaders and managers within the organization on how to
foster employee engagement and help leaders understand and
leverage their key role in employee engagement efforts.
 —@



¢ The Employee Life-cycle in an Organization starts when a position
for a resource is planned & finalized for a corporate ecosystem. An
employee is ͞born͟ for an organization when he/she is hired into a
corporate ecosystem. The employee then goes through various
stages of his life-cycle performing the deliverables entrusted upon
him. The employee performance is measured at different stages
against pre-defined parameters. During the Life-cycle, Employee
may be promoted, transferred. Employee Life-cycle is completed,
when the employee leaves the organization and the final dues are
settled.
¢ Employee Life Cycle (ELC) is an organizational model that frames
the employee-company relationship in six stages from pre-
recruitment to post-separation.
¢ ïy applying this model, you can measure overall organizational
effectiveness, manage a workforce to increase performance, and
maximize savings on the costs of hiring, developing, and managing
top talent.
¢ Employee Life Cycle (ELC) is a dynamic framework that provides
employers with a model to manage the different needs, wants and
expectations of employees at each stage of the employment
relationship.
¢ A thorough understanding of the Employee Life Cycle enables
employers to measure overall effectiveness of current policies and
practices, lead and manage employees to increase performance,
decrease hiring costs, and maximize the return on investment in
developing and retaining the best employees.
—@



 —— 
—
¢ ‰

    
¢ ‰

 


¢ Attracting 





   requires
͞brand͟ consistency. It͛s important to know what current and
former employees say about you as an employer (the internal
͞brand͟ of policies and practices) and the extent to which
this aligns with your external brand (Mission, Vision and
Values)!
 @
c—

¢ ‰

  

 
 
 
¢ To successfully Recruit qualified candidates, it is vital to
determine ͞who͟ and ͞how͟ to recruit.   
 
 


 



 We create
effective recruitment strategies that ͞recruit for retention͟
and keep qualified candidates interested in working for you.
 ˜@@
—

¢ ‰

    
  



    
   
 
¢ ðnowing how to Select the right candidates can save time and
money if the process is formalized and structured to ensure
the best candidate is hired. The most effective selection
process minimizes legal vulnerability, watches for adverse
impact, uses only professional, valid and reliable assessments,
and is legally compliant.
   @

¢ ‰


   
 

  
 
¢ Making a successful  ire requires a combination of procedures and
processes used to orient and onboard new employees. Studies
show that 69 percent more employees will remain with a company
after three years if they have completed an orientation. The value a
well-constructed and well-presented orientation is visible in
employee productivity. The ability to bring employees to full
productivity quickly and keep them long-term reduces costs and is a
significant competitive advantage.
 @—
¢   
  


  
 
 

 
 
¢ Employee engagement is at an all time low these days. It͛s important to
remember that 




  




 Are the right people in the
company  in the right jobs? Or are the right people in the company but
in the wrong jobs?͟
 — ˜—
¢ ‰

  



  
 
¢ Transition comes in two forms ʹ voluntary or involuntary.
Always remember that the employment of every person, for
good reasons or bad, always ends.    


on the best way to handle what could be an
uncomfortable transition; provide education on the laws for
accepting resignations, benefits continuation coverage, and
severance; learn the reasons for voluntary resignations; and
determine brand impact.
¢ Employee Transition comes in two forms ʹ voluntary and
involuntary.
 O
 


  

¢  
 



 




¢ Whether written as a mission statement, spoken or merely
understood, corporate culture describes and governs the ways a
company's owners and employees think, feel and act.
¢ Corporate culture is created naturally and automatically. Every
time people come together with a shared purpose, culture is
created. 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.
¢ The corporate culture energy field determines a company's dress code,
work environment, work hours, rules for getting ahead and getting
promoted, how the business world is viewed, what is valued, who is
valued, and much more.
¢ Every company or organizations has numerous corporate cultures. For
example, the marketing department and the engineering department
may have very different corporate cultures which are both influenced
by the overall organizational corporate culture. Many times these two
sub-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, work
environment, perks, and titles in a company. This is the surface layer of
culture. These are only some of the visible manifestations of a culture
˜





@
 
¢ Dress Code
¢ Work Environment
¢ ïenefits
¢ Perks
¢ Conversations
¢ Work/Life ïalance
¢ Titles & Job Descriptions
¢ Organizational Structure
¢ Relationships
¢ 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 private
conversations of the people that are part of the group. This is the
foundation for all actions and decisions within a team, department,
or organization.







O

 
¢ Values
¢ Private Conversations (with self or confidants)
¢ Invisible Rules
¢ Attitudes
¢ ïeliefs
¢ Worldviews
¢ Moods and Emotions
¢ Unconscious Interpretations
¢ Standards
¢ Paradigms
¢ Assumptions
 ˜

 

¢ The culture of your business can facilitate the speedy achievement
of your business plan and can be the major cause of your success.
The careful design and shaping of your corporate culture should be
the driving force enabling results to happen. It stands to reason that
successful organizations focus their attention on creating the
culture that will generate the desired outcomes.
¢ Culture is the responsibility of the management or leadership team.
It is within their control.





  


¢ ï    
¢ Traditional forms of reward and recognition are becoming less and
less effective at motivating today's employees. The formal reward
and recognition programs are giving way to a "culture of
recognition." ïuilding a true culture of recognition requires an
integrated approach i.e. combining the formal, informal and day-to-
day recognition techniques that are linked to your organization's
values and goals. Adopting this holistic approach will not only
create a culture of recognition, it will contribute to a performance
culture that enhances employee engagement, performance and
retention.
¢ In a recognition culture, events and program are combined with a
variety of other techniques that make recognition a part of an
organization's day-to-day work environment. Successful recognition
initiatives employ a variety of motivational tools and communication
methods to maximize every opportunity to positively reinforce behavior
that is consistent with the organization's goals and values.





 

 
¢ Recognition 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, continually
reinforced and rewarded often.
¢ It is all about performance and rewarding high-performing
employees.
¢ 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 in
ways that are meaningful to them.
 ð@
 

 

 
¢ ! * Recognition is a part of a strategic plan to
motivate, develop and retain high-performing employees.
¢ O
  * Recognition is a function of every
manager's job. It is not an "extra" or something to be done when "I
can find time for it." It is an expectation and all managers are held
accountable.
¢ "
O 
* The effectiveness of
recognition programs is measured to track performance. Tie the
measures to your existing values and goals.
¢ 

"* Develop a plan for communicating and

marketing your recognition culture to your employees.
¢ #* Train all managers and supervisors on the
goals of the program and in recognition techniques.
¢ $    *  old unique recognition
events and celebrations. Avoid doing the same thing each time. Tie
your events and celebrations to your organization's goals and make
them unique.
¢ "

  % & * One size does not fit all. What
works in one organization may not work in another. Commit to a
continually evolving recognition initiative. If your program is not
having the desired results, make any necessary changes.
 


  
 
¢ 

* Walk the talk. Model the behaviors you want
your managers and supervisors to embrace.
¢  
 ' Ask them how they would like to be
recognized. Ask them what motivates them to perform.
¢    (  *  old everyone
accountable. Encourage employees to recognize their coworkers.
¢ 


    * Do not take on more than you

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


 

¢ Employment is a contract between two parties, one being the
employer and the other being the employee.
¢ An V
VV may be defined as: "A person in the service of another
under any contract of hire, express or implied, oral or written,
where the employer has the power or right to control and direct
the employee in the material details of how the work is to be
performed.
¢ The employeeʹemployer relationship is not a static or monolithic
structure but rather a relationship shaped by market trends,
environmental conditions and especially emerging technologies.
—  
  




!
¢ As technology speeds product life, companies͛ workforce needs will
change frequently. Companies will need to implement increasingly
flexible 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 shift
responsibilities and projects as needed. In the midst of this
movement toward flexible staffing alternatives, companies will
work to retain a core group of workers over the long-term to
provide flexibility and corporate memory.
¢ O
"
As nations across the globe become more demographically diverse,
workforces will also increase in diversity. Future workforces will be
composed of an unprecedented number of age cohorts and ethnicities.
Companies will adapt by developing organizational cultures that values
and promote difference.
A

  
 @

¢ With the increasing value of information and the quickening speed
of business, employee education will be a key to 21st Century
business success. Companies will seek more employees with
tertiary education and postgraduate qualifications. Once hired,
companies will aid employees in customizing continuing educations
plans and in accessing and delivering education through a wide
variety of channels.
Œ˜
"
¢ As companies become highly networked and operate at increasing
speeds, the role of business leaders will change. ïusiness leaders in
the 21st Century will teach knowledge workers and empower
employees to make decisions. They will measure employee
contributions in terms of results, not hours. They will spot trends
that impact the organization's future and focus on being visionaries.
@@

¢ Changes in population levels and increases in computing capabilities are
shifting the power balance from employers to employees. The trend is
giving workers more control over how, when and where they work.
"
 "
¢ As employees demand more flexibility in their work schedule,
telecommuting and alternative work arrangements will increase. Distance
will make collaborative projects more vulnerable to misunderstandings
and uncoordinated efforts. Switching companies will not be a problem
since telecommuters will easily be able to maintain remote work
assignments with future employers. Employees choosing not to ͚go͛ to
work may find the office replaced by corporate ͚hotels͛ where employees
from different companies rent space simultaneously.
˜ï
"
 Π


¢ As technological advances speed the pace of business life and the talent
shortage endures, employees will experience a blurring of work and
personal life. Employees will see their personal and work time merge.
Weekdays and weekends will be devoted to the activities of another
realm. Employees will see a physical blending of their home and work
spaces as work and personal matters will be carried out in either place.
The movement toward ͚Work/Life ïalance͛ will become a movement
toward ͚integration͛ of work life and personal values. The more the
distinction between work and personal life blurs, the more emphasis
people will place on choosing companies and assignments that support
their deeply held personal beliefs.
O


@
 
  
¢ With multiple generations in the workplace, the range of things that
employees need from employers will increase. For Generation X and Y
employees, day care will be a significant issue. Aged care will be another
significant issue for ïaby ïoomers. Companies will look to on-site
nonmedical aged and childcare facilities to increase employee productivity
and offset absenteeism. Authors are even starting to suggest that growing
diversity in the general population and workforce is stirring interest in
merging spirituality with work. People will look for greater integration of
their individual and work identities. Feeling good about what they do will be
important. They will seek time for reflection and self-examination.
Companies that listen to their employees͛ concerns and help them develop
meaningful solutions will succeed.