Employee Engagement

Gohar Alam Siddiqui

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15 minutes think and share

What an organization can do that causes employees

to produce great work performance.

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Impact through Appreciation

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What Causes great work

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Engagement

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Trust & Manager Relationship

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Get work done in 3 essentials

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Where we would like to go

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Best practice Appreciation framework

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 TALENT ATTRACTION
Employer Branding

Bayer Pakistan Employers’ Bayer Pakistan achieved

recognized with Federation of 1st Position
“Best Place to Work” Pakistan has in recognition of
1st
award Awarded Bayer “Excellence In The
Prize
Out of 28, Bayer Pakistan for Best HR Practices”
Pakistan was one of in the category of
the 8 companies to “Recognition for IR
receive the award. Practices” Multinational Companies.

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Onboarding - Hiring Manager Survey
Results - overall satisfaction + return rates (January to October 2017)

Average Recruiting/Onboarding Return Rate (in%)

MEXICO 4.26
4.24
MEXICO 38.7
NETHERLANDS 3.83
4.06 NETHERLANDS 39.1
PAKISTAN 4.00
3.97 PAKISTAN 40.2

RUSSIAN FEDERATION 4.14

4.11 RUSSIAN FEDERATION 47.3

SPAIN 3.80 SPAIN 45.5

4.06
3.82 SWITZERLAND 28.9
SWITZERLAND
3.95
THAILAND 41.1
THAILAND 3.48
3.65
UNITED KINGDOM 24.1
UNITED KINGDOM 3.30
3.81 USA 28.1
USA 3.26
3.45 0 10 20 30 40 50 60 70
Target
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 Return Rate (in%) value 70%
Average Average
Target value 4,5
Onboarding Recruiting

Pakistan is among the top 10 countries with a rating of 4.00 and 3.97 for
Onboarding & Recruiting.

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Experimentation
Simple Initiative ......Huge Impact
The objective is to foster the appreciation culture, where employees and
their work is valued instantly, as this triggers satisfaction, motivation and
productivity rises. This feeling multiplies if appreciated in public.

 Our Initiative “APPRECIATION STATION” is well acclaimed by the

Global Talent Management & HR fraternity

 Appreciation Station is well-equipped with Cards / Pens / Thumb Pins

 Placed at 6 different location

 Linked with 4 Focus Behaviours

Collaborate
Experimentation
Customer Trust
Focus

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Fun Gala
Lahore Plant
 Half day FUN GALA organized for
Lahore Supply Centre colleagues

 Enhance interaction, collaboration &

team building

 Games, Competition, Music , Food,

Gifts were the highlight of the event

 Highly appreciated by ALL

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Engagement Activities
Mother’s
To enhance employee engagement in the organization, Bayer
celebrated the working mothers and fathers to show care for
their parents, Bayer Pakistan sent souvenirs to employees
across Pakistan for celebrating this special days

 Mother’s Day Souvenir

 A Photo Frame (fridge magnet)
 A post card

IMAGE

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 Fitness Challenge in Action @
Bahria & Korangi locations
 Strive towards employee’s well
being
 Held informative sessions with
nutritionist & doctor

 Challenge for 12 weeks

 Initiated dietary lunch
 More than 60% employees are
participating in this challenge

 Winners got Nike gift voucher

worth Rs: 5000/-

 2 Winners & 2 Runner Ups

from each location

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GUPSHUP over a CUP
 Colleagues join HR over a cup of TEA

 Fortnightly invitation to any 2 colleagues to

join HR over a cup in our meetings

 Share views & give reviews

 We welcome feedback and suggestions

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Renovation by Innovation
Meeting Rooms developed by Employees at Bahria II Office
HR Roadshow
GUPSHUP – Over a Cup

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 CEB HR Leadership Council™ For Midsized Companies

Why You Should Care about

Employee Engagement
Why You Should Care About Employee Engagement

I. Why Engagement Matters

1. Impact on Your Business Performance
2. Impact on Your Talent Performance

II. Our Priorities to Improve Engagement

I. [Fill in Priority 1]
II. [Fill in Priority 2]

III. Turning Our Engagement Data into Action

1. What We (the Business) Can Do
2. What You (Our Managers) Can Do
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Engagement Impacts Business and Talent Outcomes

Firms with high levels Impact of Engagement on Financial Performance

of employee
engagement report Return on Assets1 Profit Margin2

financial outcomes (i.e., 14%

9%
return on assets, profit Employee Engagement
Level of the Firm
margin) three times 4% Bottom quartile
3%
higher than firms with Top quartile
low engagement. N = 93 organizations.
Source: CEB analysis.

Higher levels of employee engagement are also associated with higher:

 Employee performance – Every 10% improvement in engagement can increase an

employee’s effort level by 6%, which can improve an employee’s performance by 2%.

 Employee retention – Every 10% improvement in engagement can decrease an

employee’s probability of departure by 9%.

 Customer satisfaction – Customers of firms with high levels of employee engagement are
9% more satisfied than customers of firms with low levels of employee engagement.

1 Return on assets is an indicator of how profitable a company is relative to its total assets, including how efficient a firm is at using
its assets to generate earnings. It is calculated by dividing a company's annual earnings by its total assets. It may also be referred to
as "return on investment".
2Profit margin is a ratio of profitability calculated as net income divided by revenues, or net profits divided by sales. It measures how
much out of every dollar of sales a company keeps in earnings.
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 Highly Engaged Employees are More Resilient

Highly-engaged Indexed Percentage of Employees with High Levels of Discretionary Effort Post-Restructuring

employees change Low Engagement Versus High Engagement

more effectively.

Indexed Percentage of Employees with High

They are more willing to 1.00 Recovery Point

accept individual
Levels of Discretionary Effort
changes to their roles High Engagement

and jobs. Low Engagement

0.50

They also respond

better to organizational
changes, like
restructuring. 0.00
L ess 1to 3 3 to 6 6 to 9
Than One Months Months Months
Month

T i m e S i n ce R e structuri ng
N o te: Engagement outcome measure includes measure of employees’ perception of present experiences and future expectations.

Source: CEB analysis, n = 11,0 63.

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Engagement is Vital; Engagement Data Missing Impact
Why You Should Care About Employee Engagement

I. Why Engagement Matters

1. Impact on Your Business Performance
2. Impact on Your Talent Performance

II. Our Priorities to Improve Engagement

I. [Fill in Priority 1]
II. [Fill in Priority 2]

III. Turning Our Engagement Data into Action

1. What We (the Business) Can Do
2. What You (Our Managers) Can Do
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[Detail on Priority 1]

• [Key finding from survey]

• [Supporting data point(s)]
• [Link to organizational/ strategic objective or business outcome]

• [Key finding from survey]

• [Supporting data point(s)]
• [Link to organizational/ strategic objective or business outcome]

• [Recommended action(s)—organizational level]

• [Detail]

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[Detail on Priority 2]

• [Key finding from survey]

• [Supporting data point(s)]
• [Link to organizational/ strategic objective or business outcome]

• [Key finding from survey]

• [Supporting data point(s)]
• [Link to organizational/ strategic objective or business outcome]

• [Recommended action(s)—organizational level]

• [Detail]

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Why You Should Care About Employee Engagement
I. Why Engagement Matters
1. Impact on Your Business Performance
2. Impact on Your Talent Performance

II. Our Priorities to Improve Engagement

I. [Fill in Priority 1]
II. [Fill in Priority 2]

III. Turning Our Engagement Data into Action

1. What We (the Business) Can Do
2. What You (Our Managers) Can Do

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What The Business Can Do: Increase Support and Time

Maximizing the time to The Biggest Barriers Preventing Organizations from Effectively Acting on Engagement Data
Percentage of Heads of Engagement
implement action plans
and mobilizing internal Lack of Internal Stakeholder Support for 34%
stakeholder support are Action
Not Enough Time to Implement Plans 27%
the top levers Before Next Survey
We Don’t Know How to Link Engagement 22%
organizations can use to Business Goals
Unclear How to Link Engagement Metrics
to help turn to Business Metrics
19%

engagement data into Engagement Only Measured at the

Aggregate Level
11%

action. Scores Move Very Little from One Time

Period to the Next
11%

Engagement Metrics Do Not Reflect 10%

Current Employee Mood
Unclear What the Engagement Metrics Are 10%
Measuring
We Don’t Know Who is Disengaged 10%

We Don’t Know Why People Are 10%

Disengaged
Ineffective Action Planning Support from 8%
Our Survey Vendor

We Have Too Many Engagement Metrics 7%

We Lack Analytical Capacity to Interpret 7%

the Data
0% 20% 40%
n = 177.
Source: CEB 2015 Head of Engagement Survey. Note:
Participants could choose more than one barrier.

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Managers Play A Crucial Role In Driving Engagement
Driver Category Driver
CEB HR tested Accurately Evaluates Employee Potential
hundreds of drivers of Quality of Informal Feedback
engagement to better Accurately Evaluates Employee Performance
understand which Clearly Articulates Organizational Goals
drivers had the greatest Cares About Employees
impact on engagement. Direct Manager Quality Creates Clear Work Plans and Timetables
Accepts Responsibility for Successes and Failures
Adapts to Changing Circumstances
Of those found, 12 of
Helps Find Solutions to Problems
the top 20 drivers were
Is Open to New Ideas
directly related to the
Inspires Others
manager.
Encourages Employee Development
Internal Communication
Future Orientation
Organizational Culture Traits Culture of Flexibility
Culture of Innovation
Customer Focus
Importance of Projects to Employees’ Personal Development
Day-to-Day Work Environment
Connection Between Work and Organizational Strategy
Senior Executive Team
Is Open to New Ideas
Characteristics
Source: CEB Analysis
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What Managers Can Do: The Five “Must-Do’s”

CEB has identified 5 key ways in which you as a manager can have a substantial positive impact
on the engagement levels of your employees.

1. Accurately evaluate employee performance and potential.

• Ensure that performance feedback includes detailed examples of performance
strengths and weaknesses
• Provide feedback that comes from knowledgeable, first-hand sources.

2. Provide regular, high-quality informal feedback.

• Ensure that feedback is provided to the employee as close to the incident as
possible.
• Focus on emphasizing the positive, as well as pointing to specific areas for
development and improvement.

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What Managers Can Do: The Five “Must-Do’s” (cont’d.)

3. Encourage employee development.

• Talk to employees directly about their interests and aspirations.
• Look for appropriate development opportunities that align with employees’ interests and development needs.

4. Establish and articulate clear goals.

• Talk to employees about the details of what they are expected to achieve and how their performance will be
measured.
• Verify that employees understand how their goals are aligned with organizational goals and contribute to
organizational success.

5. Effectively manage change.

• Serve as a personal role model for adjusting and adapting to organizational changes.
• Help employees understand how their behaviors and priorities may need to shift.

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What Managers Can Do: Identifying Team Priorities

Consider the following when creating your action plan.

 Less is More
• Successful organizations prioritize 1-3 broad topics at the organization level while
successful teams focus on 1-2 areas specific to a function or business unit.
• This allows organizations to preserve resources and to ensure that their efforts
are both credible and sustainable.

 Ensure Alignment Across Your Team

• With many moving parts, large organizations in particular need to ensure that all
hands are moving in the same direction.
• All initiative owners should focus on the same overarching topics and goals, but
tailor solutions in different ways that make sense with each manager’s individual
target population.

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 What Managers Can Do: Identifying Team Priorities (cont’d.)

Consider the following when creating your action plan.

 Business Context Matters

• Consider ongoing initiatives at your organization and align your team’s initiatives
with them to take advantage of the momentum.
• Make incremental improvements to maximize gains.
• Include a mix of short-term and long-term priorities for the greatest return on your
investment.
 Focus on the Neutral Population
• On average, one-third of employees remain in the neutral area between engaged
and disengaged.
• These employees are “on the fence” in their organizations, and represent the
greatest opportunity to improve overall engagement levels of the workforce.
• Rather than targeting initiatives at the most disengaged workers, prioritize the
neutral population to make greater returns on investment.

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Action Planning Template for Managers

Use this action plan template to document and track the progress of your team’s engagement
objectives.

Engagement Action Plan Template for Managers

Employee Name:

Manager Name:

Date:

ACTION STEPS OBJECTIVE #1: OBJECTIVE #2: OBJECTIVE #3:

e.g., To improve employee satisfaction with
work-life balance programs by 10%

Discuss and clarify flex time policy with

Key Tactics
employee

Increased satisfaction with work-life balance

Success Measures (employee provides positive feedback on
improved quality of work-life balance)

Timeframe for Completion Two Months

Date of Next Action

One Month from Inception
Planning Session

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Thank You