Professional Documents
Culture Documents
Employee Engagement PDF
Employee Engagement PDF
Employee Engagement PDF
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Impact through Appreciation
Page 7
What Causes great work
Page 8
Engagement
Page 9
Page 10
Trust & Manager Relationship
Page 11
Get work done in 3 essentials
Page 12
Where we would like to go
Page 13
Best practice Appreciation framework
Page 14
TALENT ATTRACTION
Employer Branding
Average Recruiting/Onboarding
Return Rate (in%)
4.26
MEXICO
4.24
MEXICO
NETHERLANDS 3.83
4.06 38.7
4.00
PAKISTAN NETHERLANDS
3.97
SPAIN 3.80
4.06 PAKISTAN
SWITZERLAND 3.82
3.95 40.2
THAILAND 3.48
3.65 RUSSIAN FEDERATION
3.30
UNITED KINGDOM
3.81
47.3
USA 3.26
3.45 0 10 20 30 40 50 60 70
SPAIN
Target
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 Return Rate (in%) 45.570%
value
Average Average
Target value 4,5
Onboarding Recruiting SWITZERLAND
Pakistan is among the top 10 countries with a rating of 4.00 and 3.97 for
28.9
Onboarding & Recruiting.
THAILAND
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41.1
USA 28.1
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.
Collaborate
Experimentation
Customer Trust
Focus
Page 17
Fun Gala
Lahore Plant
Half day FUN GALA organized for
Lahore Supply Centre colleagues
Page 18
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
IMAGE
Page 19
Fitness Challenge in Action
@ Bahria & Korangi
locations Strive towards employee’s well
being
Held informative sessions with
nutritionist & doctor
Page 20
GUPSHUP over a CUP
Colleagues join HR over a cup of TEA
Page 21
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
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.
1Return 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
more effectively.
0.50
T ime S i n ce R estructuring
Note: Engagement outcome measure includes measure of employees’ perception of present experiences and future expectations.
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Engagement is Vital; Engagement Data Missing Impact
Why You Should Care About Employee Engagement
• [Recommended 30
action(s)—
organizational level]
• [Detail]
[Detail on Priority 2]
• [Recommended 31
action(s)—
organizational level]
• [Detail]
Why You Should Care About Employee Engagement
I. Why Engagement Matters
1. Impact on Your Business Performance
2. Impact on Your Talent Performance
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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
organizations can use to Business Goals
22%
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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.
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What Managers Can Do: The Five “Must-Do’s” (cont’d.)
36
What Managers Can Do: Identifying Team Priorities
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.
37
What Managers Can Do: Identifying Team Priorities (cont’d.)
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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.
Employee Name:
Manager Name:
Date:
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Thank You