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Employee Engagement

Employee Engagement

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Employee Engagement

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  1. Meet the HR Management Team Employee Engagement New Faculty & Staff Event First Faculty & Staff Night BRAVO! Employee Recognition

  2. Employee Engagement Survey: Internal versus External • Topics • Comparison What is Employee Engagement What Employee Engagement Means to Us Engaged Organizations U.S. v. The Globe Supervisors and Employee Engagement

  3. Survey Comparison 2011: Our Own Survey 280 out of over 2,000 2013: The Chronicle, Modern Think, Inc. 126 of 600 Agree/Strongly Agree 2011: Respect for Employees 58% 2011: Communication 56% 2013: Respect & Appreciation 56% 2013: Communication 45% 2011: Perception of Management 60% 2013: Supervisors 58% 2011: Compensation & Benefits 41%, Work/Life 51% 2013: Compensation, Benefits, Work Life Balance 56%

  4. John Jay Honor Roll • Job Satisfaction/Support 56% 83% • Teaching Environment 39% 79% • Professional Develop. 62% 79% • Compensation, Benefits 56% 78% • Facilities 63% 83% • Policies, Resources, Eff. 47% 74% • Shared Governance 41% 74% • Pride 63% 86% • Supervisors/Dept. Chairs 58% 78% • Senior Leadership 58% 77% • Faculty, Admin., Staff Rel. 42% 75% • Communication 45% 69% • Collaboration 48% 72% • Fairness 50% 72% • Respect & Appreciation 56% 74% • Survey Average 51% 77% Agree & Strongly Agree Great Colleges to Work For 2013 Survey Results

  5. Employee engagement • What is it? Employee engagement is a workplace approach designed to ensure that employees are committed to their organization’s goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being.

  6. “Enhance our Own Sense of Well Being” • Enjoy Coming to Work • Feel “Safe” at Work • Contributes • Gives More, Does More • Champions Tasks and Others • Is There for Others • Takes Pride in Work • Has Pride in the Organization (the College)

  7. Engaged organizations have strong and authentic values, with clear evidence of trust and fairness based on mutual respect, where two way promises and commitments between employers and staff are understood, and are fulfilled.

  8. The U.S. versus the Globe Fully Engaged U.S. Global 29% 35% Stay with an organization longer Contribute to the bottom line Connect to Productivity and Quality Put in the time Take less sick time off Role Model

  9. The U.S. versus the Globe • Partially Engaged U.S. Global • 45% 40% Concentrates on tasks and not outcomes Want to be told what to do Do it, get paid, go home

  10. The U.S. Versus the globe • Disengaged U.S. Global 26% 25% Sow the seeds of negativity Complain Sabotage progress Brings others down Express mistrust Make more work Sick days

  11. The Immediate Supervisor’s Role in Employee Engagement • If the Supervisor is NOT Engaged then that supervisor’s staff will NOT be Engaged • The Supervisor is the connection to Senior Management for his or her staff (a conduit for the flow of information within an organization) • What Managers do…what managers say….how they behave affects employee’s attitudes about their jobs and the organization/college as a whole. • Employees who are unhappy with and dissatisfied with their immediate managers/supervisors are less likely to identify with the organization’s vision…and on a more micro-level they are more likely to be absent or resign. • Employees who are engaged take pride in their work, support organizational goals and are less willing to change jobs for a minor increase in salary. HR Customer Service Training

  12. Employees Delivering High Performance

  13. Satisfaction with Immediate Supervisor Three Drivers of Engagement Employee Engagement Belief in Senior Management Pride in Organization