This document discusses employee engagement and experience. It defines engagement as an employee's emotional commitment and willingness to expend discretionary effort for an organization. Engagement is influenced by factors like career development, relationships, and work environment. In contrast, satisfaction measures an employee's happiness but not effort. The document also discusses how technological changes have led to the concept of employee experience and the need to design experiences for employees similar to customers. It provides examples of engagement surveys companies use and recommends how organizations should structure follow-up after conducting surveys.

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Employee Engagement : What & How
Source:BusinessDevelopmentBankofCanada
2017 Young HR Forum, SCG
20 December 2017

2. © 2017 TAS Consulting Partner I All Rights Reserved
L o v e / B e l o n g i n g
E s t e e m
S e l f - a c t u a l i z a t i o n
S a f e t y
P h y s i o l o g i c a l
BOTH ENGAGEMENT AND SATISFACTION ARE
INFLUENCED BY MASLOW’S HIERACHY OF NEEDS
You are
living to your
highest
potential
You’ve acquired the skill that
lead to honor and recognition
Achieving deeper,
more meaningful relationships
Safe and caring work environment
Basic needs are met
C a l l i n g
C a r e e r
J o b
Carter to
your basic
needs
Impact within
I / Me
Impact beyond
I / Me
M o t i v a t i n g
F a c t o r
H y g i e n e
F a c t o r
give positive
satisfaction, arising
from intrinsic
conditions of the
job itself
extrinsic to the work
itself that do not give
positive satisfaction
or lead to higher
motivation, though
dissatisfaction
results from their
absence

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Employee Satisfaction
is a measurement of an
employee’s “happiness” with
current job and conditions; it does
not measure how much effort the
employee is willing to expend
THEREFORE, ORGANIZATION COULD HAVE EMPLOYEE
WHO ARE SATISFIED BUT NOT ENGAGED
Employee Engagement
is a measurement of an employee’s
emotional commitment to an
organization; it takes into account
the amount of discretionary effort
an employee expends on behalf of
the organization
By focusing more on employee
engagement, organizations are
more likely to maintain a strong,
motivated workforce that is willing to
expend extra effort, drive business
goals, and deliver a return on HR’s
talent management investment

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TECHNOLOGICAL, PHYSICAL,CULTURAL ENVIRONMENT
COINS A NEW TERM CALLED EMPLOYEE EXPERIENCE
E M P L O Y E E
EXPERIENCES
Te c h n o l o g i c a l
E n v i r o n m e n t
P h y s i c a l
E n v i r o n m e n t
C u l t u r a l
E n v i r o n m e n t

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EMPLOYEES EXPECT AS ENGAGING AND
ENJOYABLE EXPERIENCES AS CUSTOMERS DO
Enterprises need to apply evolving expectation of customer to
constantly redesign and reinvent employee experiences
Source : Digital Transformation Initiative, World Economic Forum/Accenture, 2017
F E AT U R E S E X P E R I E N C E S
M A S S
P R O D U C T I O N
H Y P E R -
P E R S O N A L I Z A I O N
O W N E R S H I P - B A S E D
C O N S U M P T I O N
A C C E S S - B A S E D
C O N S U M P T I O N

6. © 2017 TAS Consulting Partner I All Rights Reserved Source : Consumerization of HR Trends, Janne Meister, Forbes 2016
CREATING A SOCIAL, MOBILE, CONSUMER -STYLE
EXPERIENCE FOR EMPLOYEE IS NOT AN OPTION
Employee as a
brand advocates
Blurring of
Marketing
and HR
Workplace
flexibility is
a new norm
Workplace as
cultural
differentiator
Hackathons
used to
re-imagine HR
CEO is a
Chief
Experience
Officer
Work place as
an experience
Growing
of MOOC
& SPOC
Gamification
of HR

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THE WORLD OF WORKPLACE AND WORKFORCE
IS CHANGING FASTER PACE THAN EVER
Source : Changing World of Work, CEB,, 2017
Data [over] abundance
and inaccessibility
Automation of
knowledge work via
machine intelligence
Empowerment of
individuals via mobile
and social technology
Large and more
complex organization
Generation shift in
employee motivation
Networked, searchable,
on-demand experience

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Employee Engagement
H
HL
FrustratedApathetic
PassionateContend
Employee
Experiences
Source: WorkTrends 2016 Global sample for the IBM/Globoforce Employee Experience Index Study (n=23,070)
EMPLOYEE EXPERIENCE AND ENGAGEMENT GO HAND
IN HAND TO REFLECT EMPLOYEE’S STATE AT WORK

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APPROPRIATELY USE THREE BASIC TYPE OF SURVEY
QUESTIONS WILL ENSURE SUCCESS
Example: "Yes or No: Do you have all the tools you need to be successful in your role?"
Purpose: Offers a simple, quick read on general employee sentiment.
Best used when ...: needs to quickly tease out if there is a serious problem
Binary
Example: "On a scale of 1 to 10, how happy are you at work?"
Purpose: Helps measure attitudes with more subtlety than a binary question.
Best used when ...: looking for nuance in general sentiment.
Scale
Example: "What is the most common customer complaint you hear from our clients?"
Purpose: To gather deeper thoughts and richer examples.
Best used when ...:looking for more thoughtful feedback and solutions.
Open-ended
Net Promoter Score
Detractors Passive Promoter %
Promoter (%) – Detractor (%)

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FREQUENCY AND SCOPE ARE TWO MAIN FACTORS TO
INDICATE HOW OFTEN SURVEY SHOULD BE CONDUCTED
Scope
Frequency
H
HL
the magnitude and depth
of the survey (number of
employees surveyed,
number and depth of
questions or items, level
of reporting detail and
analysis, how the results
will be used, etc.
how often the survey will be conducted
Always-OnSpot
Polling & Opinion Sentiments
Pulse
Gauge of Progress
55% Conducting
annually
18% Conducting
every two years
6% Conducting
every 18 months
Anchor
Base

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EXAMPLE OF ENGAGEMENT SURVEY THAT COMPANY
WIDELY USE – SAY,STAY,STRIVE
DifferentiationFoundation
Safety
Work / Life Balance
Communication
Customer Focus
Enabling Infrastructure
Talent & Staffing
Collaboration
Empowerment
Work Tasks
Top Management (TML)
Senior Management (SML)
Direct Supervisor
Career Opportunities
Learning & Development
Performance Management
Reward & Recognition
Brand
Talent
Retention
Absenteeism
Wellness
Operational
Productivity
Safety
Customer
Satisfaction
NPS
Retention
Financial
Revenue/Sales Growth
Income/Margin
Total share holder return

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EXAMPLE OF ENGAGEMENT SURVEY THAT COMPANY
WIDELY USE –Q12
Growth
Teamwork
Management Support
Basic Needs
How can we grow?
Do I belong?
What do I give?
Basic Needs
Q12 opportunities to learn and grow
Q11 Progress in last six months
Q10 I have a best friend at work
Q9 Coworkers committed to quality
Q8 Mission/Purpose of the Company
Q7 At work, my opinion seem to count
Q6 Someone at work encourages my development
Q5 Supervisor/Someone at work cares
Q4 Recognition last seven days
Q3 Do what they do best everyday
Q2 I have the material and equipment's
Q1 K know what is expected of me at work

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THE SURVEY ITSELF IS LESS IMPORTANT THAN HOW
POST-SURVERY WILL BE DONE IN STRUCTURED MANNER
Communicate
results
Talk openly about results
in smaller groups
Select area to focus
Discuss critical areas and
ideas for improvements
Make decision
Implement decision
Check-in and evaluate
Repeat and keep
moving forward
Break up big changes into small steps
Split up ownership of tasks to ensure stakeholders are accountable
Do small experiments before making a big commitment to the change
Acknowledge and thank participation
Make quick look at first insights
Go more in depth look at results and what leadership plans for next steps
Make clear that line managers to work with their team to improve engagement
Use employee focus group format for employee talk openly
Select areas employee should narrow their efforts for improving engagement.
Select areas employee should narrow their efforts for improving engagement.
Define the survey item and what it means to your team
Discuss why you think team performance isn’t where you’d like it to be on this item
Provide examples of when things have gone well and poorly related to this item
Identify potential solutions
Come to consensus and make some decisions for action..
Plan to check in and evaluate progress. up.
Continue to check in with employees to evaluate if they’re making progress
move on to another focus area and start implementing improvements there

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