By Special to The Nation
APM Group’s Marketing Team
Published on July 18, 2011
Employee engagement is simple: Find out what your people care about most in their lives, then show you care about that too
Why do you get out of bed and go to work every day? Don't be alarmed if the answer is not on the tip of your tongue; it is pretty easy to forget why we do things when they become routine. Why people go to work - no matter how engaging, satisfying, career-developing, or well-paying that work can be - rarely has to do with the work itself.
The real motivation for going to work every day lies on a deeper, personal level, a level of meaning which organisations typically regard as outside their preserve.
Deeper levels of connection between the organisation and employee, however, inspire deeper levels of employee engagement.
Ask your employee: what is the most important thing in your life The answer to this question is the real reason people go to work, and the key to employee engagement.
Most human resource professionals know that there is more to employee engagement than offering competitive financial compensation.
In her article, "What People Want from Work: Motivation", Susan M Heathfield makes the point that although different people have different reasons for working, money is an important factor that motivates most people to work. That on some level or another we all work for money is a safe assumption.
It is peculiar though why so few HR experts probe deeper: ie why do people want to make money
This question may seem absurdly simple or complex depending on how in tune you are with the things that matter most in your life.
Parents, for example, can answer this question with ease: they want to make money so they can take care of their children.
For those without kids, your answers may be more vague, egocentric, and disparate [apparently there is nothing in the world as existentially grounding as parenthood]. That said, you being human, there are probably people in your life other than yourself about whom you care about very much. Whether they are the parents to whom you are eternally indebted - culturally, spiritually, financially - or your spouse for whose life you would lay down your own in an instant to save, the real reason you get out of bed in the morning and go to work is because you are driven by a characteristic that is essential to being human: a deep care for the ones you love.
If an organisation can demonstrate care for the people its employees care about most, then those employees will care deeply for that organisation.
A typical employee engagement survey, unfortunately, does not ask the kinds of questions that would arrive at identifying such deeper levels of employee motivation.
Usually, they seek to identify the factors involved in job satisfaction - those that get at the question of "why this job". But they do not get at the more critical question of "why work".
While the first question is certainly important for addressing "total reward", answering the second question is crucial for helping employees have fulfilling lives.
When employees see that their organisation is not only taking steps to take care for their work-lives but their lives outside of work, then employees can't help but engage with the organisation on a deeper level.
Consistently rated as one of the best companies to work for in the world, SAS has been praised for offering exceptional onsite healthcare, childcare, and an onsite summer camp for kids.
As reported by CNN Money, the website awarding SAS the No 1 company to work for in 2011, one manager said, "People stay at SAS in large part because they are happy, but to dig a little deeper, I would argue that people don't leave SAS because they feel regarded - seen, attended to and cared for. I have stayed for that reason, and love what I do for that reason." SAS cares about what many of its employees care about most - in this case, their kids - making SAS when of the best places to work. SAS offers benefits that demonstrate a deep level of care for the employees, inspiring in them their commensurately deep level of engagement."
How can you show you really care for your employees?
First, find out what your people care about most in their lives, then show you care about that, too.
If you invest in what really matters to your people, they can't help but invest in you. Many organisations offer competitive salaries, but few take pains to connect with the lives of their employees on a more deeply meaningful level.
If an organisation can offer its people something that acknowledges the ultimate driving reason of why they come to work day in and day out, something that shows they really care about what their employees care about most, letting them know the organisation cares deeply about them, then those people will in turn engage deeply with the organisation.
APMGroup is Thailand's leading organisational and people-development consultancy, established in 1992. Write to us at: marketing@apm.co.th
Source:http://www.nationmultimedia.com/home/2011/07/18/business/Company-that-cares-gets-employees-who-care-30160449.html
แสดงบทความที่มีป้ายกำกับ employee engagement แสดงบทความทั้งหมด
แสดงบทความที่มีป้ายกำกับ employee engagement แสดงบทความทั้งหมด
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Transformation, the TMB way
By Pichaya Changsorn
The Nation
Published on November 27, 2009
Speaking at the "Re-engagement Day" event held by Dale Carnegie Thailand, TMB Bank chief executive Boontuck Wungcharoen said employee engagement was an essential condThe scheme, which began 18 months ago, is scheduled to take six years to fully implement.
Boontuck said three essential ingredients would enable the bank to achieve its goal of becoming a customer-centric organisation. Firstly, every employee has to see how his or her work is aligning with "the outside world"; with customers, shareholders and society. Secondly, the organisation is structured to enable each employee to accomplish their tasks, and thirdly, an organisational culture has been created to unite the collective forces of all employees.
To enable staff to see the linkage between their work and the company's goals, it is the responsibility of management to create a clear vision and mission for the organisation, as well as fixing explicit targets, he said. In the case of TMB, the bank spells out clearly that it wants to achieve a 14-per-cent market share, and it wants the proportion of revenue contributed by retail banking to achieve a specific percentage of its overall-income target.
Boontuck said he updated his executives every month on how stock analysts were viewing the banking industry and TMB, so that staff could see the alignment between their work and benefits to shareholders.
However, the most important thing was enabling employees to see a link between their work and customer satisfaction and benefits. He said TMB went as far as interviewing customers and presenting videos to the staff so they could learn the "pain points" for each group of customers, and how they could improve their daily work.
TMB staff have been encouraged to rethink and challenge "the old ways" of doing things, or their "status quo", and ask themselves questions, such as "Is it necessary to always manage customers in the same way?" and "Is it possible to offer new things and alternatives to customers?"
This has resulted into many new initiatives, such as a no-fee campaign for electronic-banking customers, a no-limit programme that waives fees for holders of the bank's ATM cards, even through they may use ATM machines provided by other banks, an Up and Up term-deposit account scheme, and the TMB SME Three Times Express Credit campaign.
By committing the bank to approving loans for qualified customers within 15 days, the new SME credit scheme also helps to force the bank to redesign its work processes, Boontuck said.
Meanwhile, the organisational structure must enable the staff to work to their full potential. This requires a clear structure of who is in charge of each customer group, and staff must be able to see the "end-to-end" process cutting across the various departments.
"To solve the problems of a river, you must be able to see the whole stream," he said.
As well, every member of TMB's staff has the right to choose to work on jobs for which they have competency, and about which they have a passion. "Most bosses don't like their subordinates to go, but I told them: 'we abolished slavery a long time ago'. If I find a case where a boss is preventing an employee from moving, I go down to see it myself and order the move within 45 days," he said.
The bank is also providing training to fill competence gaps that may be preventing staff members from moving to new posts, where they want to work.
On the issue of creating an organisational culture, Boontuck said the bank had announced the "TMB Way", which comprises five elements: customer centricity, open communications, high performance , risk management and integrity.
Boontuck said he spent four months meeting all of TMB's 10,000 employees and explaining why the bank had to change. The staff meetings were in groups no larger than 200 people because this was the maximum size for two-way communication, he said.
While celebrating its anniversary this month, TMB held a contest and found that nearly 700 staff were performing the "TMB Way" and were very proud that finally they were being recognised, he said.
"Transformation is a thing that every organisation has to do, and to make it possible requires employee engagement," Boontuck said.
Source: http://www.nationmultimedia.com/worldhotnews/30117543/Transformation,-the-TMB-way
The Nation
Published on November 27, 2009
Speaking at the "Re-engagement Day" event held by Dale Carnegie Thailand, TMB Bank chief executive Boontuck Wungcharoen said employee engagement was an essential condThe scheme, which began 18 months ago, is scheduled to take six years to fully implement.
Boontuck said three essential ingredients would enable the bank to achieve its goal of becoming a customer-centric organisation. Firstly, every employee has to see how his or her work is aligning with "the outside world"; with customers, shareholders and society. Secondly, the organisation is structured to enable each employee to accomplish their tasks, and thirdly, an organisational culture has been created to unite the collective forces of all employees.
To enable staff to see the linkage between their work and the company's goals, it is the responsibility of management to create a clear vision and mission for the organisation, as well as fixing explicit targets, he said. In the case of TMB, the bank spells out clearly that it wants to achieve a 14-per-cent market share, and it wants the proportion of revenue contributed by retail banking to achieve a specific percentage of its overall-income target.
Boontuck said he updated his executives every month on how stock analysts were viewing the banking industry and TMB, so that staff could see the alignment between their work and benefits to shareholders.
However, the most important thing was enabling employees to see a link between their work and customer satisfaction and benefits. He said TMB went as far as interviewing customers and presenting videos to the staff so they could learn the "pain points" for each group of customers, and how they could improve their daily work.
TMB staff have been encouraged to rethink and challenge "the old ways" of doing things, or their "status quo", and ask themselves questions, such as "Is it necessary to always manage customers in the same way?" and "Is it possible to offer new things and alternatives to customers?"
This has resulted into many new initiatives, such as a no-fee campaign for electronic-banking customers, a no-limit programme that waives fees for holders of the bank's ATM cards, even through they may use ATM machines provided by other banks, an Up and Up term-deposit account scheme, and the TMB SME Three Times Express Credit campaign.
By committing the bank to approving loans for qualified customers within 15 days, the new SME credit scheme also helps to force the bank to redesign its work processes, Boontuck said.
Meanwhile, the organisational structure must enable the staff to work to their full potential. This requires a clear structure of who is in charge of each customer group, and staff must be able to see the "end-to-end" process cutting across the various departments.
"To solve the problems of a river, you must be able to see the whole stream," he said.
As well, every member of TMB's staff has the right to choose to work on jobs for which they have competency, and about which they have a passion. "Most bosses don't like their subordinates to go, but I told them: 'we abolished slavery a long time ago'. If I find a case where a boss is preventing an employee from moving, I go down to see it myself and order the move within 45 days," he said.
The bank is also providing training to fill competence gaps that may be preventing staff members from moving to new posts, where they want to work.
On the issue of creating an organisational culture, Boontuck said the bank had announced the "TMB Way", which comprises five elements: customer centricity, open communications, high performance , risk management and integrity.
Boontuck said he spent four months meeting all of TMB's 10,000 employees and explaining why the bank had to change. The staff meetings were in groups no larger than 200 people because this was the maximum size for two-way communication, he said.
While celebrating its anniversary this month, TMB held a contest and found that nearly 700 staff were performing the "TMB Way" and were very proud that finally they were being recognised, he said.
"Transformation is a thing that every organisation has to do, and to make it possible requires employee engagement," Boontuck said.
Source: http://www.nationmultimedia.com/worldhotnews/30117543/Transformation,-the-TMB-way
Thai engagement found to be lacking
By Pichaya Changsorn
The Nation
Published on November 27, 2009
Only 12 per cent of local workers committed to company goals: Dale Carnegie
Lower productivity resulting from "non-engaged" employees is costing the Thai economy Bt98.8 billion a year, according to David Fagiano, the chief operating officer of US-based global training company Dale Carnegie & Associates.
Speaking at a conference held by the Thai unit of his company in Bangkok recently, Fagiano said employee engagement was a major driver to profit and growth in every business organisation. Unfortunately, studies have found that most employees are not engaged with their firms' business, and the only thing they engage with is their paycheque, he said.
Fagiano said engagement meant winning the hearts as well as the minds of employees. The difference between "I understand" and "I believe" has a huge impact on a company's achievements, he said. A study by global consultancy Watson Wyatt has found that companies with engaged employees outperform others by 47 to 202 per cent.
He said a study conducted prior to the global recession found that only 29 per cent of workers in the US were engaged, while 54 per cent were not engaged and 17 per cent were "actively disengaged".
The findings in Thailand were even more dramatic, with only 12 per cent of Thai workers categorised as engaged, 82 per cent not engaged and 6 per cent actively disengaged.
Engaged employees are usually busy because they like to work, Fagiano said. They are more productive, make more money for the company, stay with the organisation longer, are committed to quality and are ethical and accountable.
Employers that are "not engaged" are those who concentrate on tasks and not outcomes, want to be told what to do, and "do it - get paid - go home". "Actively disengaged" workers, on the other hand, "sow seeds of negativity", undermine the work of others and express mistrust and animosity.
Within Asia, Fagiano said Thailand and China had the lowest levels of active engagement among talented staff - the type of people every organisation wants to retain because they are the people who can really drive the organisation forward.
"Thirty per cent of talented employees in Thailand will leave as soon as they get an acceptable job offer," he said.
A more recent study commissioned in February has found that the number of disengaged employees in the US has risen to 21 per cent of the workforce, Fagiano said. The recession has brought fear and distrust, and as well as being afraid of losing their jobs, employees wonder whether the management is telling the truth. As a result, employees have "turned inward" and have applied "the turtle mentality": do nothing wrong, don't take risks and don't get noticed, he said.
"In this economy, you need people who will stand up, but the recession creates the opposite," Fagiano said.
To find ways of reversing the engagement trend, Dale Carnegie & Associates joined the American Society of Training Development in a study that identified three solutions: growth, contributions and connections.
In the current economy, employees can still "grow as individuals", through opportunities to learn, by becoming mentors, working on projects and through recognition.
Fagiano said he was surprised to find that career development and training together were the top drivers of talent retention in Asia.
Contributions - in second place - refers to employees who want to create an impact for the businesses and who say "I want to matter".
Fagiano said it was the responsibility of management to deliver a clear and explicit vision for an organisation and to create a linkage between individual goals and corporate objectives. However, the study found that nearly 60 per cent of employees did not know what their companies' objectives were.
"It's amazing," Fagiano said. "Then, when we ask them: 'Do you have any goals?' 80 per cent will say, no - they have no goals."
The survey also found that employees were spending more than 15 per cent of their time on "company politics" and 30 per cent on irrelevant activities such as surfing the Web, leaving only 45 per cent of their time for activities linked to their companies' affairs.
Fagiano said the typical "top-down" model for Thai companies would present challenges in creating employee engagement because this required management to actively encourage contributions from workers.
On the issue of connections, Fagiano said half of Thai workers claimed to have a best friend at work. However, while most workers believe the most important ingredient in engagement is the relationship they have with their supervisors, only one-fifth of Thai workers say their managers actually care about them. In the government sector, only one in 10 workers think their supervisors care about them, he said.
Source: http://www.nationmultimedia.com/worldhotnews/30117544/Thai-engagement-found-to-be-lacking
The Nation
Published on November 27, 2009
Only 12 per cent of local workers committed to company goals: Dale Carnegie
Lower productivity resulting from "non-engaged" employees is costing the Thai economy Bt98.8 billion a year, according to David Fagiano, the chief operating officer of US-based global training company Dale Carnegie & Associates.
Speaking at a conference held by the Thai unit of his company in Bangkok recently, Fagiano said employee engagement was a major driver to profit and growth in every business organisation. Unfortunately, studies have found that most employees are not engaged with their firms' business, and the only thing they engage with is their paycheque, he said.
Fagiano said engagement meant winning the hearts as well as the minds of employees. The difference between "I understand" and "I believe" has a huge impact on a company's achievements, he said. A study by global consultancy Watson Wyatt has found that companies with engaged employees outperform others by 47 to 202 per cent.
He said a study conducted prior to the global recession found that only 29 per cent of workers in the US were engaged, while 54 per cent were not engaged and 17 per cent were "actively disengaged".
The findings in Thailand were even more dramatic, with only 12 per cent of Thai workers categorised as engaged, 82 per cent not engaged and 6 per cent actively disengaged.
Engaged employees are usually busy because they like to work, Fagiano said. They are more productive, make more money for the company, stay with the organisation longer, are committed to quality and are ethical and accountable.
Employers that are "not engaged" are those who concentrate on tasks and not outcomes, want to be told what to do, and "do it - get paid - go home". "Actively disengaged" workers, on the other hand, "sow seeds of negativity", undermine the work of others and express mistrust and animosity.
Within Asia, Fagiano said Thailand and China had the lowest levels of active engagement among talented staff - the type of people every organisation wants to retain because they are the people who can really drive the organisation forward.
"Thirty per cent of talented employees in Thailand will leave as soon as they get an acceptable job offer," he said.
A more recent study commissioned in February has found that the number of disengaged employees in the US has risen to 21 per cent of the workforce, Fagiano said. The recession has brought fear and distrust, and as well as being afraid of losing their jobs, employees wonder whether the management is telling the truth. As a result, employees have "turned inward" and have applied "the turtle mentality": do nothing wrong, don't take risks and don't get noticed, he said.
"In this economy, you need people who will stand up, but the recession creates the opposite," Fagiano said.
To find ways of reversing the engagement trend, Dale Carnegie & Associates joined the American Society of Training Development in a study that identified three solutions: growth, contributions and connections.
In the current economy, employees can still "grow as individuals", through opportunities to learn, by becoming mentors, working on projects and through recognition.
Fagiano said he was surprised to find that career development and training together were the top drivers of talent retention in Asia.
Contributions - in second place - refers to employees who want to create an impact for the businesses and who say "I want to matter".
Fagiano said it was the responsibility of management to deliver a clear and explicit vision for an organisation and to create a linkage between individual goals and corporate objectives. However, the study found that nearly 60 per cent of employees did not know what their companies' objectives were.
"It's amazing," Fagiano said. "Then, when we ask them: 'Do you have any goals?' 80 per cent will say, no - they have no goals."
The survey also found that employees were spending more than 15 per cent of their time on "company politics" and 30 per cent on irrelevant activities such as surfing the Web, leaving only 45 per cent of their time for activities linked to their companies' affairs.
Fagiano said the typical "top-down" model for Thai companies would present challenges in creating employee engagement because this required management to actively encourage contributions from workers.
On the issue of connections, Fagiano said half of Thai workers claimed to have a best friend at work. However, while most workers believe the most important ingredient in engagement is the relationship they have with their supervisors, only one-fifth of Thai workers say their managers actually care about them. In the government sector, only one in 10 workers think their supervisors care about them, he said.
Source: http://www.nationmultimedia.com/worldhotnews/30117544/Thai-engagement-found-to-be-lacking
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