1. CIPD Intermediate Certificate and Diploma in Human Resource Management
11/24/2018

2. Employee engagement LO1 AC 1.1
Analyse the meaning principal dimensions and components of “employee engagement” and compare with other related concepts
Emotional engagement
Cognitive engagement
Physical engagement
DHRM
24/11/2018

3. The components of employee engagement 1.1
Employer engagement and the psychological contract
Employee perceptions of job importance
Employee clarity of job/role performance expectations
Career advancement/improvement opportunities
Personal growth and challenge elements within the role
Regular feedback and dialogue with superiors
Quality of working relationships with peers, seniors and subordinates
Perceptions of the ethos and values of the organisation
The organisation as an employer brand or employer of choice

4. Today’s objectives
1.2 Justify the need for alignment between engagement practices and other corporate components…… 2.1 Identify the principle drivers of employee engagement and evaluate the business benefits for the organisation and different stakeholders 2.2 Explain the application of employee engagement through job design, discretionary behaviour, role autonomy and organisational citizenship

5. Alignment…. Outline the organisations vision, mission and values
Outline the organisations key objectives
Define the employee engagement strategy and how this supports the organisations vision, mission, values and key objectives
Set specific goals and measures of success for the employees engagement strategy
Describe the actions to be taken to achieve the goals, what will happen, when and where and who will be responsible (Cook 2008:58)

6. EE as a vital dimension……..
……of HR policies, strategies and practices
So why should the organisation be focusing on EE?
What are the potential business benefits?
DHRM
24/11/2018

7. Principle drivers 2.1
Four key elements that drive employee engagement: Well being Information Fairness Involvement

8. Documented results Greater productivity
Increased passion for and commitment to the organisations vision, strategy and goals
Greater alignment with the organisations values
A high energy working environment
A greater sense of team
Higher levels of creativity and innovation
Boosted business growth
Greater value creation
(Cook 2008)

9. Documented results A greater sense of loyalty to the organisation
Higher levels of staff retention, lowered attrition rates
Better recruitment and selection
Higher talent retention
Employees being better brand ambassadors
Attractive reputation
Improved customer experience and customer loyalty
Sustained long-term success
(Cook 2008)

10. Application of EE 2.2
Recruitment and selection strategies – choosing the right fit and realistic job previews Strong induction and orientation programme Rigorous training and development – technical, soft skills, leadership development Incentives – recognition, profit sharing, long service Regular feedback Communication forums – intranet, newsletter, e- forum, conferences Recreational activities

11. The best places to work https://www.youtube.com/watch?v=z8wqS7 VkAcw
resources/factsheets/employee- engagement.aspx

12. Bibliography
Alfes, K. Truss, C. Soane, E. Rees, C. Gatenby M Creating an Engaged Workforce. Findings from the Kingston Employee Engagement Consortium Project. Research Report Heskett, j. Sasser, E and Schlesinger, L (1997) The Service Profit Chain: How leading companies link profit and growth to loyalty, satisfaction and vlaue, Simon S& Schuster, New York Kahn (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal. Vol 33, No 4 pp Cook, S. (2008) The Essential Guide to Employee Engagement Better Business Performance Through Staff Satisfaction. Kogan Page
DHRM
24/11/2018