1. Employee Engagement (5EEG)
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Cohort:
Waterloo
Tutor:
Kevin Haslam

2. CIPD HR Professional Map
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Click here for the Map
What key professional areas and behaviours relate to this unit?

3. Learning Outcome 2
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2 Understand the components of employee engagement, with reference to the application of relevant HR policies, strategies and practices
2.1 Describe the typical HR, leadership and cultural elements likely to be found in an organisation characterised by high levels of employee engagement
2.2 Evaluate the need for alignment between ‘engagement’ practices and other corporate components if the full benefits of high engagement are to be realised

4. Elements found in engaged organisations - HR
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Reward and benefits – ???
???

5. Elements found in engaged organisations - Leadership
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Clear vision – ???
???

6. Elements found in engaged organisations - Cultural
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Openness and honesty – ???
???

7. Flip chart – Presentation - Discussion
Exercise
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Elements found in engaged organisations – HR
Elements found in engaged organisations – Leadership
Elements found in engaged organisations – Cultural
In two groups develop a presentation discussing and elements of the above and how these may be embedded in to policy and practice
30 minutes
Flip chart – Presentation - Discussion

8. Supporting Employee Growth Interpersonal style and integrity
Leadership Competency Framework Exercise
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Transformational leadership is a key driver of employment engagement. The CIPD’s Management competencies for enhancing employee engagement research (click here) highlights key competencies as:
Supporting Employee Growth
Interpersonal style and integrity
Monitoring Direction
Task: in groups devise a competency framework for engagement using the key competencies above
30-40 minutes Flip chart - Presentation

9. Leadership Competency Framework
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Each will need to have leadership competencies and a description of the competency e.g.
Theme
Supporting employee growth
Leadership Competency
Autonomy and empowerment
Description
Has trust in employee capabilities, involving them in problem-solving and decision-making

10. Additional Competences
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Empowerment
Positive feedback
Clarifying Expectations
Employee interest
Leading by example

11. Competencies to encourage engagement
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Competency
Expectations of employee
Actions needed
???

12. The Case for Alignment
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Employee engagement is a vital part of HR strategy and helps the organisation fulfil its aims and objectives.

13. The Case for Alignment
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The objectives of the organisation, whether these may be to increase the product/service range, enhance customer service, ensure flexibility in provision, should be translated into HR and employee engagement plans. 

14. The Case for Alignment
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HR strategy focuses on the long term development of the organisation through reconciling this with the long term development of the human resources within the organisation.

15. Discuss in relation to your own organisations giving examples!
The Case for Alignment
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One of the key aims of strategic HR is the need to ensure integration between:
1. HR strategies and the business strategies (vertical integration)
2. The various HR strategies that contribute to overall business strategy
Discuss in relation to your own organisations giving examples!

16. The Case for Alignment The MacLeod review 2010
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The MacLeod review 2010 
For the Department for Business, Innovation and Skills (BIS) on employee
engagement further highlighted these principles by identifying enablers of best
practice which include
Strategic narrative that explains where the organisation is going and why,
and which helps employees understand how their role contributes to this
Engaging managers who motivate, challenge and support their people,
treating employees as individuals and seeking and responding to their views
Employee voice, which ensures employees in all areas are involved in
decision-making within the organisation
Organisational integrity, so that there is clear alignment between stated values
and actual behaviours