EMPLOYEE

ENGAGEMENT
ENGAGEMENT IS:

‘The extent to which employees are motivated to

contribute to organisational success and are
willing to apply discretionary (the power or
right to decide or act according to one's own
judgment) effort to accomplish tasks important to
the achievement of organizational goals’.
WHAT IS EMPLOYEE ENGAGEMENT?

Employee engagement is a workplace approach

resulting in the right conditions for all members of an
organisation to give of their best each day, committed to
their organisation’s goals and values, motivated to
contribute to organisational success, with an enhanced
sense of their own well-being.
A CLOSER LOOK AT ENGAGEMENT
AND HOW WE MEASURE IT.
The virtuous cycle of engagement

Improved
Better company
individual performance
Engaged performance –
employees giving
- Satisfied discretionary
Great effort
- Committed
managers
and - Proud
supportive - Willing to
work advocate
environment
Engagement is measured with Employee
Surveys
What do surveys measure? What do we use the information for?

The level of engagement in the workforce To understand employee sentiment

How engagement varies across

departments, countries, job levels, To identify best practices and ‘hot spots’
demographic groups etc.

To set priorities to guide decisions and

What issues underpin engagement
organisational change

To open a dialogue with employees to

Views and opinions on management
create engagement and focus on areas of
practices and other issues
most concern
A CASE STUDY
 page 8

Maersk Group overview

• Operate mainly in the transport Companies of particular Strategic investments:

and energy industries strategic importance:
• Approx. 89,000 employees
• 2014 revenue: USD 47 billion TRANSPORT ENERGY Maersk Container Industry
Maersk Line Maersk Oil Höegh Autoliners
APM Terminals Maersk Drilling
APM Shipping Services
 page 9

Time honoured values

Constant Care

Humbleness

Uprightness

Our Employees

Our Name
Employee engagement trend
• A 10 year journey of progress
• Maersk Group has now reached the top quartile benchmark for engagement for the first time since 2012
• The increase in engagement is mainly caused by an increase among blue-collar, seafarer and offshore
employees
Strengths and concerns
• Employees’ perception of how Maersk Group upholds it’s values has improved by 4 points in 2015 and is a
significant contributor to the higher engagement level
• Other strengths are survey follow-up and clarity of strategy
• Only two questions have less positive results compared to 2014 and both are below the external benchmark

Diff to Diff to External

2014 Top 25%
Strengths
Company upholds the Maersk values 4% --
Confident that action will be taken as a result of survey 2% 8%
Clear understanding of my company’s strategy 0% 3%

Concerns
My job allows me a healthy work-life balance -3% -2%
My job makes good use of my abilities -1% -3%
A program to build long-term
capability

HR Business partners are challenged to ‘Know your Managers’

- providing the support where it is needed most
 Know your Prioritise to focus
manager effort

Communicate
results first Begin with quick wins
8 ways HR can
help managers
start to take
action Help them get in Deep-dive on
front of their team complexity

Delegate to share Be creative – make

the load it personal
Not just a program – get engagement
into the culture
1:1 talks Team meetings Role model PDP

Check-in with individuals Keep engagement on agenda Required behaviours/values Goals and Targets

• Are you clear what is - Update • Do you check in on yourself • Use survey results to set
expected from you? - Refer to key results in from time-to-time? personal goals
• How are things going since decisions • Do you ‘live the values’?
the last time we met? - Ask how people are feeling?
Lessons from the Maersk Group
 Stick at it – engagement is a long-term game
 Strong leadership – upholding values and clarifying strategy and
direction

 Build capability – invest in your long-term programme through HR

Business Partners (HRBPs) and Line Managers

 Manage the tail – focus support where it will deliver

 HR - know your managers
 Managers – make engagement personal for your team
COLLABORATION
Four collaborative steps to turn data into
action
1 2 3 4

Understand your Conduct Develop

feedback Follow up
results action plans and
meetings
manage

Discuss with Transparent Delegated Communicate

trusted sharing of teamwork progress
colleagues results
Using
Discuss collaborative
implications technology
Deep-dive on
complex
issues
What happens when you do not follow
these steps?
100% 89%
82%
80%
62%
60% 47%
% Favourable Engagement
40% 32%
Engageme 20%

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Collaboration through Connections is Changing the Way we
Work
INSPIRATION
Back to Thomas Edison

“Negative results are just what I

want. They’re just as valuable to
me as positive results.”

Thomas Edison
FMCG company attends to subtle messages
Situation:
• Global Fast Moving Consumer Goods (FMCG) company with a
long-standing emphasis on creativity and entrepreneurship was
moving away from private ownership via share offering
• New performance-based psychological contract – more
centralised, market-disciplined, measured
• Survey showed confidence in leadership, but a 2% decline in
perceptions of innovation – this was treated as a red flag

Response:
• They did not ignore this signal
• Deep-dive on innovation – where are concerns concentrated?
• Consultation on obstacles to innovation
• Crowdsourcing initiative launched - in specific categories
• Communication of innovation as key response to survey – a
commitment to traditional company value of entrepreneurship
PSYCHOLOGICAL CONTRACT DEFINITION
The psychological contract refers to the unwritten set of
expectations of the employment relationship as distinct
from the formal, codified employment contract. Taken
together, the psychological contract and the employment
contract define the employer-employee relationship.

Psychological contract includes informal arrangements,

mutual beliefs, common ground and perceptions
between the two parties.
Case Study: Leo Burnett Worldwide

Questions about HumanKind added to the Leo Burnett Worldwide employee survey:

• These questions reinforced the importance of the initiative, and

• Generated measures of impact, giving managers a data point to move forward from
Leo Burnett – Inspiring by ‘Making a
Difference’
Perceptions of Offices fostering an Turnover rates 8.2%
HumanKind emerged innovative and lower in offices with
as the best predictor challenging highest engagement
of Best Agency score environment are 2.2 x levels
– judged on financial more likely to meet
and creative metrics margin goals

$
Lessons – helping
you build better
engagement
The lessons for your engagement
program
 Stick at it – engagement is a long game
 Gain leadership buy-in
Perspiration

 To engage your teams – first engage your managers

 To engage your managers – make them accountable and give them the
tools and support to do the job
 Understand the issues – find out what is driving engagement
 Focus your efforts – on priority issues and priority populations
 Bring an engaging style into your daily work
Collaboration

Inspiration

 Get inspiration from collaboration with colleagues

and

 Pay attention to the details – do not ignore subtle messages in the data
 Inspire others by making an impact
HAPPY VALENTINE'S DAY