Michele Clark – William Angliss

1
Employee Engagement

• Presented by
• Michele Clark William Angliss
• Sally Denning KBT

2
Project Aim

• To identify HR interventions that
• improve employee engagement
• inspire and motivate employees to achieve
• impact positively on the bottom-line

3
Employee Engagement

• Hewitt Associates
• the measure of an employees emotional and
  intellectual commitment to their organisation and
  its success

4
Process

• Literature review of engagement strategies
  Hewitt Survey, Sales Force, Built to Last, Jack
  Speaks, Jack Welch etc
• Interview/review with key staff on employee
  engagement at KBT and William Angliss
• 3 x external interviews with HR/OD Managers from
  best practice companies
• Data analysis
• Recommendations for consideration by the TAFE
  system

5
Literature Research Key Points

• Source Hewitt Associates
• A key component is shifting from employee
  satisfaction to employee engagement
• Employee engagement measures the employees
  connection to the business
• Identifies where strategic HR interventions need
  to focus

6
Literature Research Key Points

• Source Porras Collins Built to Last
• A key aspect that assists the long term success
  of an organisation is its core ideology
• Development of a culture that has
• A clear purpose which engages the heart and mind
  of the employee
• Values which align with individuals and the
  organisations purpose
• A core ideology which stands the test of time

7
Literature Research Key Points

• Source Dattner Grant Study on Best Employers
• Common Characteristics of Best Employers
• Strong Executive Commitment
• Aligned and Supportive People Practices
• Strong Culture Values
• Highly Engaged Employees
• Note
• Variation in employee engagement is directly
  related to leadership effectiveness

8
The William Angliss ExperienceSource William
Angliss HR Team

• People Management Framework Workforce
  Management Plan
• Learning Development Plan Skill Development
  Matrix
• Staff, Health Wellbeing Initiatives
• Performance Management System
• Innovation Customer Relationship Management
  Culture
• Salary Sacrificing Scheme
• Flexible Work Arrangements
• Social Club
• Communication Strategies newsletter, emails,
  staff meetings
• Reward Recognition Program
• Measures Survey, Balanced Scorecard, People Mgt
  Metrics

9
The Kangan Batman TAFE ExperienceSource General
Manager, Organisational Development

• Institute involvement in Strategic Plan
• Professional Development Program
• Management Development Fund
• Staff Health and Wellbeing Program
• Leadership Culture Development
• Innovation Culture Development
• Performance Development Process
• Salary Sacrifice Scheme
• 3BL and Community Responsibilities
• Communication Strategies K-Files, Organisation
  Change intranet site, Emails, Institute Briefings
• Measures Staff Survey, Leadership Survey,
  Strategic Report Cards, Staff Development
  Reports/Metrics

10
Review of 3 Best Practice Companies Employee
Engagement

• Holden
• General Mills
• Flight Centre

11
Hewitt Associates Employee Engagement

• Hewitt Associates 3 survey instruments
• Employee engagement survey
• CEO questionnaire
• People Practices Inventory

12
Hewitt Associates Findings of Best Employers

• High quality leadership who believe and are
  passionate about the rhetoric of employees being
  their most important asset
• Develop talent developing leaders and
  identifying high potential employees
• Inspiration passion for outstanding
  achievement recognise and celebrate achievements
  with enthusiasm
• Create a compelling employment experience clear
  about what they stand for and working tirelessly
  to deliver on that promise to their people

13
Key Observations

• Employee engagement is a significant factor that
  contributes to organisational success
• All organisations interviewed including TAFE are
  doing great things with engagement
• The external organisations have an integrated
  approach to employee engagement and proactively
  measure progress
• External organisations have a proud factor that
  wasnt as obvious in the TAFE situations
• The TAFE sector often undersells its strengths

14
Activity

• Using the information you have heard, the
  distributed article and chart
• Reflect on what you believe TAFEs can do to
  improve employee engagement moving forward

15
Summary Recommendations

• Strategies to highlight the benefits of a career
  in TAFE
• Strategies to improve integrated approaches to
  employee engagement in TAFE and to identify best
  practice
• Increasing the Proud Factor in TAFE