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Created with Fabric.js 1.4.5 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 Ireland UK US by Ronan Kennedy Autonomy CertaintyVarietySignificanceConnectionGrowthContribution (Source: Objective Management Group Inc) - Simon Sinek, TED Productivity Profitability EmployeeRetention Engaged Engaged Not Engaged Not Engaged Actively Disengaged Actively Disengaged Actively Disengaged of managers spendenough time coaching of managers spendenough time coaching of managers spendenough time motivating of managers spendenough time motivating of managers spendenough time drivingaccountability of managers spendenough time drivingaccountability reps leave becauseof a poor relationshipwith their manager reps leave becauseof a poor relationshipwith their manager 70% of sales Managers have a big part to play: 2 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 Ireland UK US "This emotional commitment means engaged employees actually care about their work and their company." - Kevin Kruse, 3 - Kevin Kruse, discretionary effort. 'ENGAGEMENT' - WHEN EMPLOYEES FALL IN LOVE... Why does it matter? Where are we now? Engaged Not Engaged Ireland US UK "Worldwide, 13% of Employees Are Engaged at Work" Only 10% Only 5% Money Purpose Mastery Model One: 3 Factors for Better Performance - Dan Pink "Working hard for something we don't care about is called stress, working hard for something we love is called passion" 1 Model Two: The 6 Human Needs - Tony Robbins "When we want to influence somebody, we've got to know what alreadyinfluences them." - Tony Robbins (Source: Gallup) Gallup has surveyed more than 25 million employees around the world and found 3 main benefits of engagement: Sinek, S. (2009, Sep). How Great Leaders Inspire Action, Retrieved from:, S. (2012) Worldwide, 13% of Employees Are Engaged at Work. Available at: [Accessed 18 Nov 2014].Kevin Kruse. (2012) Available at: [Accessed 18 Nov 2014].RSA Animate. Pink, D. (2010) Drive: The surprising truth about what motivates us. Available at: [Accessed 18 Nov 2014].Robbins, T. (2006, Feb). Why We Do What We Do, Retrieved from: [Accessed 18 Nov 2014].Sanborn, P. & Oehler, K. Ph.D. (2013). 2013 Trends in Global Employee Engagement, Retrieved from:[Accessed 18 Nov 2014].Icons thanks to: <div>Icons made by Freepik, SimpleIcon from <a href="" title="Flaticon"></a> is licensed by <a href="" title="Creative Commons BY 3.0">CC BY 3.0</a></div> References: Camaraderie "A great place to work is one in which you trust the people you work for, have pride in what you do, and enjoy the people you work with. Robert Levering, Co-Founder, Great Place to Work® ® Conclusion Model Four: Aon Hewitt's Engagement Model Quality of Life The WorkExperience People Total Rewards CompanyPractices Speak positively about the organization to co-workers, potential employees and customers Trust Pride 1. Say 2. Stay 3. Strive Have an intense sense of belonging and desire to be a part of the organization Quality Of Life Work CompanyPractices Opportunities TotalRewards Are motivated and exert effort towardsuccess in their job and for the company" Brought to you by: Ronan Kennedy Contact: 1. Personal Growth or Career Development2. Creative Problem Solving 3. Employee Wellness4. Effective Time Management Models of Engagement Only 15% "We define engagement through three attributes that include the extent to which employees: Ronan is a coach who works with employees to improve emotional energy and thus improving engagement levels. He does this through four different types of sessions: "Fact - money is a motivator at work, but in a slightly strange way. If you don't pay people enough, they won't be motivated. There's anotherparadox here. The best use of money as a motivator is to pay people enough to take the issue of money off the table, so they're not thinking about money, they're thinking about the work." Results are basedon the Gallup 2011 - 2012 employee engagement surveys. engagement - Dan Pink When employees care when they are engaged they use Model Three - Great Place To Work Percent
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