"ENGAGEMENT"

Transcript

1. LOOKING AT "ENGAGEMENT" THROUGH THE LENS OF NEUROSCIENCE
2. Gallop (2022): Only 32% of full full- - and part-time employees working for organizations are now now engaged, while 18% are actively disengaged. U.S. Employee Engagement Needs a Rebound in 2023 https://www.gallup.com/workplace/468233/employee-engagement-needs-rebound-2023.aspx
3. The engagement elements that declined the most from the pre-pandemic record-high engagement ratio in 2019 to 2022 were: • clarity of expectations • connection to the mission or purpose of the company • opportunities to learn and grow • opportunities to do what employees do best • feeling cared about at work https://www.gallup.com/workplace/468233/employee-engagement-needs-rebound-2023.aspx
4. Definitions of Engagement: • “A heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work (IConference Board, 2006).” • "A combination of commitment to the organisation and its values, plus a willingness to help out colleagues (organisational citizenship! It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be required' as part of the employment contract (tCIPD, 2008).” • "The organizing principle of the brain is to minimize danger and maximize reward, thus, the neural basis of engagement is closely linked to reward/threat function (Rock & Tang,2009;Gordon, 2008).”
5. Extent research propose that the neural basis of engagement can be defined by the average levels of: activation of the brain’s reward and self-regulation circuitry
7. SCRAF MODEL (Rock, 2008): summarizes a wide range of social cognitive and affective neuroscience findings into five domains of threat or or reward. www.scrum.org/resources/blog/scrum-and-5-dimensions-human- social-experience-scarf Rock proposes that “engaged” employees are employees are experiencing high levels of levels of positive rewards rewards in the SCARF domains, and “disengaged” “disengaged” employees employees are experiencing high levels of levels of threats in the
8. Status In a group or team settings, we care deeply about our relative ranking in the group. Going down in ranking is perceived as a threat, while going up is going up is perceived as a reward, with the brain releasing releasing dopamine
9. Certainty We crave for knowledge about what’s going to happen to us. Not knowing what’s going to happen is perceived as a threat by the brain.
10. Autonomy Having a say in decisions that concerns us is one of the intrinsic motivators, according to David Pink. The brain perceives threat whenever we do not have the autonomy to make our own decisions.
11. Relatedness Sense of belonging. Any perception of not belonging or not being included creates the threat response by the brain
12. Fairness We want to see everyone treated fairly and equitably. This is an innate yearning that’s developed from childhood.
13. The eng ag ement elements that declined the most from the pre - record-hig h eng ag ement ratio in 2019 to 2022 were: • clarity of expectations • connection to the mission or purpose of the company • opportunities to learn and grow • opportunities to do what employees do best • feeling cared about at work APPLY SCARF https://miro.com/app/board/uXjVM4P- 3d0=/?share_link_id=45482231936
14. The eng ag ement elements that declined the most from the pre - record-hig h eng ag ement ratio in 2019 to 2022 were: • clarity of expectations [Certainty] • connection to the mission or purpose of the company [Certainty/Fairness] • opportunities to learn and grow [Autonomy] • opportunities to do what employees do best [Autonomy] • feeling cared about at work [Status] APPLY SCARF https://miro.com/app/board/uXjVM4P- 3d0=/?share_link_id=45482231936
15. By looking at engagement through the lens of neuroscience, we can develop a deeper understanding of the impact of levels of engagement on human performance.