The document discusses how engagement drives business results and the critical role that feedback plays. It argues that traditional performance reviews are ineffective at providing feedback and promoting engagement. Instead, it recommends supercharging familiar behaviors like recognition, 1:1 meetings, and ongoing feedback through gamification to make the feedback process easier and more continuous. This intrinsic approach could increase engagement, reduce turnover, and boost market position.

1. Engagement to Results
Conquering the feedback challenge
David Priemer
Rypple

2. Key take-aways
1. What engagement means to your business
2. Critical role of feedback plays
3. Why it’s hard to get & how to make it easier
Bonus: harnessing the power of intrinsic motivation

3. My top 2 management lessons learned
1. It’s not about you, it’s about your team
2. Only your mother cares about how
smart you are *
*
2b.
Everyone
else
cares
about
results
.

4. but results begin with…
Engagement

5. Why is the quest for
engagement so elusive?

6. What is “engagement” anyway?
“Engagement is about aligning individuals with
the mission
and
priorities
of the organization.”
Aberdeen Group study, July 2009
Beyond Satisfaction: engaging employees and retaining customers.

7. Engagement reality
Only
21% of employees are truly
engaged in their work
Towers Perrin, Global Workforce Study of 90,000
workers in 18 countries (2008)
7

8. Engagement is really about
“Discretionary effort”

9. Engagement = results
Quality
Increased
Increased
customer
Loyalty
revenue
market
experience
posi0on
Aberdeen Group study, July 2009

10. It’s easy to see who does this well

11. Question
“How do we drive engagement?”

12. Answer
You don’t!

13. Do we love curling THIS much?

14. Question
promote
“How do we drive engagement?”

15. Promoting engagement
“success
depends
on a company’s ability
to
unleash
the
initiative,
imagination
and
passion
of its employees”
Gary Hamel:
WSJ, Dec 2009

16. How to get there
1. Help people know how they’re doing
2. Make positive behaviors visible
3. Encourage ongoing learning

17. …no different than
grooming athletic talent

18. These are all forms of:

19. But feedback is like
going to the gym…

20. Good in theory, hard in practice
1. We all agree it’s a good idea
2. Some of us are good about doing it
3. Most of us aren’t *
* if you gave all your employees free gym memberships, how many would go?

21. Traditional approach:
Put structure in place to
help us give & get feedback
21

22. Traditional approach
Once or twice a year, "
companies stop…and have a
“focal period”

23. Fill out lots of complex forms…

24. …evaluate people on"
abstract skills & competencies…

26. …& give lots of feedback all at once.
“Here’s all the feedback. Now use it!” *
*
“By
the
way,
here’s
your
raise/bonus…”
26

27. Performance reviews don’t work
“Get Rid of the Performance Review! It destroys morale, kills
teamwork and hurts the bottom line.”
“Now is as good a time as any to think about giving up this
bankrupt process.”

28. How people feel about reviews
Y
N
1. Easy
to
complete?
☐

2. Are
they
consistently
helpful?
☐

3. Is
the
experience
enjoyable?
☐

4. Are
insights
easily
assimilated?
☐


29. Not surprising that…
75%!
People
hate
performance
reviews
*Bersin
Associate
Research
People
want
to
hear
60%! from
their
managers
on
a
daily
basis
*Robert
Half
InternaQonal
&
Yahoo
Hotjobs
Survey

30. formal
review
the
best
stuff
formal
review
Reviews miss the best stuff

31. Recognition promotes retention
17%!
People
leave
due
to
insufficient
recogniQon
at
work
*Salary.com
Employee
Job
SaQsfacQon
&
RetenQon
Survey
2007/2008
“One
at
a
Qme,
15-­‐second
praising
is
10x
more
valuable
than
a
group
‘way
to
go
gang’.”
*Tom
Peters,
Author/Management
Guru

32. Why do we do it?
CONFIDENTIAL

33. but…
…the game has changed

34. The old corporate model is breaking down

35. #1: Gen Y is taking over
Mentoring
Millennials
“In four years, Millennials will account for nearly half
the employees in the world.”

36. New definition of feedback
The
Double
Meaning
of
Feedback
“When a ‘Y’ says ‘I'd like more feedback,’ they
are expressing a desire to learn more.”

37. #2: “Meaning is the new money”
CONFIDENTIAL
37

38. Monetary incentives don’t work
“…when the tasks involve higher levels of
cognition or creativity, the monetary incentives
actually stifle performance rather than drive it.
In addition, people undertake activities for
reasons of mastery, purpose, etc. rather than
specifically for monetary reward.”
Daniel Pink
Author, Drive

39. #3: We use personal tools at work

40. ConsumerizaQon
of
IT,
March
17,
2011
“95% of Information Workers Use Self-
95%
of
InformaQon
Workers
Use
Self-­‐Purchased
Technology
for
Work
Purchased Technology for Work”

41. Future state of feedback
1. Continuous
2. Drive business results not
just artifacts
3. Clear benefit to the
employee

42. Solution for today’s workforce
Amplify existing social
95%
of
InformaQon
Workers
Ubehaviors that promote
se
Self-­‐Purchased
Technology
for
Work
engagement

43. Behavior #1: give recognition
“The number one motivator of
peopleof
InformaQon
Workers
Use
Self-­‐Purchased
Technology
for
Work
95%
is feedback on results.”
Ken Blanchard: Author, The One Minute Manager

44. Behavior #2: have frequent 1:1’s
“Encourage managers to have frequent,
ongoingf
conversationsse
Self-­‐Purchased
staff.”
for
Work
95%
o InformaQon
Workers
U with their Technology
Jeffrey Pfeffer: Professor of Organizational Behavior, Stanford

45. Behavior #3: get ongoing feedback
“Reach out to co-workers, listen
and learn, and Workers
Use
Self-­‐Purchased
Technology
for
Work
95%
of
InformaQon
to focus on
continuous development.”
Marshall Goldsmith: CEO coach & best selling author

46. Oh, but it has to be…
Everyone does it
together
Integrates into
work life
People actually
want to do it.

47. Gamification* to the rescue!
* using game-play mechanics in non-
game applications to engage people.

48. Today, people are realizing that game design
has something to say about how we design
solutions to other problems.

49. You can’t save a crappy "
service/product/environment"
by bolting on game mechanics.
+

50. Ex: Gamification of personal relationships
1. Keep in touch with people I know
2. See what people I know are doing
3. Share the things I like with others
4. Know where the action is
5. Feeling of belonging to a group
Intrinsic desires

51. Unexplored
levels
Experiences
I
share
Unexplored
people
My
achievements
StaQsQcs
Icons
&
badges
Unexplored
achievements

52. What if people at work were as
engaged, happy & focused
as they are when gaming?

53. Leveling up
Leaderboards
Badges
Reality"
Work is already filled with
games & game-elements
with extrinsic rewards

54. Engagement * arises out of intrinsic factors
- experiences of competence, self-efficacy, and mastery
*Badges, leaderboards, etc. are the results of achieving mastery.
They’re not the reason to engage in the game.

55. Learning & growth keep people
engaged in their personal lives

56. The Key:
Provide an environment that
Feedback
promotes people’s desire to
achieve mastery of these
important behaviors at work
Coaching
Recognition
Goal Setting

57. Beware: not all work games work
And ournformaQon
Workers
Use
Self-­‐Purchased
Technology
for
Work
game
95%
of
I favorite, the performance review
Formal with very infrequent feedback.
A ritual game with billions spent in wasted enterprise effort.
CONFIDENTIAL

58. Want to learn more about gamification at work?
http://www.slideshare.net/rypple
(Work Better. Play Together? On Enterprise Gamification)

59. The result of feedback mastery…
1. Greater
employee
engagement
2. Reduced
turnover
3. Increased
market
posiQon

60. Haven’t listened until now?
1. Engagement drives real business results
2. A feedback culture is key to promote engagement
3. Supercharge familiar behaviours to make feedback
easy & visible
Bonus: Tap into intrinsic motivation
60

61. Questions?

62. Ping us anytime!
Ready
to
assess
your
people’s
Looking
to
learn
about
how
engagement
using
Drake
Rypple
can
help
promote
InternaQonal’s
Enterprise
feedback
and
engagement
in
Survey
soluQon?
your
organizaQon?
95%
of
InformaQon
Workers
Use
Self-­‐Purchased
Technology
for
Work
Heather
Payne
David
Priemer
hpayne@na.drakeintl.com
dpriemer@rypple.com
416-­‐216-­‐1125
416-­‐480-­‐6498
@heatherpayne
@dpriemer

63. Work better, together.
Feedback, coaching and thanks.
#magic
#checkered
#bulb
#gears
#monstertruck