The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.

1. 1

2. Show 50s-80s and now
Meaning has changes
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3. 3
23% to 67% expect meaningful work

4. 4

5. Why? 5

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7. 7
1 in 5

8. Human Capital – Top CEO Challenge Globally for 2014
http://www.ft.com
8

9. Human Capital #2 – Top CEO Challenge USA for 2014
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Engagement is even starting to be regulated
Excellent Care for All Act,
became law in June of 2010

10. Satisfaction is Not the Same as Engagement
ENGAGED
EMPLOYEES
feel a sense of:
Focus
Urgency
Intensity
Enthusiasm
Persistence
Adaptability
The focus is on
desiring to “give”
10

11. TalentMap’s Focus
Heart Hands
Logical Emotional Behavioural
Head
Employee engagement is a heightened emotional and intellectual
connection that an employee has for his/her job, organization, manager, or
coworkers that, in turn, influences him/her to apply additional
discretionary effort to his/her work.
Career & Financial
Goals Achieved
Values Align with Peers,
Management and Leaders
Discretionary
Effort
11

12. Engagement Matters
Revenue
Customer Satisfaction
Safety
Productivity
Attendance
Retention
Public Confidence
12

13. 13
SERVICE
• Employees’ customer service productivity scores and their employee engagement scores
had a correlation of .51. (Source: Linking People Measures to Strategy. The Conference
Board)
• Companies with high employee engagement scores had twice the customer loyalty
(repeat purchases, recommendations to friends) than companies with average employee
engagement levels. (Source: Are They Really ‘On the Job’?, Pont)
• In a major department store chain, customers scored higher in customer engagement
measures when they were serviced in departments with employees who had high levels
of employee engagement. (Source: Getting Engaged, Bates)
• Teams classified as “high performance zone for engagement” had a 37% net promoter
score (NPS) versus 10% NPS for teams “outside of high performance zone for
engagement.” (Source: Aon Hewitt European Manager Survey 2011. Aon Hewitt)
• Morrison Management Specialists increased client satisfaction by 1 percentage point for
every 2 percentage point increase in employee engagement (Source: Engagement Leads
to Growth at Morrison, Talent Management)
SALES
• Fabick CAT improved “percent of industry net sales” by 300% (Source: A Caterpillar
Dealer Unearths Employee Engagement, Gallup Business Journal)
Engagement Matters

14. 14
QUALITY
• Unnamed Fortune 100 manufacturing company reduced quality errors from 5,658
parts per million to 52 parts per million. (Source: Employee Engagement: The Key
To Realizing Competitive Advantage, Development Dimensions International)
SAFETY
MolsonCoors, it was found that engaged employees were five times less likely than
non-engaged employees to have a safety incident and seven times less likely to have
a lost-time safety incident. (Source: Effective practice guidelines: Employee
engagement and commitment. SHRM)
RETENTION & ABSENTEEISM
…
REVENUE, PROFIT AND SHAREHOLDER RETURNS
…
ROLE OF FRONT-LINE MANAGERS…
Engagement Matters

15. Impact on the individual
15
University of Canberra: a job that we hate is
as bad for our health sometime worse than
not having a job at all
University College of London 2011
not recognized at work have more
heart disease
Whitehall study: Sr. Exec live longer than lower level employees,
not a small discrepancy
Boston College child’s sense of well being
effected by parents that enjoy their work
Engagement Matters – The Magic

16. How To Respond via Texting
1. Standard texting rates only (most free - worst case US $0.20)
2. We have no access to your phone number
3. Capitalization doesn’t matter, but spaces and spelling do
Tips
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18. 19

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20. Why No/Limited Executive Buy In? 21
1. Don’t think it can be
measured.
3. Don’t get presented with a
clear business case for engagement
2. Don’t believe its
all that important.

21. +/- Client A
2012*
+/- TM
Benchmark
It Absolutely Can Be Measured Through Proxy
3
1
4
4
1
2
5
13
6
9
17
15
13
18
84
93
88
79
84
84
77
0% 20% 40% 60% 80% 100%
Overall Engagement
I am proud to tell others I work for my
organization.
I am optimistic about the future of my
organization.
My organization inspires me to do my
best work.
I would recommend my my organization
to a friend as a great place to work.
My job provides me with a sense of
personal accomplishment.
I can see a clear link between my work
and my organization's long-term
objectives.
% Frequency
Unfavourable Neutral Favourable
22
Data is rounded to the nearest whole number
* Number indicates % Favourable score
+1 +4
+2 +4
+8 +8
-2 +2
+5 +10
-3 -1
-2 +1

22. Not only Engagement but the Drivers can be measured
#2 Innovation
#1 Teamwork
#3 Professional
Growth
Employee
Engagement
23
Employee
Engagement
Innovation
Customer
Focus
Work/life
Balance
Information &
Communications
Teamwork
Compensation
Work
Environment
Performance
Feedback
Professional
Growth
Immediate Management
Organizational Vision Senior Leadership
Dependent
Variable
Independent
Variables
23

23. And Improved Over Time 24
56%
58%
60%
62%
64%
66%
68%
70%
72%
74%
76%
78%
80%
2006 2007 2008 2009 2010 2011 2012
%Favourable
Engagement Score of 500 person
Technology Company

24. Why No/Limited Executive Buy In? 25
1. Don’t think it can be
measured.
3. Don’t get presented with a
clear business case for engagement
2. Don’t believe its
all that important.

25. Talk To Him/Her In Their Terms 26
1. Data – statistics
2. Link engagement to business objectives
3. Show case studies of competitors
4. Use split samples
5. Link engagement to his/her personal
goals & objectives
6. Leave a legacy

26. Service Profit Chain 27
Internal
Service
Quality
Employee
Engagement
Employee
Retention
Employee
Productivity
External
Service
Value
Customer
Satisfaction
Customer
Loyalty
Revenue
Growth
Profitability
• Workplace design
• Job design
• Employee selection and development
• Employee rewards and recognition
• Tools for serving customers
• Service concept:
results for
customers
• Service designed and delivered to
meet targeted customers’ needs
• Retention
• Repeat business
• Referral

27. 28
High-engaged stores out-performed the other stores in almost every aspect.
•Met or exceeded quarterly financial targets 40 percent more often;
•Customer loyalty increased by 5.3 percent;
•4.5 percent higher technician productivity
•60 percent lower technician related re-work;
•Three times fewer accidents reported/”

28. 29

29. Wonder Drug For Customer Satisfaction
Chemotherapy and breast cancer survival: r = .03
Antibiotics and the cure for pediatric ear pain: r = .08
Smoking and incidence of lung cancer within 25 years: r = .08
Effect of ibuprofen on pain reduction: r = .14
Alcohol and aggressive behavior: r = .23
Sleeping pills and improvement in insomnia: r = .30
Viagra and improved male sexual functioning: r = .38
Employee engagement and customer satisfaction: r = .43
30

30. Why No/Limited Executive Buy In? 31
1. Don’t think it can be
measured.
3. Don’t get presented with a
clear business case for engagement
2. Don’t believe its
all that important.

31. CEO Needs a Business Case
Questions they have
What is driving engagement in our
organization?
How does engagement impact our bottom
line?
How do we measure up with competitors?
What are my employees saying, and why
does it matter?
Why is the employee engagement initiative
being conducted—what the ultimate purpose?
32

32. Typical CEO’s Questions
Who will see the results?
How will they be used?
How will the results be presented
to senior, middle, and frontline leaders (large group sessions,
webinars, department meetings).
How will leaders be trained
to interpret results and facilitate the action planning process
What types of developmental resources will be available to facilitate
the completion of action plans.
How will confidentiality will be handled
33

33. More Time Building The Business Case
1. Prepare for
Action
2. Develop
Questionnaire
3. Pre-survey
Communication
4. Deploy Survey
5. Analyze,
Interpret & Report
6. Discuss, Clarify &
Plan
7. Communicate &
Act
Training/
Workshops
Action Planning
Framework
Focus Groups &
Interviews
34
Project Logistics
Executive &
Management Buy In

34. Build a Clear Business Case 35
1.Executive Summary
2.Problem Statement
3.Analysis
4.Solution Options
5.Preferred Solution
6.Cost-Benefit Analysis
7.Recommendations
8.Implementation Plan

35. 36
1. Highly flexible
and fluid workforce,
with high turnover
2. Stable workforce
with low
engagement and
low productivity

36. Help Your CEO Connects the Dots 37

37. Logical Connection
The extent to which
employees believe that
they can achieve their
goal (career, financial,
developmental)
Emotional Connection
The extent to which
employees feel their
values align with the
values of their jobs,
managers, teams, or
organisations.
Two commitment types Four focal
points of
commitment
Day-to-
day work
Team
Direct
manager
Organisation
Discretionary effort
Employee willingness to go
above and beyond the call of
duty, such as helping others
with heavy workloads,
volunteering for additional
duties, and looking for ways to
perform the job more
effectively.
Intent to stay
Employee desire to stay with
the organisation, based on
whether they intend to look for
a new job within a year,
whether they are frequently
thinking of quitting, whether
they are actively looking for a
job, or have begun to take
tangible steps like placing
phone calls or sending out
résumés.
The outputs of
commitment
Performance
Retention
90% of engaged
employees say they are
less likely to leave the
organization Suggestion: you need to help
your leaders to ‘get it’
71% of
engaged staff
know what the
customer
wants
Help Your CEO Connects the Dots

38. Engaging
Workplace
Compensation
Work Environment
Performance
Feedback
Professional Growth
Work/Life balance
Teamwork
Communication
Innovation
Customer Focus
Immediate
Management
Organizational Vision
Senior Leadership
Engaged
Attitudes
Proud
Focused
Optimistic
Determined
Resilient
Flexible
Connected
Motivated
Inspired
Emotionally
Invested
Engaged
Behaviours
Goes Extra Mile
Persistent
Helpful
Collaborative
“Can-do”
Approach
Takes Initiative
Ambassador
Business
Results
Employee
Retention
Stakeholder
Satisfaction
Improved
Productivity
Customer
Satisfaction
Growth
Risk Mitigation
39
Help Your CEO Connects the Dots

39. 40
Show your CEO The Complete Plan,

40. 41
Project On Track for June Deployment
May Jun Jul Aug
Prepare for Action
Questionnaire Design
Pre-Survey
Communication
Deployment, Initial
Analysis and Reporting
Leadership
training/Support
Discuss Clarify and
Report

41. Steering Committee
LoB/
LoB
Company-wide
Action Teams
LoB
Local Action Teams
FG
LoB
Steering Committee Chair (member of
Executive Committee)
FG
Steering Committee Conceptual Framework
Executive
Committee
Cross-unit Action
Teams
42

42. Governance for Engagement Improvement
CEO
Executive Committee
Survey Respondents
Focus Group Participants
Local or Company Action Plan Teams
Steering Committee
Feedback & Action Plans Cascade Up
Impact on
engagement
Action Plan
Approval /
Implementation
Input &
Feedback
Action
Plans
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44. http://www.talentmap.com/hria2014 45

45. TalentMap In-Action
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• April 23rd American Society for Quality (ASQ)
• April 24th Webinar - Key Driver - Professional Growth
• May 29th Webinar - Special Guest Helen Handfield-Jones - Talent Review
• June 26th Webinar - Key Driver - Vision
• Sept 10 Conference - Ontario Municipal HR Association (OMHRA)
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• Checklist, FAQs & Best Practices
@talentmap
46

46. sfitzpatrick@talentmap.com
613-248-3417 x 500
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Questions !