Employee Engagement: Research Report

How secure is the future of your organization in these rapidly changing times? Top threats facing business managers today – get your people engaged or face the costly consequences

Areas Covered ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Explosive change at a breath-taking pace ,[object Object],[object Object],[object Object],[object Object],Source: Understanding the Accelerating Rate of Change, Kurzweil, Ray, 2005 (KurzweilAI.net)

Future shock – worried & fearful ,[object Object],[object Object],[object Object],[object Object],Source: Alvin Toffler (1970)

Business is being challenged at every turn ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Challenges facing all businesses today ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Chet Holmes, 2004; Department of Business Statistics, US Bureau of Economics, 2005

Professional/Organizational Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Stephen Covey, 2004

It’s a difficult road ,[object Object],[object Object],[object Object],[object Object],Source: U.S. Department of Economic Analysis, 2005; EconSTATS 2005

Will your company be successful? ,[object Object],[object Object],[object Object],[object Object]

New sciences & technologies ,[object Object],[object Object]

New concepts of time ,[object Object],[object Object],[object Object],[object Object]

Cross-national awareness ,[object Object],[object Object],[object Object]

Innovation ,[object Object],[object Object],[object Object],[object Object],Source: The Economist, 2004

A new base for wealth creation ,[object Object],[object Object],[object Object]

Multiculturalism ,[object Object],[object Object],[object Object]

The war for talent ,[object Object],[object Object],[object Object],[object Object],Source: Michaels, Ed. The War for Talent , McKinsey & Company, 2001

Without them, productivity & innovation are impossible ,[object Object]

A new workforce ,[object Object],[object Object],[object Object],[object Object],[object Object]

Human Resources is a critical factor ,[object Object],[object Object],[object Object],[object Object],Source: Challenger, John. Interview with John Challenger with Challenger, Gray & Christmas , Human Resources Management News, 2004

You are going to lose – (your employees) ,[object Object],[object Object],[object Object]

The potential for turnover in smaller businesses ,[object Object],[object Object]

Finding the right balance ,[object Object],[object Object],[object Object],[object Object]

Communication – you’ve got to start a dialogue! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The importance of communication from managers ,[object Object],[object Object],Source: Sussman, Marsha. Communication: the key to retaining your workforce , citing from the Mercer Human Resource Consulting High Impact People Strategies survey completed in 2003. March 2, 2005

How to keep good people - commitment ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: O’Malley, Michael. Creating Commitment: How to attract and retain talented employees by building relationships that last . 2004

What motivates employees today? ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Cox & Rock, 2004

What are the sources of motivation? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Mercer Human Resource Consulting High Impact People Strategies; What’s Working Survey , 2004

Employee engagement – it’s vital to your organization ,[object Object],[object Object],[object Object],Source: The Gallup Organization, 1999

The elements of employee engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Gallup Management Journal, 3/12/05

The Gallup Organization: a feedback system for the analysis of employee engagement ,[object Object],[object Object],[object Object],Source: EntecCorp, Employee Satisfaction , 12/30/04

Are your employees bored or stressed out? ,[object Object],[object Object],[object Object],[object Object],Source: Harter, JK. (2002) Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies

Do your employees have a sense of well-being? ,[object Object],[object Object],[object Object],Source: Harter, JK. (2002) Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies

Depression is depressing! ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Oregon Business, 7/2000; The Journal of the American Medical Association, June 18, 2003; Depression , 7/1/2005 South Mountain Community College Dept of Health

Companies need to figure out how to create value for their people – OR LOSE THEM! ,[object Object],[object Object],[object Object],[object Object]

Organizations are running at less than 30% of their human potential! ,[object Object],[object Object],[object Object],Source: Gallup Organization, 2004

Costs of active disengagement ,[object Object],[object Object],[object Object],[object Object],Source: The Gallup Organization, 2004

ROI of employee engagement: Get on the Gallup Path ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: The Gallup Organization, 2004; www.workforce.com 12 Questions To Measure Employee Engagement , 2005

A link between employee retention & customer retention ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Roper Starch Worldwide & Unifi Network, a division of Pricewaterhouse Coopers, 2000

Your customers might take their business elsewhere ,[object Object],[object Object],[object Object],[object Object],Source: Reichheld, Frederick. “The Loyalty Effect”, Cambridge. 1996

Shareholder reaction ,[object Object],[object Object],[object Object],Source: Arthur, M.M. (2003). Work-family initiatives and share price reaction: An institutional perspective . Academy of Management Journal, 46 , 497-505

Employee engagement significantly impacts the ability to achieve profitable growth ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Harter, James. Well-being In The Workplace and Its Relationship to Business Outcomes, A Review of the Gallup Studies . 2003

Summing it up ,[object Object],[object Object],[object Object],[object Object]

What should management do? ,[object Object],[object Object],[object Object],[object Object],[object Object]

A strong emotional connection brings about balanced development ,[object Object],[object Object],[object Object],Source: M. Keyes, Flourishing: The Positive Person and The Good Life . 2003

Old management techniques won’t work ,[object Object],[object Object],[object Object],[object Object],Source: Corporate Therapy . The Economist, 11/13/2003

Trends in Management ,[object Object],[object Object],Source: Bain & Company, 2004; AMR Research, 2004; The Cart pulling the horse?, The Economist, April 9, 2005

Management Tools & Business Outcomes ,[object Object],[object Object],[object Object],[object Object]

Strategic planning: how will it help you? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Coaching – what is it? ,[object Object],[object Object],[object Object]

Top reasons coaching works ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Adams, Clive. The Top 10 Most Important Things A Coach Can Do To Help A Client. Coaching Tools & Skills 11/18/96

Coaching – proven ROI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: The Chartered Institute of Personnel & Development, United Kingdom, 2005

What objectives are organizations trying to accomplish with coaching? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: The Chartered Institute of Personnel & Development, United Kingdom, 2005

Bosses are hard-wired to solve problems, but inspiring others to fully engage requires different competencies ,[object Object],[object Object]

Why coaching and mentoring is ideal for managers and management personnel ,[object Object],[object Object],[object Object]

What the press is saying about coaching ,[object Object],[object Object],[object Object],[object Object]

Tangible benefits of coaching Source: The Manchester Review, Vol 6, #1, 2001 ,[object Object],% of Companies Polled

Case Studies (Booz Allen Hamilton) ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Joyce, Amy. Washingtonpost.com, August 8, 2004

Case Studies (Union Energy in Canada) ,[object Object],[object Object],[object Object],Source: The Gallup Organization, 2005

Is your company already using a coach? ,[object Object],[object Object],[object Object],[object Object]

Coaching continuity ,[object Object],[object Object],[object Object],[object Object]

Concerns of HR buyers of coaching services: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: The Chartered Institute of Personnel & Development, United Kingdom, 2005

How to conquer the threats facing employers today ,[object Object],[object Object],[object Object]

What should we do? ,[object Object],[object Object],[object Object],[object Object],[object Object]

PROACTIVE: Acting in advance to deal with an unexpected difficulty ,[object Object],[object Object],[object Object],[object Object],Source: Norris, McLaughlin & Marcus, PA, 2005

A company has been located ,[object Object],[object Object],[object Object],[object Object],[object Object]

Achieving peak performance Peak Performance Intellectual Quotient (IQ) Emotional Quotient (EQ) Spiritual Quotient (SQ) Meaningful Noble goals Common purpose Clear accountabilities Smooth process Define results Caring Trusting Ego-less Peak performance falls into 3 broad categories Balanced Manager Series, Office of HR, Maryland Dept of Health, May 5, 2005 ; HR Career Management Program, John Hopkins University, 2005

A noble intention ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

A holistic approach ,[object Object],[object Object],[object Object]

Arnold Beekes – innovation & communication ,[object Object],[object Object],[object Object]

Keep in mind that engagement is a 2 way street ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The ProPer System: A plan for your employees and your management ,[object Object],[object Object],[object Object],[object Object]

The ProPer System (continued) ,[object Object],[object Object],[object Object],[object Object]

Let The ProPer Way give you the tools you need to be successful ,[object Object],[object Object],[object Object],[object Object],[object Object]

Smooth changes, sustainable results ,[object Object],[object Object],[object Object],[object Object]

A Unique Company with a Unique Margin of Difference ,[object Object],[object Object],[object Object],[object Object]

Low cost program with real ROI ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Success stories ,[object Object],[object Object],[object Object]

More success stories ,[object Object],[object Object],[object Object]

Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Schedule an appointment with The ProPer Way today ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Employee Engagement: Research Report

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Employee Engagement: Research Report