The document outlines an engagement plan with the objectives of making a business case for engagement, developing an engagement strategy and process, and summarizing the key points. It discusses defining engagement as passion for excellence and commitment beyond obligations. The plan aims to leverage currently engaged employees, focus on the manager-team relationship, and collaboratively develop a culture based on seven engagement factors. It provides details on processes to engage early adopters, build healthy teams, and develop an engaging culture.
9. WHY WE CARE
Engaged employees share two key traits
IncreasedProductivity
Decreased Attrition
In addition these people tend to be more…
Collaborative, creative and flexible
10. CURRENT MACRO SITUATION
Less than 1/3 of employees [US] engaged
(2012 Gallup, Conference Board, et al)
50% of people not engaged
Notengaged = neutral or ineffective
Compliance vs. commitment
~20% of employees dis-engaged
Dis-engaged = actively working on goals/needs
other than ours
11. CURRENT MICRO VIEW
Mxxx 2/3 people “new” (<6 mo’s)
No history to rely on/carry forward – as
positive as it is negative
Within this calendar year the excitement of
being “newly-hired” ceases
Absent overt intervention our engagement
rates will approximate the US avg
12. SEVEN FACTORS FUEL ENGAGEMENT
Relationship with boss
Personal recognition
Professional development
Coaching & feedback
Inclusion & involvement
Social systems
Communication
13. ENGAGEMENT OBJECTIVE
Create and sustain environment that moves
beyond the four walls causing people to
embody healthy, productive and renewing
work relationships for the long-term
14. ENGAGEMENT STRATEGY
Leverage current highly engaged people with
additional responsibilities & challenges
Focus on the interface between team and
direct manager
Collaboratively develop culture using the
seven factors
15. RATIONALE
Near-term “wins” excite teams
Focus on existing believers redefines
nature of work
Relationship of managers and teams most
visible opportunity for engagement
Culture based on seven factors sustains
healthy workplace long-term
16. IMPLICATIONS
Not everyone makes the transition
Divergence in prior experience of talent
means un-doing poor cultural habits
Working in highly engaged environment
increases expectations of leaders
Engagement is emotional; not always
comfortable or predictable
Avoid the extremes; concentrate on the mid
19. LEVERAGE EARLY ADOPTERS
Identify resources who are already “there”
Enroll believers in creating action plans
Immerse in change management practices
Provide technical leadership opportunities
Invest in interpersonal skills training
Envelop informal communication systems
20. HEALTHY TEAMS
Believe work is fun; amplify this
Support model behaviors
Develop healthy interactions for conflict,
debate and problem-solving
Reach-out plans for distressed members
Every member adds value
21. CULTURE
Define the Mxxx culture incorporating the
forward mission
Celebrate successes
Act collaboratively
Openness in sharing good & bad news
Fully immersed in customer engagement
23. RELATIONSHIP
Role clarity for manager and team members
Manager as coach
Manage vs. lead
Situational leadership
Learn employees’ stories
Recognize life is larger than work; things
happen
25. DEVELOPMENT
Career planning long and short-term
Baseline of technical, business and social
skills
Development as active vs. passive
Limited time roles key to learning
Post-completion assessment foundational
26. COACHING
Separate coaching and counseling
Train effective coaching techniques
Use critical incidents as profile material
Selective coaching techniques
27. INCLUSION
Share broadly as much as possible
Retain right to not share
Inclusion brings responsibility
Ideas are the price of admission
Delegation and inclusion work together
Willingness to let others lead the way
28. SOCIAL
Cross functional fun
Event driven excuse to party
Business case reasons to learn about others
Community outreach opportunities
Social media presence
Family inclusion
Humanize each other
29. COMMUNICATION
Develop employee voice
Cultural sync of messaging
High-touch, low-tech
Listening skills
Formal and informal tools
Testing for understanding (tribute to Covey)
Recap
31. SUSTAINING PRACTICES, PEOPLE
Identity non-performers
Management/non-management
Promote active/visible leadership
Reviews/ratings/results
Remain open to contrary views
Openness drives inclusion and involvement
Open ≠ loose
32. SUSTAINING PRACTICES, PROCESS
Ensure support processes are in sync
Recruiting/hygiene/strategy
Renew systemic approach over time
Remain current in cultural practices
Leverage communication system as the key
34. SUMMARY
Engagement drives greater return on people
Systemic element allowing us to focus
Executed well, becomes a competitive
advantage and a differentiator