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Keeping employee's engaged in difficult times
1. Keeping Employee’s Engaged
in Difficult Times
Lori M. Smith, Capstone Coaching & Consulting, Inc.
Nikki Novotney Rieck, Strategic Programs, Inc.
2. Session Overview
• A Few Basics About Engagement
• What Are We Seeing In The Workplace Right Now?
• Ways To Re-engage Dis-engaged Employees
• The OD Network: Future Focus
3. Starting Close to Home
What does it mean to be engaged in
your work? What helps keep you
engaged?
4. What is Engagement?
Engaged Employees:
consistently speak positively about the organization to
coworkers, potential employees, and customers
have an intense desire to be a member of the
organization despite opportunities to work elsewhere
exerts extra time, effort, and initiative to contribute to
business success
―Employee engagement is about translating employee
potential into employee performance
and business success.‖
Melcrum Report
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
5. Why is Engagement Important to
Your Organization?
Multiple studies show a correlation between levels of
engagement and business performance
(Gallup, Towers Perrin, Great Places to Work, International Survey Research)
Engagement studies reveal companies with higher
percentages of highly engaged employees also have:
Strong customer-focused organizations
Increased retention, decreased absenteeism and staff turnover
Better financial performance:
(Revenue growth (Towers Perrin), Operating Margin And Net Profit Margin (1999, 2001
ISR), Total Shareholder Return (2003, Hewitt), Stock Market Performance (2002, The
Frank Russell company)
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
6. Engagement Measures a Composite:
The words and actions of senior management
The words and actions of direct supervisors
Informal recognition of work well done
Clarity around one‘s roles and responsibilities
An equitable basic workplace environment
Clear and regular communication
The opportunity to develop skills and talents
Belief in the future of the company
Formal reward and recognition
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
7. Top 6 Drivers Of Employee
Engagement
Actions of Senior leadership
Actions of Direct supervisors
Opportunities for career advancement
Belief in vision, values and strategy
Fostering of people culture
Compensation and benefits
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005. p. 59, North America.
9. Impact of Loss of Engagement &
Turnover
Financial
Organizational performance
Customer dissatisfaction
Loss of competitive edge
Reduced safety
Decreased quality
10. What Are We Seeing Right Now?
Reactions to the Recession
In your organizations?
72% of companies have reduced their
workforce in response to the recession
(Towers Perrin)
The number of actively disengaged workers has
gone from 3% to 24% in organizations who have
laid off workers (Gallup)
Source: Re-Engage Disengaged Employees, Alison Davis, SHRM website
11. Reactions to the Recession
47% of high performers are looking to leave
their jobs when the economy picks up
Only 18% of low performers want to
leave
Source: Leadership IQ.com
12. Engagement Factors
50
40
30
Frequency Count
20
10
0
Source: Research by Strategic Programs, Inc.
13. Importance vs. Performance
4.00
3.50
3.00
Importance
2.50 Performance
2.00
1.50
1.00
Source: Research by Strategic Programs, Inc.
14. Top 6 Drivers Of Employee
Engagement
Listed in order of impact:
Actions of Senior leadership
Actions of Direct supervisors
Opportunities for career advancement
Belief in vision, values and strategy
Fostering of people culture
Compensation and benefits
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005. p. 59, North America.
15. Ways to Re-engage
Dis-engaged Employees
• Your thoughts
• Ask team members (customers) what engages them and then
take meaningful action – 1 on 1
• Talk with your team members—ask them what they need to be
successful? what drives them crazy? Determine what is
actionable and then follow through
• Create ownership for the work and for success
• Help team members see how their work contributes to the
overall success of the business and to the customer
• Find meaning in your work – how does it contribute to the
overall good?
16. Ways to Re-engage
Dis-engaged Employees
• Use the ―Swiffer Strategy‖ – find ways to look at the same ‗ole
problems from a new perspective – ask those closest to the
work
• Focus on using team member‘s strengths – and leveraging
strengths of the whole team to get the work done
• Get team members more information – and deliver it face-to-
face and in small doses, more often
• Use Skype—or other ways to add faces to virtual meetings
• Use social media to help employees connect across the
organization – Best Buy Blue Shirt Nation
17. Ways to Re-engage
Dis-engaged Employees
• Take a personal approach -- get to know one another
• Use f2f recognition, at least once a week within your team
• Increase ownership for the results
• Expect team members to contribute
• Invest in your people – if you don‘t have $, invest time
• Find humor – appropriately of course
• Uncover the collective genius of your team members – they
just might surprise you
18. The Role of Senior Leaders in
Building Engagement
The top six most important actions for senior
leaders to build employee engagement:
1. Communicate a clear vision 70%
2. Build trust in the organization 46%
3. Involve employees in decision making that 40%
will affect them
4. Demonstrate commitment to the company‘s values 39%
5. Being seen to respond to feedback 33%
6. Demonstrate genuine commitment to 28%
employees‘ well being
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
19. How Organizations Measure the Impact
of Engagement Efforts
By evaluating fluctuations in our employee survey scores 55%
By evaluating anecdotal feedback from employees through 49%
focus groups, online forums, etc…
By observing employees‘ willingness to participate in 32%
company programs
By observing increases in employees‘ receptiveness to change 29%
By analyzing other data in the business, 29%
i.e. profitability, retention, etc..)
Through other means 4%
We do not formally measure the impact of our engagement 32%
endeavors at this time
Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
20.
21. Board Planning Retreat
• Held in mid-September
• Included past, present and future board membership
• Used several sources for planning:
– Historical context of who we are
– Vision
– Purpose
– Results of Member Survey
• SOAR Analysis
• Goal Setting
22. Where Omaha OD Network is
Going: Our Focus for 2010-2015
Four Key Areas in Five Years:
• Create multiple avenues to help members explore, learn
and apply OD methods, tools and techniques.
• To be the preferred source for our members by providing
education about leading edge topics incorporated into
programs and professional development.
• Create a 5-year plan for creating a more robust website.
• Create increased awareness with senior leaders in the
business community about how OD can help them achieve
business results.
23. In 2010
Create Multiple Avenues
• Use round table discussions to create intentional connections
between members—deepen knowledge & networking
• Provide three additional program opportunities for
professional development outside the monthly programs
Leading Edge Topics
• Identify two leading-edge, OD-related topics to incorporate
into 2010 programming
24. In 2010
More Robust Website
• Create a plan for website development that will include the
features most in demand from members, as indicated in 2009
(and future) member survey
Increased Awareness with Senior Leaders
• Target one event per year to invite and target the interests of
a broader audience, including business leaders
25. How Can You Make a Difference?
• Stake a claim in the success of Omaha OD Network
– We‘re striving to move from less than 10% members actively
involved, contributing to the organization beyond monthly meetings, to 20%
members actively involved in 2010.
• Use your strengths to contribute to our cause:
– Program and Professional Development Committees Need People Who:
• have ideas or who
• ―know people‖ who would be good resources or who
• Like to organize or people who
• Get smarter or people who
• Like to network or people who
• Just want to make this a stronger, more vibrant and exciting chapter
Contact Nikki Novotney Rieck (303-596-3357) or Pam Nienaber (402-481-5693) --
Program Committee or Todd Conkright (777-3925) for Professional Development
– Communications Committee Needs a Few People who are Interested in Working
with our Website Strategy and Vendor,
Contact Dani Evans (361-7471)
26. "I dwell in possibility."
Emily Dickinson (1830-1886)
American poet
"We do not describe the world we
see, we see the world we
describe. "
by Joseph Jaworksi,
Synchronicity the Inner Path of Leadership