Employee engagement has become a global dilemma that has cost companies billions of dollars due to lack of profit and productivity. One of the reasons this dilemma has grown so much is because many companies confuse “engagement” with “satisfaction.” While there is some overlap between the two, most employee engagement initiatives don’t get to the real root causes of disengagement issues, so they never see the results they want. Let's start back at square one and analyze each piece that is needed to solve this giant puzzle of an organization’s employee engagement. You’ll learn: - How the different mindsets of engaged, not-engaged and actively disengaged employees impact their coworkers and the organization - A few strategic models that structure the factors that will be needed to improve engagement - Why employee engagement should be viewed as a symptom and not a cause of an organization’s troubles - How to uncover the correlation between your company’s business challenges and low employee engagement

2. Presenting Today
Katie Miller
Engagement Analyst
BizLibrary

3. www.bizlibrary.com/demo

5. Poll Question?
What percentage of the U.S. workforce
is disengaged?

6. Gallup’s Nine Key Performance Outcomes of
Elevated Engagement
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41%
24%
59%
28%
70%
10%
17%
20%
21%
Lower absenteeism
Lower turnover in
high-turnover organizations
Low turnover in
low-turnover organizations
Less shrinkage
Fewer safety incidents
Higher customer metrics
Higher productivity
Higher sales
Higher profitability

7. In this webinar you’ll learn
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How the different mindsets of engaged, not-engaged and actively
disengaged employees impact their coworkers and the organization
A few strategic models that structure the factors that will be needed to
improve engagement
Why employee engagement should be viewed as a symptom and not a
cause of an organization’s troubles
How to uncover the correlation between your company’s business
challenges and low employee engagement

8. Different Kinds of Engagement
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“Influencers”
ENGAGED
“Retiring in Place”
NOT-ENGAGED
“Toxic Employees”
ACTIVELY DISENGAGED

9. What Is an Engaged Employee?
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10. Satisfaction is Not Engagement
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“Employee engagement is the extent to
which employees feel passionate about
their jobs, are committed to the
organization, and put discretionary effort
into their work.” - Custom Insight

11. How can we improve our
employees’ engagement?

12. Top Attributes of Engaged Employees
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Research from SHRM study, 2015
• Relationships with coworkers
• Contribution of work to the organization’s business goals
• Opportunities to use skills and abilities
• Relationship with immediate supervisor
• The work itself
• The organization’s financial stability

13. The SHRM Model
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14. Relationship Conditions
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Coworkers
Supervisors

15. Strong Relationships: Coworkers
How Can We Improve it?
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Better Onboarding
Lunch and Learns
Competitions
Mentor Programs

16. Better Onboarding: First Impression
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New employees who can take part in a
well-structured onboarding program
are 69% more likely to stay with a
company for up to three years.
One third of 1,000 people surveyed left
their company within six months of being
hired.

17. Mentor Program Do’s and Don’ts
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DO:
- Create a survey to determine who the best
mentor will be.
- Match mentee and mentor based on
similar hobbies, personalities and
interests.
- Allow time for the mentors and mentees to
enjoy time out of the office. Lunch, etc.
- Create goals for the mentors and mentees
to accomplish.
DON’T:
- Pair a mentee with a mentor that is their
direct supervisor.
- Match mentors and mentees in same
departments.
- Plan out the entire time for the mentor and
mentee.

18. Lunch and Learns & Competitions

19. Strong Relationships: Supervisors
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How can you improve it?
Management Training
Practice Soft Skills
Feedback
1:1’s> Annual Reviews Open Door Policies

20. The Importance of Manager Training
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What is the cause?
Their Manager
71%
aren’t engaged on the job
50%
plan on leaving within a year.

21. 58%
of managers said they didn’t receive
any management training.
Managers Are Not Being Trained

22. 1:1’s > Annual Reviews
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"Having regular conversations without the formality of an annual review contributes to an
atmosphere of confidence. Suddenly it's easier for both employee and manager to discuss
concerns and do course correction." - Inc.
Why 1X1’s benefit employees and companies more
1.Instant answers
2.Can celebrate successes and discuss failures

23. Open Door Policies & Practice Soft Skills
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75% of a person's long term career
success was attributed to soft skills

24. Output Conditions
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Output conditions are the work
that the employee is producing
for your organizations
The Work Itself
Using Skills/Abilities
Contributions to Goals

25. Output Conditions
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How can you improve that?
Recognition
Feedback
Challenge
Competency
Assessments

26. Recognition
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3 in 10 employees Of employees say they
would work harder if they
felt their efforts were
better recognized.
69%
Of employees said being
recognized motivates
them in their job.
78%

27. Feedback
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Giving and Receiving
Of highly engaged
employees receive
feedback at least
once a week.
Compared to only
Of employees with
low engagement
43%
18%
Of employees will fail to be
engaged when managers give
little or no feedback
98%

28. Challenge Employees
C h a l l e n g e d
L a c k i n g M o t i v a t i o n

29. How well do you feel that you can demonstrate the
following behaviors linked to the competencies?
Not Applicable Not Very Well Not Well Well Outstanding

30. Organizational Duties
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Maintaining
financial
stability
Employees will only invest their time and effort if they
think there will be a payoff – and if there is to be a
payoff, then the organization must be in operation.

31. Organizational Duties
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How to Improve that?
• Appropriate salaries, promotions, and benefits
• Be transparent with your employees about major changes in the
organization before they happen
In a January 2016 survey, Glassdoor reported that 90% of job seekers say
it’s important to work for a company that embraces transparency.

32. The Lindquist Model

33. In an Engaging Environment, an Employer Provides
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• A well-defined purpose of the work
• Assignments that align with an employee’s skillset
• A strategy for the successful completion of the company’s business goals
• A great work environment

34. Leaders Bear Responsibility for Helping
Employees Stay Engaged by:
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Guiding the employee toward the fulfillment of their goals in
the context of greater business goals
• Caring about employees enough
• Establishing a healthy culture, with open access to crowd-sourced information
• Occasionally “mixing things up”

35. An Engaged Employee Should:
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• Complete work and projects
• Maintain their focus on important projects
• Have some sort of skin in the game
Measure or have access to measurements of their
performance

36. An Engaging Company Should:
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• Has an identity, and can provide an emotional response to why they exist
• Is dedicated to growing and developing within the market
• Offers genuine value to the world
• Has an impact on the world

37. Date of Hire
Peak of Inflated Expectations
EMPLOYEE JOURNEY
TIME
EMPLOYEEENGAGEMENT
Trough of Disillusionment
Slope of Enlightenment
Plateau of Productivity
Trough of Disengagement
Slope of
Re-engagementSlope of
Disengagement

38. The Steps are:
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Listen to your
employees
Focus on
Fostering
Managers
Provide Professional
Development Opportunities
Create a more
autonomous
environment
Regularly
Acknowledge
Employee’s Hard Work

39. The Business Challenge/Employee Engagement Game
ROOT CAUSE OF
LOW EMPLOYEE
ENGAGEMENT
Lack of New
Manager Training
Organizational
Compliance Issues
High Turnover/Low
Employee Retention
Poor Succession
Planning
Skill Gaps Within
Organization
$200
$400
$600
$800
$1000

40. Recap
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Roles for employees and employers in the
SHRM and Lindquist Models.
Employee engagement is a SYMPTOM and not a cause.
Engaged
Not-Engaged
Actively
Disengaged
ENGAGEMENT
3 Levels of Engagement

41. Thank you for attending!
Katie Miller
Engagement Analyst
BizLibrary