Learning Culture and Employee Engagement: 6 Ingredients for Success

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Learning Culture and Employee Engagement
Cassie Whitlock
Director of HR
BambooHR
Erin Boettge
Content Marketing Manager
BizLibrary

Employee Engagement Levels
Actively Engaged

Actively Engaged Neutral / Not-Engaged

Actively Engaged Actively DisengagedNeutral / Not-Engaged

Actively disengaged
employees cost the U.S.
$483 billion to $605 billion
each year in lost productivity.

Engagement Measurement Tools
Gallup’s Q12
Kenexa’s Survey
Accord Management
System
HR Solutions’ Sweet 16

Measuring Engagement
ALTERNATIVE DIRECT
MEASURES
The percentage of participation in
ad-hoc meetings and initiatives vs.
recurring meetings and
processes.
Time spent collaborating
directly with customers
outside of normal scope
of work.
The number of network
connections and time spent
with people outside of
immediate team or region.
The amount of work
that occurs outside of
normal working hours.
Harvard Business Review, A Primer on Measuring Employee Engagement

Measuring Management Quality
• One-on-One: Employee time spent with managers
• Skip-level Time: Exposure to colleagues up the ladder
• Networking managers: Well-connected direct managers
• Balanced Time: too much or too little manager input
typically decreases engagement

Measuring Colleague Influence
• Team Ratio: Measure the ratio of highly engaged
employees vs. disengaged employees on a team
• Collaborator Ratio: Measure the ratio of highly
engaged employees vs. disengaged employees in
a list of a person’s most frequent co-collaborators

Measuring Relationships
• Strong Tie Connections: Relationships with frequent and
relatively intimate interactions typically increase engagement
• Weak Tie Connections: Exposure to ideas from outside
core relationships typically increases engagement
• Balanced Variability: How frequently their network changes
over time, ranges from unsettling to stagnant, find a balance

Measuring Work Schedule
• Meeting Hours: Engagement decreases with more time
spent in meetings with more than 20 attendees
• Calendar Fragmentation: Engagement decreases without
meaningful time to work between meetings or events

Learning Culture:
the climate your organization
creates as you handle change.

Career Goals:
clear path to
reach one's
full potential
Motivational Needs:
challenging work, feeling of
accomplishment, sense of team
Empowerment Needs:
top cover, trusted colleagues, ability to
effect change, permissive policies
Intrinsic Needs:
job satisfaction, shared belief in the mission,
passion for the work
Physical Needs:
competitive salary, access, training/knowledge
Self-fulfillment Needs
Psychological Needs
Physical Needs

Career Goals:
clear path to
reach one's
full potential
Motivational Needs:
challenging work, feeling of
accomplishment, sense of team
Empowerment Needs:
top cover, trusted colleagues, ability to
effect change, permissive policies
Intrinsic Needs:
job satisfaction, shared belief in the mission,
passion for the work
Physical Needs:
competitive salary, access, training/knowledge
Self-fulfillment Needs
Physical Needs
Psychological Needs

Signifiers of a Successful Employee
1. Contributes to a successful team
2. Given extra responsibility
3. Salary increase
4. Recognition from supervisor
5. Recognition from peers

SMART Goals for Attributes
• Specific: target a behavior that connects with the attribute
• Measurable: track incidences of that behavior over time
• Actionable: focus on personal behavior, not someone else
• Results-focused: count success rather than lack of failure
• Time-bound: measure at regular intervals

GOAL: Be less passive aggressive

“I’m not going to complain about my manager for 30 days”
Hard Way

“First, I’ll do a root cause analysis of why I’m frustrated. Then I will bring
it up with Norah within the day, either with a direct conversation or, if
more appropriate, a private email.
I’ll measure how many times this happens over the next 30 days,
then try to improve on my count.”
Better Way

Top 10 Skills:
IN 2020 IN 2015
1. Complex Problem Solving
2. Critical Thinking
3. Creativity
4. People Management
5. Coordinating With Others
6. Emotional Intelligence
7. Judgment And Decision Making
8. Service Orientation
9. Negotiation
10. Cognitive Flexibility
1. Complex Problem Solving
2. Coordinating With Others
3. People Management
4. Critical Thinking
5. Negotiation
6. Quality Control
7. Service Orientation
8. Judgment And Decision Making
9. Active Listening
10. Creativity
Source: Future of Job Report, World Economic Forum

Key Competencies
·EmotionalIntelligence
·CoachingSkills
·Communication Skills
·Delegation

Emotional Intelligence
Our ability to understand and monitor our own feelings and
emotions, and the feelings and emotions of those around us.
• Attitudes, choices and behaviors
• The connection and interaction of the
emotional and rational parts of our brain
• Strategies to adopt and improve

Coaching Skills
The manager focuses on the actual needs of his
or her employees and puts those needs first.
• Ask vs. Tell Approach
• Focus on the development of
the employee, not the tasks
• Structure for accountability,
action and outcome

Why Are Coaching Skills Important
For Your Managers?
Top Missing Skills In
Mid-Level Leaders
1. Coaching
2. Performance Appraisal
3. Developing Others
4. Managing Change
5. Communications
6. Business Acumen
SOURCE: Bersin by Deloitte
21%
Organizations with senior leaders who coach
effectively and frequently
IMPROVE BUSINESS RESULTS BY 21%
SOURCE: Bersin by Deloitte

Communication Skills
Ensuring the message and method are
appropriate to the situation and desired results.
• Feedback
• Keep employees connected
• Maintain relationships

New Communication Realities
• 48% work remotely for at least half of their work week
• 55% say that seamless remote management
is an achievable goal with manager training
• 54% consider trust an important issue
• 43% use manager/employee video communication
• 39% believe remote management helps maintain
a more professional relationship

Delegation
The right tasks to the right people

Feedback Response
Internalize Engage Ignore

Over-Controlling Managers
• Remove decision-making responsibility and creativity
from employees on their teams
• Lower the workday experience on the hierarchy of needs
• Lead to burnout or indifference for their employees
• Create a bottleneck at the managerial level
• Limit performance to their own strength

Barriers to Receiving Feedback
• Truth: we protect our opinion by telling ourselves that our critics
don’t know what they’re talking about
• Relationships: “Who are they to question ME?”
• Identity: mental discomfort comes from knowing that you’re wrong,
can lead to questioning other assumptions about underlying realities

Tips for Receiving Feedback
• 80/20 rule: Whoever is offering feedback should listen
80 percent of the time and talk 20 percent of the time
• Guide employees to solutions through coaching questions
• Using questions helps employees grow into their
responsibility rather than taking it from them
• Effective feedback trains employees in the thought
processes they need to solve their own problems

Three Types of Feedback
• Evaluation rates or ranks employees on a set of criteria
• Coaching helps employees change and improve.
• Appreciation tells employees that they matter and belong

Self-Management Process
• Committing to a meaningful purpose
• Choosing the best way to fulfill that purpose
• Performing work activities competently
• Making progress toward achieving that purpose

Sense of Meaningfulness
• A non-cynical climate—freedom to care deeply
• Clearly identified passions—insight into what we care about
• An exciting vision—a vivid picture of what can be accomplished
• Relevant task purposes—connection between our work and the vision
• Whole tasks—responsibility for an identifiable product or service

Sense of Choice
• Delegated authority—the right to make decisions
• Trust—confidence in an individual’s self-management
• Security—no fear of punishment for honest mistakes
• A clear purpose—understanding what we are trying to accomplish
• Information—access to relevant facts and sources

Sense of Competence
• Knowledge—a store of insights from education and experience
• Positive feedback—information on what is working
• Skill recognition—due credit for our successes
• Challenge—demanding tasks that fit our abilities
• High, non-comparative standards—demanding standards that don’t force rankings

Sense of Progress
• A collaborative climate—co-workers helping each other succeed
• Milestones—reference points to mark stages of accomplishment
• Celebrations—occasions to share enjoyment of milestones
• Access to customers—interactions with users of what we’ve produced
• Measurement of improvement—show how performance gets better

Presenting Your Culture
• Help employees develop stronger connections
with each other and with your organization
• Keep your mission, vision, and values grounded
in real human experiences
• Match your values to what your
employees value in their own lives

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Learning Culture and Employee Engagement: 6 Ingredients for Success

Learning Culture and Employee Engagement: 6 Ingredients for Success

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