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Employee Engagement

  1. 1. Employee Engagement
  2. 2. At the end of this module, you will be able to:  List what employee engagement is and why it matters to your business.  Measuring Engagement with Survey and Interview  Use best practices for engaging employees.  Identify new ideas from Case Study Learning Objectives 2
  3. 3. Executive Summary • Employee engagement is a critical factor in running a successful business. • Employee engagement has dropped significantly in the past several years due to the economic downturn, resulting layoffs, and other cost-cutting measures. • Increasing your level of employee engagement will ensure the long- term success of your business. 3
  4. 4. Why is it Important? Percentage of employees actively engaged 30% Percentage of employees who do not trust their managers 70% The UK has 6% lower average engagement levels than other large economies (Kennexa, 2011) 6% Percentage below G7 productivity levels (International comparison of productivity gap) 20%
  5. 5. Numerous studies show a strong correlation between levels of employee engagement and several business performance indicators including: ― Retention ― Profitability ― Earnings per share (EPS) ― Operating income ― Net income ― Profit margins ― Customer satisfaction ― Sales ― Safety Disengaged employees :  miss an average of 3.5 more days per year  Are less productive  Cost the US economy $355 billion per year Why is it Important?
  6. 6. Consider these statistics (from ―In 2006, Gallup examined 23,910 business units and compared top quartile and bottom quartile financial performance with engagement scores. They found that businesses with engagement scores in the top quartile averaged 12% higher customer advocacy, 18% higher productivity, and 12% higher profitability. ―A second Gallup study in 2006 of earnings per share growth of 89 organizations found the EPS growth rate of organizations with engagement scores in the top quartile was 2.6 times higher than organizations with below-average engagement scores. ―The Corporate Leadership Council reported that engaged organizations grew profits as much as 3 times faster than their competitors. ―Hewitt reported that businesses with more than 10% profit growth, had 39% more engaged employees, and 45% fewer disengaged employees than businesses with less than 10% growth. Why is it Important?
  7. 7. Studies have also shown a high correlation between levels of employee engagement and important employee statistics, such as productivity, turnover, absences, accidents, and sick days. – More statistics from • Gallup found that engagement levels can be predictors of sickness absence, with more highly engaged employees taking an average of 2.7 days per year, compared with disengaged employees taking an average of 6.2 days per year. • Engaged employees are 87% less likely to leave the organization than the disengaged employees. • The cost of high turnover among disengaged employees is significant; some estimates put the cost of replacing each employee at equal to annual salary. – These findings emphasize what good leaders already instinctively know: Increasing the level of employee engagement in your business is good for business. Why is it Important?
  8. 8. Imagine if 30% of lights didn’t work…
  9. 9. Key Take-Aways Employee engagement matters Engagement levels are low But can be improved Engagement should be measured Survey results must be acted on Engagement is not just an “initiative” or “program” HR has critical role – champion, facilitator and model
  10. 10. • AKA “Generation Y” • Birth years from the early 1980s to around 2000. • “Millennials are focused on making meaning, not just making money. This may well strike X-er managers and HR personnel as too precious and lofty an attitude for the real world, but that’s the reality that organizations have to come to grips with.” - gen-y-is-from-venus-a-primer-on-how-to-motivate-a-millennial/ Millennial Generation
  11. 11. THIS IS ABOUT: Managing Employee Performance and Optimizing Human Capital By Engaging Employees
  12. 12. Employee Engagement, What is it ? ‘Positive attitude held by the individual towards the organisation and its value’ (Robinson et al.,2004) ‘Employee’s willingness and ability to help their company succeed, largely by providing discretionary effort on a sustainable basis….Engagement is about passion and commitment – the willingness to invest oneself and expand ones discretionary effort to help the employer to succeed’ (Perrin’s Global Workforce Survey, 2003) ‘Involvement with and enthusiasm for work’ (Gallup) Positive attitude, passion, commitment and discretionary effort ‘Employee engagement levels are measured in various ways—from very informal “asking around” to formal employee surveys; no matter how it is measured, the results are quite compelling.’
  13. 13. Three Categories of Engagement Copyright © 2014 Gallup, Inc. All rights reserved.
  14. 14. Employee Satisfaction vs. Employee Engagement Employee engagement is not the same as employee satisfaction. • Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible. • Engaged employees are motivated to do more than the bare minimum needed in order to keep their jobs. Employee satisfaction… – only deals with how happy or content employees are. – covers the basic concerns and needs of employees. – does not address employees’ level of motivation or involvement.
  15. 15. Employee Engagement Framework Engagement with The Organization Engagement with “My Manager” Strategic Alignment Competency High Performance An employee engagement model based on statistical analysis and widely supported by industry research.
  16. 16. Engagement with The Organization • Measures how engaged employees are with the organization as a whole. • Includes employee feelings about and perceptions of senior management. • Key components include trust, fairness, values, and respect - i.e. how people like to be treated by others, both at work and outside of work.
  17. 17. Engagement with “My Manager” • A more specific measure of how employees feel about their direct supervisors. • For most employees, this factor has the largest impact on day-to-day life at work. • Topics include mutual respect, feeling valued, being treated fairly, receiving feedback and direction, etc.
  18. 18. Beyond Engagement – Alignment & Competency Strategic alignment • Does the organization have a clear strategy and set of goals? • Do employees understand how the work they do contributes to the organization's success? • Strategic Alignment ensures that employee effort is focused in the right direction. An organization needs more than just engaged employees in order to succeed. There are two additional areas that relate to employee performance and that are closely linked to engagement. Competency • Do managers have the skills needed to get the job done? • Do managers display the behaviors needed to motivate employees? • Competency is measured with 360 Degree Feedback.
  19. 19. Employee Engagement Dynamics Drivers of Engagement - What matters most? Knowing whether employees are engaged or disengaged is only the first step. You also need to understand the key drivers of engagement. We employ two techniques that enable you to identify what to focus on and how to improve in those areas. 1. Priority Level - we look at the statistical patterns across all groups in your organization to determine which items are impacting overall engagement within each demographic group. 2. Virtual Focus Groups - next, we ask targeted follow-up questions at the end of the survey that ask employees to provide examples of problems as well as suggestions for how to improve. These comments often provide the detailed and specific what, why, and how so you can take action.
  20. 20. Engagement is Measured with Employee Surveys What do surveys measure? What do we use the information for? The level of engagement in the workforce To understand employee sentiment How engagement varies across departments, countries, job levels, demographic groups etc. To identify best practices and ‘hot spots’ What issues underpin engagement To set priorities to guide decisions and organisational change Views and opinions on management practices and other issues To open a dialogue with employees to create engagement and focus on areas of most concern
  21. 21. • According to Gallup, Inc. (Oct. 2011): –29% of American Employees are Engaged. –52% of American Employees are Not Engaged. –19% of American Employees are Disengaged. • In other words, 71% of the U.S. workforce is either under-performing, or is actively undermining the work of their co-workers. U.S. Statistics
  22. 22. U.S. Statistics
  23. 23. Power of Employee Engagement -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% Absenteeism Turnover (high-turnover orgs)) Turnover (low-turnover orgs) Lost or stolen inventory Safety incidents Customer scores Productivity Profitability Key Performance Indicators Top- and Bottom-Quartile Work Groups
  24. 24. Five-Factor Definition of Employee Engagement 1. Believe in and support the goals and objectives of the business 2. Feel a sense of belonging to and pride in the company 3. Are willing to go the extra mile to ensure that personal contributions help the department and overall organization to be successful 4. Find Value, Create Value, Feel Valued 5. Resilient and Change-Ready
  25. 25. Poll: Why Do You Care About Engagement?  Conducted an engagement survey and we can do better  Going through significant change and want to keep our employees engaged  Want employees to be engaged in our business strategy  Our C-Suite Exec’s care about employee engagement  Honestly, I don’t think my company cares very much about employee engagement
  26. 26. Employee Engagement Data Actively Disengaged “Up for Grabs” 13% 76% Actively Engaged 11% Believe in Goals and Objectives Pride and Belonging Find, Create, Feel Valued Go Extra Mile Resilient and Change-Ready The Lack of Engagement Can Be Masked By Low Turnover and Long Work Hours Source : PCI Copyright 2008
  27. 27. Source : PCI Copyright 2008 Highly Committed & Engaged Actively Engaged 11% Best Companies: Highly Engaged = 24% Lowest Companies: = 3% 57% More Discretionary Effort 87% Greater Intention to Stay 71% Higher Revenue (Industry Av)
  28. 28. Segmentation Differences • Size of company did not matter • Industry did not matter • Demographic factors (gender, age, geography, job, tenure, level) did not change the results
  29. 29. Employee Engagement What to do ? Managers: 5 things Align efforts with strategy Empower Promote and encourage teamwork and collaboration Help people grow and develop Provide support and recognition where appropriate Organisation: 10 things 1. Start on day one – recruitment 2. Start at the top – senior management commitment 3. Develop two-way communication 4. Give satisfactory opportunities for development and advancement 5. Ensure that employees have everything they need to do their job 6. Give appropriate training 7. Have strong feedback system 8. Provide incentives 9. Build a distinctive corporate culture 10. Focus on top-performing employees Individual: Drivers Personal attributes Organisational context HR practices
  30. 30. Linkages to Employee Engagement
  31. 31. Organisations with higher engagement level Outperformed the total stock market index Posted total shareholder returns 22% higher than average Twice the annual net income 4.2 times more likely to deliver above average profit 15% of a store’s year on year growth can be explained by the level of engagement 12% higher growth in sales
  32. 32. Higher engagement levels have lower patient mortality rates 7 percentage points difference in customer service scores between top 10% and bottom 10% Contracts delivered by engaged employees showed higher customer loyalty Companies with engagement scores in the top quartile averaged 12% higher customer advocacy 84% of ‘Worlds Most Admired’ Companies stated their efforts to engage employees had strengthened customer relationships
  33. 33. Engagement scores in the top quartile averaged 18% higher productivity 71% of companies with above average employee engagement performed above their sector average Engaged staff able to talk to additional 800 customers per year Higher sales and lower absence
  34. 34. £26m of improvement opportunities 59% of engaged employees say work brings out their most creative ideas – only 3% of disengaged employees agree Engaged employees are more likely to search out new methods, techniques and transform innovative ideas
  35. 35. Engagement and Innovation Overwhelming evidence : some examples Empowerment: Multiple studies linking empowerment-enhancing strategies with improved organisational performance including innovation performance (Spreitzer, 1995; Conway and McMackin, 1997; Read, 2000; Black and Lynch, 2004; Lynch, 2007; McLeod and Clarke, 2009; Subramony, 2009). Spreitzer (1995) conceptualises empowerment as constituting four dimensions ability, autonomy, impact and significance, the first reflecting ability and the latter three reflecting opportunity Positive relationships: Overwhelming evidence that positive relationships and encouragement from managers are very important elements of innovation climate (James and James, 1989; Amabile, 1993; Anderson and West, 1998; Shipton et al., 2006; Patterson et al., 2005; Hunter et al., 2007). Energy and vigour: Positive relationships also create greater levels of energy and vigour in organisations (Spreitzer and Sutcliffe, 2007). Vigour and dynamism are very closely linked and this allows for greater adjustment to rapid change and innovation (Bruch and Ghoshal, 2003; Cross et al., 2003).
  36. 36. Absence levels reduced by 26% Engaged employees in the UK take an average of 2.7 sick days per year, while disengaged staff take 6.2 Sickness absence costs the UK economy £17 billion per year Higher engagement levels have lower absence levels
  37. 37. High levels of engagement are positively associated with wellbeing Strong correlation between engagement and wellbeing
  38. 38. Bottom 10% has 2x voluntary turnover Bottom 10% ranked by employee engagement had almost twice the voluntary turnover
  39. 39. Engaged Employees: Perform better, work harder, longer, smarter Work more vigorously, offer innovative suggestions
  40. 40. Employee Engagement: Statistics and Case Studies REVENUE GROWTH Organisations in the top quartile of engagement scores demonstrated revenue growth 2.5 times greater than those in the bottom quartile. CUSTOMER SATISFACTION Companies with top quartile engagement scores average 12% higher customer advocacy. PROFIT Companies with engagement scores in the top 25% had twice the annual net profit.
  41. 41. Employee Engagement: Statistics and Case Studies PRODUCTIVITY Organisations in the top quartile of employee engagement scores had 18% higher productivity. INNOVATION 59% of engaged employees said that their job brings out their most creative ideas. EMPLOYEE TURNOVER Companies with high levels of engagement show turnover rate 40% lower than companies with low levels of engagement.
  42. 42. Employee Engagement: Statistics and Case Studies HEALTH & SAFETY Organisations with engagement in the bottom quartile average 62% more accidents than those in the top. EFFICIENCY An insurance company found that teams with higher engagement had 35% less down time between calls – equivalent to one ‘free of charge’ employee to every eight employees.
  43. 43. • Numerous surveys and tests measure employee engagement levels. Most high quality surveys are geared and priced for larger businesses. • Listening to employee feedback, acting on your findings, and continually improving is more important than a fancy survey. • One of the most simple yet impactful surveys for measuring engagement levels is the Gallup Q12 Index which includes 12 questions that have been used by thousands of workgroups internationally to understand and increase levels of engagement. You can contact Gallup to use the Q12 Index. • The ideas on the following pages 13–14 demonstrate how a business owner keeps his employee engagement high without a formal survey. His supervisors informally collect data every quarter to provide the management team a sense of employee engagement levels. • Important Note! Do not ask for feedback or issue a survey if you are not committed to using the responses to make positive changes. It can do more harm than good and potentially disengage employees. How to Measure Employee Engagement
  44. 44. The 12 Items that measure employee engagement EMPLOYEE’S NEEDS Knowing What’s Expected Focus Me Materials and Equipment Free Me From Unnecessary Stress Opportunity to Do Best Know Me Recognition and Praise Help Me See My Value Someone at Work Cares Care About Me Someone at Work Encourages Development Help Me Grow Opinions Count Hear Me Connection to the Company Mission Help Me See My Importance Committed to Quality Work Help Me Feel Proud Best Friend at Work Help Me Build Trust Talking About Progress Help Me Review My Contribution Opportunities to Learn and Grow Challenge Me
  45. 45. Gallup Engagement Hierarchy Q12. Opportunities to learn and grow Q11. Progress in last six months Q10. I have a best friend at work Q9. Coworkers committed to quality Q8. Mission/Purpose of organization Q7. At work, my opinions seem to count Q6. Someone encourages my development Q5. Supervisor/Someone at work cares Q4. Recognition last seven days Q3. Do what I do best every day Q2. I have materials and equipment Q1. I know what is expected of me at work Q12 ® Engagement Items: Teamwork Leadership Support Basic Needs Growth What do I get? What do I give? Do I belong? How can we grow? Copyright © 1993-1998, 2012 Gallup, Inc. All rights reserved.
  46. 46. 1. Knowing what’s expected of you at work. 2. Having the equipment and materials you need to do your job right. 3. Having the opportunity to do what you do best every day. 4. Having received recognition or praise within the last 7 days. 5. Your supervisor seems to care about you as a person. 6. Someone at work encourages your development. 7. At work, your opinions seem to count. 8. The mission and purpose of your organization makes you feel that your job is important. 9. Your colleagues are committed to high-quality work. 10. You have a best friend at work. 11. In the last six months, someone at work has talked to you about your progress. 12. In the last year, you’ve had opportunities to learn and grow. Gallup q12: Factors that contribute to engagement
  47. 47. DRIVING ENGAGEMENT: Four Stages of Impact Planning Discuss Select Plan Follow Up
  48. 48. PLAN •Create written plan of action for each Q12 item selected •Actions should be within team control •Each action should be “owned” by someone on teamSELECT •Focus on first 6 items •Consider all factors not reflected in scores •Consider focusing on strengths and opportunities •Select a reasonable number of items to work on IMPACT PLANNING DISCUSS •Q12 Items •Data results STEP 1 STEP 2 STEP 3 STEP 4 FOLLOW-UP •Review completion/ impact of action plan •Make changes or additions Copyright © 2011 Gallup, Inc. All rights reserved.
  49. 49. Do results on any of these items surprise you? What were you thinking when you answered this particular item? Do the results reflect how you feel now? What would a “5” look like on this particular item? What are we doing that makes this a strong or weak result? What does our work unit need to do to improve on this item? Questions to Ask When Sharing Results
  50. 50. • Build trust – Share and discuss your team’s scorecard • Demonstrate compassion – Ask questions – Listen – Select what’s important to your team • Create stability & hope for the future – Make a plan – Share responsibility Workgroup Feedback and action planning
  51. 51. Next Steps • How will you share the employee engagement information with employees in your Organization? • What actions will you take to keep the Organization focused on employee engagement?
  52. 52. Make Engagement personal: One-on-One Conversations • Which of the Q12® items is most important to you and why? • Is there anything getting in the way of your engagement around that item? • What can I do as a leader to help reduce the barrier(s)? • What can you do for yourself to help reduce the barrier(s)? • What does success look like?
  53. 53. FOCUS ME Q1: I KNOW WHAT IS EXPECTED OF ME AT WORK. Ask Yourself • How do I measure the basic expectationsof my faculty or staff? • What do I hope for beyond the basics? • How often do I communicate expectations? • How do I let people know what I expect? • What questionsdo my staff come to me with regarding expectations? • What metrics do I pay attention to regarding my school’s performance? • How do I measure my own success? Ask Your Team • What goals are you most excited about? • How do you know if you are doing a good job? • How do you determineyour priorities? • What does our team promise to our students?How do your individual or classroom goals contributeto this? • What do you believe you are paid to do? • How often should we talk about our goals? Jump-Start for Action • Meet individually with staff to review goals and measurement. • Begin regular meetings sharing what each person has been focusing most of his/her energy on lately. • Ask staff members to share what they believe each other are paid to do. • Create a rolling update of team goals where all people can see. • Consider connecting individual performance goals to student goals. “This seems like it should be an easy question, but when I asked my staff what they thought the community paid them for, I realized when it comes to priorities, we weren’t on the same page. I encouraged them to be clearer than they think they need to be with their peers about what they’re focusing on, why it’s important, and how it leads to our school goals.” “My AP takes care to make sure that we know where we’re heading and that it aligns with where he thinks we should be heading, and then I think he lets us go but just has check points along the way, so it's definitely not a twenty-page plan.” “It's not so much the ‘what’ that’s the difficult bit for me, because trying to explain what our objectives are is actually quite simple. It's the ‘how’ bit. And I find just to talk about the objectives and then how the team are actually going to bring that to life so that they’ve got a stake in some of the actions that they want to follow through on.” “Part of our role as principal is to take the pure chaos that's going on in the district and filter that out. … We're doing way too many activities, we change our minds constantly, but we're a buffer that can buffer our team from that, and we can try to provide focus and context of why we're doing certain things. And leave out some of the ugly details …” “What can success sound like?”
  54. 54. Engagement Conversations
  55. 55. 59 engagement increases with repeated administrations of the Q12 employee engagement survey. Teams who have intentional discussions and take simple actions to build engagement realize the biggest gains.
  56. 56. Strengths Awareness: The 34 Talent Themes Achiever Analytical Command Connectedness Deliberative Empathy Harmony Individualization Learner Relator Self-Assurance Woo Activator Arranger Communication Consistency Developer Focus Ideation Input Maximizer Responsibility Significance Adaptability Belief Competition Context Discipline Futuristic Includer Intellection Positivity Restorative Strategic
  57. 57. A case study
  58. 58. A Light Bulb Moment “Genius is one percent inspiration, ninety-nine percent perspiration.” Thomas Edison
  59. 59. Thomas Edison also said… “Many of life's failures are people who did not realize how close they were to success when they gave up.” Thomas Edison
  60. 60. The Rule of David Tong “Achieving an engaged workforce is: • 20 percent inspiration • 30 percent collaboration • 50 percent perspiration”
  61. 61. 50% Perspiration:
  62. 62. Maersk Group overview Companies of particular strategic importance: TRANSPORT Maersk Line APM Terminals APM Shipping Services • Operate mainly in the transport and energy industries • Approx. 89,000 employees • 2014 revenue: USD 47 billion ENERGY Maersk Oil Maersk Drilling Strategic investments: Maersk Container Industry Höegh Autoliners page 66
  63. 63. Constant Care Humbleness Uprightness Our Employees Our Name page 67 Time honoured values
  64. 64. Employee engagement trend • A 10 year journey of progress • Maersk Group has now reached the top quartile benchmark for engagement for the first time since 2012 • The increase in engagement is mainly caused by an increase among blue- collar, seafarer and offshore employees
  65. 65. Strengths and concerns • Employees’ perception of how Maersk Group upholds it’s values has improved by 4 points in 2015 and is a significant contributor to the higher engagement level • Other strengths are survey follow-up and clarity of strategy • Only two questions have less positive results compared to 2014 and both are below the external benchmark Strengths Diff to 2014 Diff to External Top 25% Company upholds the Maersk values 4% -- Confident that action will be taken as a result of survey 2% 8% Clear understanding of my company’s strategy 0% 3% Concerns My job allows me a healthy work-life balance -3% -2% My job makes good use of my abilities -1% -3%
  66. 66. A program to build long-term capability Recorded training modules Available for HR Business partners and line managers Open Q&A ‘surgeries’ to take questions and discuss solutions HR Business partners are challenged to „Know your Managers‟ - providing the support where it is needed most
  67. 67. ‘Manage the tail’ – support for managers Low High Engagement Level
  68. 68. 8 ways HR can help managers start to take action Communi cate results first Know your manager Help them get in front of their team Delegate to share the load Prioritise to focus effort Begin with quick wins Be creative – make it personal Deep-dive on complexity
  69. 69. Not just a program – get engagement into the culture 1:1 talks Check-in with individuals • Are you clear what is expected from you? • How are things going since the last time we met? Team meetings - EES update - Refer to key results in decisions - Ask how people are feeling? Keep engagement on agenda Role model Required behaviours/values • Do you check in on yourself from time- to-time? • Do you ‘live the values’? PDP Goals and Targets • Use survey results to set personal goals
  70. 70. Lessons from the Maersk Group  Stick at it – engagement is a long-term game  Strong leadership – upholding values and clarifying strategy and direction  Build capability – invest in your long-term programme through HRBPs and Line Managers  Manage the tail – focus support where it will deliver  HR - know your managers  Managers – make engagement personal for your team
  71. 71. 30% Collaboration
  72. 72. Four collaborative steps to turn data into action Understand your results 1 2 3 4 Conduct feedback meetings Develop action plans Discuss with trusted colleagues Transparen t sharing of results Discuss implications Delegated teamwork Using collaborative technology Deep-dive on complex issues Communicate progress Follow up and manage
  73. 73. What happens when you do not follow these steps? Engagem ent falls if people think you will do nothing 32% 47% 62% 82% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Very unconfident about survey follow-up (N=2748) Unconfident about survey follow-up (N=4680) Unsure about survey follow-up (N=10627) Confident in survey follow-up (N=25808) Very confident in survey follow-up (N=12439) % Favourable Engagement follow-upfollow-up
  74. 74. Collaboration through Connections is Changing the Way we Work Engagem ent Commu nity Engagement Community
  75. 75. 20% Inspiration
  76. 76. Back to Thomas Edison “Negative results are just what I want. They’re just as valuable to me as positive results.” Thomas Edison
  77. 77. FMCG company attends to subtle messages Situation: • Global FMCG company with a long-standing emphasis on creativity and entrepreneurship was moving away from private ownership via share offering • New performance-based psychological contract – more centralised, market-disciplined, measured • Survey showed confidence in leadership, but a 2% decline in perceptions of innovation – this was treated as a red flag Response: • They did not ignore this signal • Deep-dive on innovation – where are concerns concentrated? • Consultation on obstacles to innovation • Crowdsourcing initiative launched - in specific categories • Communication of innovation as key response to survey – a commitment to traditional company value of entrepreneurship
  78. 78. Inspiration from social listening Five products presented in a Social Listening dashboard that provides more in-depth and regular insights about your organisation IBM’s Employee Listening platform Daily pulse Social pulse Mini pulse Social analyti cs JAMS
  79. 79. Case Study: Leo Burnett Worldwide Questions about HumanKind added to the Leo Burnett Worldwide employee survey: • These questions reinforced the importance of the initiative, and • Generated measures of impact, giving managers a data point to move forward from
  80. 80. Leo Burnett – Inspiring by ‘Making a Difference’ Turnover rates 8.2% lower in offices with highest engagement levels Offices fostering an innovative and challenging environment are 2.2 x more likely to meet margin goals Perceptions of HumanKind emerged as the best predictor of Best Agency score – judged on financial and creative metrics $
  81. 81. Lessons – helping you build better engagement
  82. 82. The lessons for your engagement program  Stick at it – engagement is a long game  Gain leadership buy-in  To engage your teams – first engage your managers  To engage your managers – make them accountable and give them the tools and support to do the job  Understand the issues – find out what is driving engagement  Focus your efforts – on priority issues and priority populations  Bring an engaging style into your daily work  Get inspiration from collaboration with colleagues  Pay attention to the details – do not ignore subtle messages in the data  Inspire others by making an impact Perspiration Collaboration and Inspiration
  83. 83. • Committed to the success and the public image of DHSS and have a vested interest in the company’s success and are both willing and motivated to perform to levels that exceed the stated job requirements. • Psychologically loyal - likely to stay with their organization. • Proud of their workplace and have greater ownership of their contributions. • Passionate about their contribution to the mission of public health. • More likely to invest discretionary effort (time, energy and money) in their work, eliciting employees’ highest productivity. • Your best source of new ideas. • More likely to conduct themselves in a safe, respectable manner and less likely to have accidents on the job, less likely to steal, etc. • More likely to enjoy coming to work each day. • Open to change. • Supportive of their colleagues. • Focused on the big picture. Engaged employees are…
  84. 84. • The relationship between the direct supervisor and the employee is the point of most leverage. • Supervisors can: – Earn trust by being open and vulnerable (admit mistakes, listen to feedback, encourage cross-organizational conversations, etc.) – Have regular conversations with employees (what’s going well? what’s not? what can I do to help you be your best?) – Learn employees’ passions and strengths and figure out how to let employees use them in their job (this may take creativity and expansion of job descriptions). – Look for developmental opportunities to give employees and support them in their growth – Show appreciation in meaningful ways (ask employees to find out what is meaningful to them). Best Practices for Engaging Employees
  85. 85. • You can adjust the culture of the company to more fully engage employees. • Business owners can: – Demonstrate the same behaviors recommended for supervisors with your direct reports. A clear example will inspire your supervisors to emulate you. – Rally your employees around a meaningful purpose. Everyone wants to know what the real goal is and whether the goal is being accomplished. – Communicate your current reality in simple terms. For instance, explain the details of your profits, sales, customer service levels, and ask your employees for help in making improvements. – Show appreciation and create company-wide gestures of thanks. These can be low-cost or no-cost things, such as time off, brown bag meetings with the owner, vendor supplied education sessions, etc. – Develop your staff throughout the year. Decide what you want to do and put these events on your calendar at the beginning of the year. Treat these time commitments as if they were meetings with your most important clients. Best Practices for Engaging Employees
  86. 86. • Communication is critical for all employees. Explain measures you have taken to avoid letting people go, and why you now have no other choice. • For the impacted employees: – Give as much advance warning as possible. – Follow these acts of goodwill that cost you very little: • Allow for at least 2 week’s notice. • Explain the company’s financials and express your sincere regrets. • Offer job leads and advice, and offer letters of recommendation. • Use them on a contractual basis (if you can), and let them know that they will be welcomed back if things get better. If Times Are Tough and You Must Let Employees Go (Slide 1 of 2)
  87. 87. • For the employees who remain: – Understand that they are stressed about what has happened, and they have worries of their own. – Be aware that, more than likely, you are asking them to work harder for no rewards. – Now more than ever, they need to see and hear from you on how things are going at a macro level and how it may impact them. – Go out of your way to show appreciation for their efforts. – Look for ways to improve their life/work balance. If Times Are Tough and You Must Let Employees Go (Slide 2 of 2)
  88. 88. Times of change = opportunities for “human” resurgence • Now is a good time for the Department to focus on engagement, because the people who work here are already more aware and more attuned to their changing work environment. • Some employees are trying to figure out how things will work from here forward. • Some employees are trying to figure out how to stop the change from happening to themselves or their work group. • Some employees are trying to effectuate and embrace as much change as possible. • The “walking dead” may be momentarily outnumbered.
  89. 89. • Provide tools, resources and equipment in abundance. • Enhance the work environment in any way possible. • Reward and recognize the efforts of others in a way that’s meaningful to the individual. • Establish fair performance goals. • Communicate clear expectations. • Regularly clarify priorities and offer individualized feedback. • Delegate work to engaged employees according to their interests and talents. • Support skill development and learn to manage talent. • Actively help employees build meaningful long-term careers. • Listen to employees, share your insights and experience. • Work to increase transparency wherever possible. • Promote core organizational values and reinforce them through management behaviors. How to Improve Engagement
  90. 90. • Care • Autonomy • Connection and interpersonal relationships • Mastery and growth • Shared goals and expectations • Purpose and significance • Play • Inspired excellence Key Drivers
  91. 91. Obsessing about objective measurements. • Surveys can be helpful in identifying pockets of low or high engagement, but they can have the unintended effect of making employee engagement an end, rather than a means. • Engagement, alone, is like motivation without ability. • Don’t confuse a tool with a strategy. Common engagement mistakes
  92. 92. Focusing on employee engagement as a stand-alone topic. • Although engagement may be best understood, theoretically, in isolation, it has to be embedded in the context of our daily work, our mission and our strategic planning in order to do anything. • HR professionals work with Department leadership teams now in order to help ensure that adequate human resources are in place at the right time, with the right skills to deliver our desired results. If HR staff are mindful of workforce trends and macro-issues, as well as the concept of employee engagement, they can be very effective at helping to steer conversations and keep engagement in its proper place. Common engagement mistakes
  93. 93. Thinking in terms of “buy-in.” • By not forcing “buy-in,” there is less likelihood of unintentionally engaging what we don’t want: opt-out from those employees who are disengaged, or push- back from those who are actively acting out their disengagement. • The most effective approaches at facilitating engagement are those that create the conditions where it can exist and those that somehow attempt to harness its energy. Common engagement mistakes
  94. 94. • Old data. Immediate feedback is far superior. • Compare your results to the best results, not to the average. • Confusing or conflicting messages about what’s most important distracts people and disturbs their focus. • Anything that threatens or jeopardizes the anonymity of an individual respondent. • Disinterest among the highest levels of supervision. • Adopting a “rules” approach to building engagement (don’t attempt to foster it through incentives). Factors that inhibit improvement
  95. 95. • Set goals. • Develop an action plan. • Share the plan. • Monitor, support and celebrate progress. • Set high standards of comparison. • Re-survey, refine and repeat the process. • Share results (increase transparency). Actions steps for improvement
  96. 96. Building a Culture of Engagement A set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm
  97. 97. • It’s a personal choice, not something that can be imposed. • It comes from an emotionally-driven decision to be loyal to an organization. • The work of leaders, managers and supervisors is to create the conditions in which engagement can occur, then provide people with the opportunity to make the engagement choice – it’s about facilitating a culture of engagement. • We begin by engaging leaders – senior managers from the top-down, and peer leaders from the bottom-up. People become “activated” and pass it on. Things to remember about employee engagement
  98. 98. • Employee engagement is critical to the success of your business. • Bringing out the best in each employee and appreciating employee efforts will help keep employees engaged. • Find out what your employees want most from you, and be creative in giving employees what they need. Things to remember about employee engagement 102
  99. 99. • Are you getting satisfaction from the tasks required by your job? • Are you feeling valued by colleagues and supervisors? • Have you been contributing energetically, not in isolation, but collaboratively? • Are you ambitious for the organization? • Do you find yourself speaking positively about the activities of DHSS? • Are you planning to continue to work for the Department? • Going beyond the stated requirements of the job and contributing ‘discretionary effort’? Check your own level 103
  100. 100. Sourcing • Dr. Kwame R. Charles, Director, Quality Consultants Limited, 2007 Inaugural Caribbean Region Public Sector HR Conference, June 19-21, 2007 • Department of Social Protection, Ireland, Dr. Lucy Fallon-Byrne, June 2013, engagement and innovation • Engaging Employees, Engage your employees by following new principles and ideas, FDIC (The Federal Deposit Insurance Corporation) • Employee Engagement: 101, DHSS, Institute for Management Excellence, March 2014 • PCI (Performance Connection International), 2008, Leading for Employee Engagement • Anni Yakala, 2015, Employee Engagement: Inspiration or Perspiration?, IBM BusinessConnect • Bob Lavigna, 2014, The Power of Employee Engagement, Assistant Vice Chancellor – HR, University of Wisconsin, • JerLene Mosley, 2015, Building a Great Place To Work & Learn:Principal Sessions for Pasco COUNTY, Senior Consultant, February, Gallup
  101. 101. Learning and Giving for … Better Indonesia