Overcoming the Zombies Among Us. How to Create a Culture That Fosters Employee Engagement - Webinar 11-27-13
 

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Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of ...

Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money.

The frightening facts:
* 60% of employees are actively disengaged – 2:1 ratio

* Nearly 1/3 of employees think their managers fail to effectively communicate goals.

*40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins.)

So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to provide managers with training that helps them:

- Be better coaches.
- Identify skill gaps and development needs.
- Set clear, achievable goals aligned with your organization.
- Recognize and give feedback

This session is approved for 1 hour general CE credit for HR.

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Overcoming the Zombies Among Us. How to Create a Culture That Fosters Employee Engagement - Webinar 11-27-13 Presentation Transcript

  • 1. How to Create a Culture That Fosters Employee Engagement.
  • 2. Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary BIZLIBRARY.COM
  • 3. 4,000+ Courses. 25 Topic Areas. Unlimited Access.
  • 4. POLL QUESTION What’s the biggest challenge to employee engagement you’re facing? A. The quality of training and learning opportunities. B. The support from the employee’s direct supervisor/manager. C. Compensation and benefits. D. Career advancement opportunities E. Something else.
  • 5. POLL QUESTION How would you describe your own level of engagement? A. Happily among the living. B. On life support, but not flat lined yet. C. Help I’ve been bitten! D. Zombified. Me want BRAINS for lunch!
  • 6. WHAT YOU’LL LEARN: 1. What is engagement and why it’s important. 2. Key characteristics of an engaged culture. 3. What can we do to improve engagement. 4. Key managerial competencies and challenges. BIZLIBRARY.COM
  • 7. 25M respondents 195 countries 16 major industries
  • 8. ENGAGED employees exhibit a “profound connection” to their employer. Some commentators view engagement as the level of discretionary effort these employees exert. NOT ENGAGED are those employees who are emotionally “checked out.” These are the “zombies” who sleepwalk through their day and simply go through the motions. ACTIVELY DISENGAGED are those employees who aren’t just unhappy at work. These are employees who are actually undermining the efforts of those around them. These are the “zombies” whose attitudes are contagious and pose real risks to organizations.
  • 9. Problems with direct supervisors account for 49% of disengaged employees. 30% 60% ACTIVELY DISENGAGED ENGAGED SOURCE: EMPLOYEE ENGAGEMENT VS. DISENGAGEMENT, CUSTOMINSIGHT DEC. 2012 10% DISENGAGED Nearly 1/3 of employees think their managers fail to effectively communicate goals. 40% of employees say they don't receive regular, clear feedback on their performance from their manager. SOURCE: GALLUP
  • 10. Active employee disengagement costs the U.S. economy $450 billion to $550 billion per year.
  • 11. Results Over One Year ENGAGEMENT HI LO Operating income +19% -33% Net Income +13% -4% EPS +28% -11% SOURCE: TOWERS PERRIN
  • 12. ENGAGEMENT IS NOT…
  • 13. CHARACTERISTICS OF AN ENGAGED CULTURE Leadership buy-in Supervisors truly care Link my job to organization success Meaningful work Motivation Have the resources Have the training Get feedback Get recognized Personal growth Career advancement
  • 14. WHAT CAN ORGANIZATIONS DO TO IMPROVE EMPLOYEE ENGAGEMENT? 1. Work with data. 2. Focus on engagement at multiple levels – senior leadership and grass roots. 3. Select the right managers. 4. Train and coach managers on key skills and strategies that lead to employee engagement. 5. Define engagement in realistic and everyday terms. 6. Find ways to connect to every employee.
  • 15. MAJOR MANAGERIAL SKILLS GAPS 1. Coaching 2. Performance appraisals 3. Developing others 4. Managing change 5. Communications 6. Business acumen Bersin by Deloitte , Current Capabilities by Role, December 2011
  • 16. Emotional Intelligence Coaching Communication Delegation
  • 17. Emotional Intelligence Our ability to understand and monitor our own feelings and emotions, and the feelings and emotions of those around us. • Enable people to work together towards common goals • Motivations, needs perspectives
  • 18. Coaching Effective Conversations. • “Ask vs. Tell” approach. • Focus on the employee and not on tasks. • Accountability, action and outcomes.
  • 19. Communication Message and method are appropriate to the situation and desired results. • Giving feedback • Keeping employees connected • Maintaining relationships
  • 20. Delegation The right tasks to the right people. • Shift in thinking from “dumping” • Demonstrates managers confidence in employee • Focus on strengths
  • 21. DIFFERENT TYPES OF EMPLOYEES NEED DIFFERENT ENGAGEMENT STRATEGIES… Generations Career Stage Remote Employees Team Size Organizational Size
  • 22. PLAYING TO EMPLOYEE STRENGTHS
  • 23. … employees who feel engaged at work and who are able to use their strengths in their jobs are more productive and profitable and have higher quality work. SOURCE: Gallup Study, 2013 State of the American Workplace
  • 24. Extrinsic vs. Intrinsic Motivation • Mastery • Autonomy • Meaning
  • 25. 10 REASONS TO INVEST IN MANAGER TRAINING 1. The employee/manager relationship is the most important single factor in driving employee engagement. 2. Employee engagement leads directly to higher productivity and profitability, and disengaged employees are disruptive. 3. Managers don’t become managers and automatically “know” how to manage. They have to learn. 4. Sound management practices are not complicated and can be taught.
  • 26. 4. It’s important to develop the next generation of leaders from within. 5. Investments in front-line manager training are likely to yield a better return on investment and be more needed than any other type of leadership development and training. 6. Good management training can help develop a better level of consistent manager performance throughout your organization. 7. Respected, high-performing managers boost engagement, productivity and retention – all of which improve the bottom-line.
  • 27. 8. Well-trained managers help mitigate risk and avoid litigation – which is expensive and disruptive. 9. Repeat #1 – it’s just that important! 1. The employee/manager relationship is the most important single factor in driving employee engagement.
  • 28. Some recommended resources… Employee Engagement Video Series. Ridiculous or Strategic? The Business Case for Engagement Measuring Employee Engagement Managing for Engagement Creating an Engaged Organization BIZLIBRARY.COM
  • 29. DELEGATION Delegating - Strengthen your leadership capabilities through delegation (2 minute, Video Course and Competency Toolkit) Developing Employees through Delegation (15 minute, Scenario-Based eLearning Course) Q&A: Delegating and Empowering (13 minute, Video Course) A Leader’s Guide to Delegating (23 minute, Video Course) BIZLIBRARY.COM
  • 30. COMMUNICATION Telecommuting Basics: Communication Strategies for the Remote Employee (60 minute, eLearning Course) Business Etiquette: Written Communications (7 minute, Video Course) Global Scenarios Series: Building the Virtual Team (18 minute, Video Course) BIZLIBRARY.COM
  • 31. Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Batz Marketing Specialist jbatz@bizlibrary.com @jessbatz @BizLibrary BIZLIBRARY.COM