FCN January 2012 Webinar Handout For Posting
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FCN January 2012 Webinar Handout For Posting

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Presentation handout provided by Chris Gay for posting following on her presentation for the Federal Communicators Network, January 20, 2012

Presentation handout provided by Chris Gay for posting following on her presentation for the Federal Communicators Network, January 20, 2012

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  • 1. January 19, 2012 Engaging Employees in the Strategy for Performance-Driven Results FCN Lunch & Learn Webinar Posted by FCN with Permission of Chris Gay Connecting People and Strategy
  • 2. Our Purpose To help organizations connect people and strategy to achieve results 2
  • 3. The State of Engagement 21% of employees today identify themselves as highly disengaged, a three-fold increase since 2007.1 The cost of disengagement to U.S. employers is estimated to be as much as $350 billion per year.2 Engaged employees outperform disengaged ones by 20-28%.3 Organizations with engaged employees showed a 19% increase in operating income 1-year period, compared to a 33% decrease in companies with disengaged employees.4 1The Corporate Executive Board, Employee Engagement Study, 2010 3The Conference Board, Global Engagement Study, 2010 2Human Capital Institute, The Economics of Engagement, 2009 4Towers Perrin, International Survey Research, 2009 3
  • 4. What Drives Engagement? Employee understanding of the strategy and how their work contributes to company performance is one of the top drivers of engagement However... Source: The Conference Board (included review of Gallup, Towers Perrin, Blessing White, the Corporate Leadership Council and others) 4
  • 5. What Drives Engagement? Only 37% of employees understand what the organization is trying to achieve 20% of employees have a clear line of sight between their work and organizational goals Source: Stephen Covey, The 8th Habit: From Effectiveness to Greatness 5
  • 6. Two Kinds of Engagement OR 6
  • 7. Definition of EmployeeEngagement Employees are engaged when they: Understand the organization and their role in its success Trust leadership and believe leaders are making decisions with the best interest of the organization and the people in mind Are engaged in making a difference in their jobs every day Feel valued and appreciated 7
  • 8. Federal Employee ViewpointSurvey Overall Results StrengthsSurvey Item % FavorableThe work I do is important. 92%I like the work I do. 85%I know how my work relates to my agencies goals and priorities. 85%I am held accountable for achieving results. 84%My agency is successful at accomplishing its mission. 79%The people I work with cooperate to get the job done. 75%My work gives me a feeling of personal accomplishment. 74%I have enough information to do my job well. 73%Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management 8
  • 9. Federal Employee ViewpointSurvey Overall Results OpportunitiesSurvey Item % FavorableMy training needs are assessed. 54%Policies and programs promote diversity in the workplace. 59%Employees have a feeling of personal empowerment with respect 48%to work processes.Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management 9
  • 10. DEVELOPING A RESUTS-DRIVEN ENGAGEMENT STRATEGY 10
  • 11. Cornerstones of Strategic Planning Planning is a process, not an event Values will be key in trust, openness and ability to take risks The way stakeholders currently view the organization will heavily influence the discussion of the future A clear, compelling view of the future will serve as a motivator for the organization Stakeholders must be willing to move from goals to the behavior changes required to achieve the strategy Success demands follow-up, accountability and rewards that show the organization is serious about its objectives Copyright © 2012 Bridge Consulting 11
  • 12. The Strategic Planning Process SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 12
  • 13. Assess the Landscape SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 13
  • 14. Gather Data Assess the Landscape Gather data to ensure thorough understanding of: External and internal factors impacting the agency and employees and alignment of organization behind them 14
  • 15. SWOT Analysis Assess the Landscape Strengths Weaknesses What are we really Where are we most good at? What is our vulnerable? What are competitive the biggest issues? disadvantage? Opportunities Threats How can we improve What will cause low employee engagement engagement or high to deliver agency turnover? results? 15
  • 16. Set Objectives & Priorities Set Assess the Create the Align Engage Objectives Measure Landscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 16
  • 17. Overview Set Objectives & Priorities Set objectives Brainstorm strategies for each objective Prioritize strategies Develop tactics for each strategy, with timeline and resource requirements Identify next steps 17
  • 18. Criteria for Strategic Objectives Set Objectives & PrioritiesStrategic objectives should be: Realistic can be achieved in timeframe Communicable easy for others to understand Measurable state how you will Relevant achievement will make a major contribution to vision and/or mission 18
  • 19. Brainstorming Methods Set Objectives & Priorities Mind-mapping Storyboarding Brain writing Attribute change Logistics Themes Content Rolestorming Trigger method 19
  • 20. Set Objectives and Priorities Set Objectives & Priorities The Bottom Line FOCUS 20
  • 21. Create the Plan SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 21
  • 22. Messaging The Context Create the Plan Employees need to understand the context for priorities? What are other agencies doing? How does your agency want to be positioned with its constituencies? 22
  • 23. Stakeholder Analysis Create the Plan Stakeholder Key Issues Key Impact Comm. Group Constituents Tactic Call Center Rep Need context and Managers/ 9 Create online tip detail to ensure Employees sheets they can explain Prepare role differences to plays for people and manager to use proactively with team respond 23
  • 24. Identify Vehicles Create the PlanTop Communication Methods Used to Engage Employees and Foster Productivity Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2011 24
  • 25. Align Leaders SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 25
  • 26. Federal Employee Viewpoint AlignSurvey Perceptions of Leaders LeadersSurvey Item % FavorableManagers communicate the goals and priorities of the 64%organization.Overall, how good a job do you feel is being done by 58%the manager directly above your immediatesupervisor/team leader?My organizations leaders maintain high standards of 57%honesty and integrity.Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management 26
  • 27. Leader Roles in Engagement Align Leaders Agency Director Sets the vision and brings it to life Holds others accountable for communication Leadership, above plus: Builds context around the vision Creates a communication culture Managers Makes the vision meaningful locally Creates a communication culture Serves as an advocate for employees Copyright © 2012 Bridge Consulting 27
  • 28. Building Trust Align Leaders Employees with a high degree of trust in management are more committed and less likely to leave: 80% with high trust in management are committed to the organization, compared with 25% with a low trust 60% with low trust in management intend to leave their organization, compared to 20% with high trust Source: CCL, World Leadership Survey, 2010 28
  • 29. Leadership Sphere of Engagement Align Leaders :;"<(.4&(( !"#$%&( =;"<( (!$&%)*( +,#-,#.#&/( Workshops Toolkits !).#0&( Agency 7-%/#/.&%.( Ongoing feedback 1#/.&%#%$( Results 8-)9/( on progress 5&)-$%#6&( 1#%&(-2(( 3#$4.( Copyright © 2012 Bridge Consulting 29
  • 30. Engage Employees SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 30
  • 31. Federal Employee Viewpoint EngageSurvey Motivation & Commitment EmployeesSurvey Item % FavorableIn my organization, leaders generate high levels 45%of motivation and commitment in the workforce.Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management 31
  • 32. Engagement Pyramid Engage Employees DO COMMIT UNDERSTAND KNOW Copyright © 2012 Bridge Consulting 32
  • 33. Using Creativity Engage Employees Discovery Maps Social media blogs, discussion boards, podcasts, wikis, webcasts Contests Opportunities for dialogue and employee input Storytelling Be Creative Find Ways to Truly Connect 33
  • 34. Discovery Maps Engage Employees A discovery map is an interactive, visually compelling communication tool that can be used to: Create strategic clarity throughout the organization Align leaders to ensure they are consistently communicating and modeling behaviors for success Actively engage employees in the strategy and achieving it Build pride throughout the organization Discovery maps leverage visual learning and active dialogue, which is how over 60% of people learn 34
  • 35. Growth of Social Media Engage Employees Streams 3 billion 750 million videos per day 100 million active users user accounts Used by over 175 million 100,000 companies user accounts 93% of social media 4 out of 5 in U.S. create, users believe a companyparticipate in or read social should have a presence media each month in social media 35
  • 36. Most Commonly Used Social EngageMedia Tools Employees Internal and External Social Media Tools Currently Used Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2010 36
  • 37. Use of Social Media Example Engage Employees Employee film festival employee created videos with voting, comments and sharing Social media portal blogs, social games, photo sharing and forums Employee jams to generate ideas, spur creativity and build community Intranet tools polls, focused discussions and recognition mechanism 37
  • 38. Measure SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 38
  • 39. Measuring Progress Along theEngagement Pyramid Measure Engagement Surveys Transactional Outcomes DO Pulse Takers COMMIT Focus Groups Knowledge Tests UNDERSTAND Distribution Surveys KNOW Copyright © 2012 Bridge Consulting 39
  • 40. In Summary SetAssess the Create the Align Engage Objectives MeasureLandscape Plan Leaders Employees & Priorities R E S U LT S Copyright © 2012 Bridge Consulting 40
  • 41. Contact Info Chris Gay o: 614.775.9706 c: 614.370.7055 Chris.Gay@bridgecnslt.com 41