Engagement Done Right:Lessons from Global Organizations Michelle M. Smith, CPIM, CRP O.C. Tanner
Michelle M. Smith, CPIM, CRP Named as one of the Ten Best and Brightest Women in the Incentive Industry, Michelle is a highly rated international speaker, writer, and consultant. She is a respected authority on human capital management, internal branding, and engagement who has published and presented more than 475 articles and lectures.
Global Research Case TheStudies Issues Engagement How- Key To’s Drivers
Engagement » Quality » Productivity 16% more profitable 18% higher earnings 18% more productive 2.6 times higher growth 37% less absenteeism 60% less quality defects
Engagement » Quality » Productivity 51% less employee theft 12% better with customers 41% fewer patient incidents 62% less likely to be involved in an accident 51% less likely to leave (low turnover organizations) 31% less likely to leave (high turnover organizations)
Employee Discontent Top performers most unhappy; intend to change jobs 60% 21% 81%
Effectiveness of HR Initiatives Total Rewards & Accountability and Value Creation 16.5% Collegial, Flexible Workplace and Value Creation 9.0% Recruiting & Retention Excellence and Value Creation 7.9% Communications Integrity and Value Creation 7.1% Focused HR Service Technologies and Value Creation 6.5% - 33.9% Prudent Use of Resources Superior Human Capital practices are a leading indicator of financial performance
Wellness Programs Health care costs per employee have risen over 40% in the last 5 years If food prices rose at the same levels… Dozen eggs = $80 1 lb. Butter = $102
Wellness Programs 50-87% of health care costs are believed to be lifestyle-related Each $1 invested saved $3.48 - $5.82 in health care costs Reduced absenteeism 28%; worker’s comp 30%; and health care costs 26%
Safety Programs Workplace injury costs ($164.7 B) exceeded the combined profits of the ‘Fortune 11’ in 2009 2010 costs = $225.8 B or $1,685/employee 37% increase in 1 year OSHA targeting Texas; construction and chemical industries
Perception Gap?Percent of management and employee groups who say their company is above average at appreciating good work:Senior managementMiddle managementStaff
Managers Play a Key Role Only 1 in 5 employees know their job expectations 25% are extremely unclear 1 of 3 employees feel miscast 10% get progress feedback Half get no feedback at all Half do not feel cared for Complimented = 1% disengagement Criticized = 22% disengagement Ignored = 40% disengagement
Training Managers ImprovesQuality & Productivity
Opportunity& Well-Being Trust Engagement Pride inOrganization
Company addingPride appreciation weak strong weak strong engagement
Proven, Quick, Easy, Low Cost & Free Ways to Engage Staff My opinions seem to count. I have a best friend at work. In the last 7 days, I have received recognition or praise for doing good work. I know what is expected of me. My supervisor seems to care about me as a person. There is someone at work who encourages my development. My company’s purpose makes me feel my job is important This last year, someone has talked to me about my progress. This last year, I have had opportunities to learn and grow.
The Recognition Spectrum™Alignment & Reinforcement Impact & Reach“Recognizing what matters most” “Recognizing people the right way” Incentives Less frequent,More frequent, less more formal,formal, general criteria specific criteria Thank you notes, Above and beyond, Safety, ideas, Sales, wellness, Milestone awards, e-cards, verbal, living the values performance attendance President’s award, on-the-spot management onboarding, events Initiated by a person taking some action Initiated by passage of specific timelineto recognize (fosters relationship building) or achievement of a specific metric (reinforces performance oriented culture) Enabling Strategies Technology Training Communication Measurement Assessment / Solution Design / Management
Further questions can be addressed to: Michelle.Smith@OCTanner.comThank You!
Michelle M. Smith, CPIM, CRP Named as one of the Ten Best and Brightest Women in the Incentive Industry and a President’s Award winner, Michelle has worked in every facet of recognition and incentives, both domestically and internationally. A highly rated international speaker, writer, and consultant on performance improvement; Michelle is a respected authority on human capital management, internal branding, and engagement. She’s published and presented more than 475 articles and lectures and has advised many of the world’s most successful organizations and the governments of the United Kingdom and the United States on how to optimize their performance improvement initiatives to gain maximum return on investment.Michelle is the Past President of the Board of Trustees of the Forum for PeoplePerformance at Northwestern University and active in the Global Incentive Council, theBusiness Marketing Association, the Society of Incentive & Travel Executives, and serveson the Board of Directors for Recognition Professionals International. Michelle is alsoPresident Emeritus of the Incentive Marketing Association, on the Board of Directors of theIncentive Federation, the Conference Advisory Board for the Motivation Show, and theBoard of Directors of the Recognition Council. She is also a member of the Editorial Boardfor Return on Performance Magazine, the Performance Improvement Council,WorldAtWork, the Corporate Executive Board and McKinsey Quarterly’s Executive Panel.
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