The Trick to Employee
Engagement:
It’s Not What You Think
A Joint Webinar
October 30, 2013
@jostleme
@karenmartinopex

© 2013 The Karen Martin Group, Inc.

2
 Coach / Facilitator / Consultant / Trainer: 
Lead Lean transformations & develop people 
across all industries.
 Teache...
Learning Objectives
• The three essential conditions for realizing 
high levels of employee engagement.
• Why employee sel...
Does your organization operate with 
high levels of clarity, focus, discipline, 
and engagement?

Read the Shingo Research...
The Outstanding Organization

Mindsets & 
Behaviors that 
Produce 
Outstanding 
Organizations
© 2013 The Karen Martin Grou...
We have

big problems.
7
First…

8
Energy Crisis: Widespread Disengagement

9
© 2013 The Karen Martin Group, Inc.

9
7 in 10 American workers 
are “not engaged” or 
“actively disengaged” in 
their work.
Gallup estimates actively disengaged...
http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx

© 2013 The Karen Martin Grou...
Employee Engagement – Gallup Findings
2000

26

58

18

2001

16

54

30

2002

17

53

30

2003

17

55

28

2004

17

54...
Second…

13
The average company 
operates at levels that are 
a fraction of what its 
capable of.

14
Employee Engagement & 
Business Performance*
World Class

Average

33%
67%
Engaged
49%

Not Engaged
Actively Disengaged

2...
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

© 2013 The Karen Martin Group, Inc.

16
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

To vision, annual goals, 
immedi...
You had them at
“You’re hired.”

18
© 2013 The Karen Martin Group, Inc.

18
To what degree do new hires receive all of the tools and 
information they need to function effectively on day one? 

63%
...
Onboarding – Missing Pieces
• Tools
– Physical (e.g. desk, etc.)
– Technology (e.g. phones, computers, physical access, ac...
Value Stream Maps: 
Effective for New Hire Orientation

You 
are 
here

© 2013 The Karen Martin Group, Inc.

21
The single most important 
process for you to nail in your 
organization is                    
new hire onboarding.

22
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

Control

Heavy involvement 
in d...
Improvement Roles
Strategic

Who?

Accountability

Tool

Leadership

“What has to happen”

Value Stream 
Mapping

“How it ...
Leaders determine 
strategy (what)

Workers determine 
tactics (how)
© 2013 The Karen Martin Group, Inc.

25
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

Full use of talents, 
capacities...
Problem solving and making                   
improvement—done properly—is a high.

© 2013 The Karen Martin Group, Inc.

2...
Kaizen Event – Definition
A two‐ to five‐day focused improvement 
activity during which a sequestered, cross‐
functional t...
Cross‐Functional Problem Solving & Improvement:
Connecting, Using Creativity, Gaining Control

© 2013 The Karen Martin Gro...
“I went home yesterday and told my
family that it was one of the best 
working days I’ve ever had. 
I was able to fully us...
Enabling Engagement: A3 Management
A3 
Report

The vital role of 
the coach/mentor

© 2013 The Karen Martin Group, Inc.

3...
Progressive Learning

32
© 2013 The Karen Martin Group, Inc.

32
Third…

33
The idea that performance is 
primarily a factor of the    
employee is just wrong.
The Outstanding Organization, p. 154

...
People aren’t the problem. It’s the 
dysfunctional systems and processes 
within which we expect them to 
perform at high ...
“I’ve become a better person, 
a better husband, a better friend, 
from working at Gore.”
— Terry, a W.L. Gore Associate 
...
—The Outstanding Organization, p. 153

© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.

The Outsta...
Build diverse teams.
<< story with PEOPLE >>
On-board your culture.
<< LIBRARY example >>
Team fit matters.
<< story >>
Fire fast.
In a respectful and honest way.
That helps the person find a better fit.
Don’t fall into the justification trap.
Avoid grand plans.
<< Kanban photo >>
Recognize specific things.
Now.
<< Shout‐Out examples >>
Poll
Does your intranet help your employees engage?
☐
☐
☐
☐

Absolutely.
Somewhat.
Not much.
Don’t have an intranet.
Q&A
Thank You
www.jostle.me
@jostleme
888.567.8538
info@jostle.me

www.karenmartin.com
@karenmartinopex
858.677.6799
info@ksma...
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You Think
The Trick to Employee Engagement—It’s Not What You Think
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The Trick to Employee Engagement—It’s Not What You Think

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To purchase the book: http://bit.ly/TOObk

Much of what you read about employee engagement is filled with feel-good advice, the effects of which are largely immeasurable, intangible, and…frankly, ineffective. Even the most popular employee engagement surveys miss the mark in measuring what truly matters.

Outstanding organizations have a unique way of helping each employee realize his or her full potential, while generating significant business results. In this webinar, business performance expert and author of The Outstanding Organization Karen Martin, and Jostle CEO Brad Palmer gave a lively and thought-provoking presentation.

You'll learn:

-The three essential conditions for realizing high levels of engagement:

-Why employee selection and onboarding is the SINGLE MOST IMPORTANT process to nail in any business

-How to use continuous improvement, critical thinking and problem solving as your central means to engage employees

-How to prepare leaders for a new way of operating

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The Trick to Employee Engagement—It’s Not What You Think

  1. 1. The Trick to Employee Engagement: It’s Not What You Think A Joint Webinar October 30, 2013
  2. 2. @jostleme @karenmartinopex © 2013 The Karen Martin Group, Inc. 2
  3. 3.  Coach / Facilitator / Consultant / Trainer:  Lead Lean transformations & develop people  across all industries.  Teacher: University of California, San Diego  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. www.ksmartin.com Preorder now! 2013 Shingo  Prize winner! 3
  4. 4. Learning Objectives • The three essential conditions for realizing  high levels of employee engagement. • Why employee selection and onboarding is  the SINGLE MOST IMPORTANT process to nail  in any business. • How to use continuous improvement, critical  thinking & problem solving as your central  means to engage employees • How to prepare leaders for a new way of  operating. © 2013 The Karen Martin Group, Inc. 4
  5. 5. Does your organization operate with  high levels of clarity, focus, discipline,  and engagement? Read the Shingo Research Award‐winning book that’s transforming organizations. © 2013 The Karen Martin Group, Inc. 5
  6. 6. The Outstanding Organization Mindsets &  Behaviors that  Produce  Outstanding  Organizations © 2013 The Karen Martin Group, Inc. 6
  7. 7. We have big problems. 7
  8. 8. First… 8
  9. 9. Energy Crisis: Widespread Disengagement 9 © 2013 The Karen Martin Group, Inc. 9
  10. 10. 7 in 10 American workers  are “not engaged” or  “actively disengaged” in  their work. Gallup estimates actively disengaged employees cost the U.S. $450  billion to $550 billion a year in lost productivity. 10
  11. 11. http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx © 2013 The Karen Martin Group, Inc. 11
  12. 12. Employee Engagement – Gallup Findings 2000 26 58 18 2001 16 54 30 2002 17 53 30 2003 17 55 28 2004 17 54 29 2005 15 2006 15 59 26 30 55 2007 20 50 30 2008 20 51 29 2009 18 54 28 2010 19 53 28 2011 19 52 29 2012 18 52 30 0% ACTIVELY  DISENGAGED © 2013 The Karen Martin Group, Inc. 100% NOT ENGAGED ENGAGED 12 12
  13. 13. Second… 13
  14. 14. The average company  operates at levels that are  a fraction of what its  capable of. 14
  15. 15. Employee Engagement &  Business Performance* World Class Average 33% 67% Engaged 49% Not Engaged Actively Disengaged 26% 7% 9.57:1 *Per Gallup  18% 1.83:1 Ratio of engaged to actively disengaged employees © 2013 The Karen Martin Group, Inc. 15
  16. 16. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 © 2013 The Karen Martin Group, Inc. 16
  17. 17. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 Connection To vision, annual goals,  immediate supervisor,  peers, customers The Outstanding Organization, pp. 155‐158 © 2013 The Karen Martin Group, Inc. 17
  18. 18. You had them at “You’re hired.” 18 © 2013 The Karen Martin Group, Inc. 18
  19. 19. To what degree do new hires receive all of the tools and  information they need to function effectively on day one?  63% 70% 60% 44% 50% Before initial round of improvement 40% 23% 30% 14% 20% After initial round of improvement 10% 0%   Always, Sometimes © 2013 The Karen Martin Group, Inc.   Rarely, Never 19
  20. 20. Onboarding – Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications  needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., purpose, products, customers, values, business goals, etc.) – Org charts – Phone directories • Job‐specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” © 2013 The Karen Martin Group, Inc. 20
  21. 21. Value Stream Maps:  Effective for New Hire Orientation You  are  here © 2013 The Karen Martin Group, Inc. 21
  22. 22. The single most important  process for you to nail in your  organization is                     new hire onboarding. 22
  23. 23. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 Connection Control Heavy involvement  in decisions that  influence how they  do their work. The Outstanding Organization, pp. 155‐158 © 2013 The Karen Martin Group, Inc. 23
  24. 24. Improvement Roles Strategic Who? Accountability Tool Leadership “What has to happen” Value Stream  Mapping “How it will happen” Kaizen Events,  Just‐do‐its,     and Projects Tactical Middle  Management Workforce © 2013 The Karen Martin Group, Inc. 24
  25. 25. Leaders determine  strategy (what) Workers determine  tactics (how) © 2013 The Karen Martin Group, Inc. 25
  26. 26. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 Connection Full use of talents,  capacities,  potentialities,  & skills Creativity Control The Outstanding Organization, pp. 155‐158 © 2013 The Karen Martin Group, Inc. 26
  27. 27. Problem solving and making                    improvement—done properly—is a high. © 2013 The Karen Martin Group, Inc. 27
  28. 28. Kaizen Event – Definition A two‐ to five‐day focused improvement  activity during which a sequestered, cross‐ functional team designs and implements  improvements to a defined process or  work area, generating rapid results and  learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner © 2013 The Karen Martin Group, Inc. 28
  29. 29. Cross‐Functional Problem Solving & Improvement: Connecting, Using Creativity, Gaining Control © 2013 The Karen Martin Group, Inc. 29
  30. 30. “I went home yesterday and told my family that it was one of the best  working days I’ve ever had.  I was able to fully use my  capabilities for three days.” — Fred Valenzano, Professional Engineer © 2013 The Karen Martin Group, Inc. 30
  31. 31. Enabling Engagement: A3 Management A3  Report The vital role of  the coach/mentor © 2013 The Karen Martin Group, Inc. 31
  32. 32. Progressive Learning 32 © 2013 The Karen Martin Group, Inc. 32
  33. 33. Third… 33
  34. 34. The idea that performance is  primarily a factor of the     employee is just wrong. The Outstanding Organization, p. 154 34
  35. 35. People aren’t the problem. It’s the  dysfunctional systems and processes  within which we expect them to  perform at high levels – a fundamental act of disrespect. 35
  36. 36. “I’ve become a better person,  a better husband, a better friend,  from working at Gore.” — Terry, a W.L. Gore Associate  © 2013 The Karen Martin Group, Inc. 36
  37. 37. —The Outstanding Organization, p. 153 © 2013 The Karen Martin Group, Inc. © 2013 The Karen Martin Group, Inc. The Outstanding Organization, p. 153 37 37
  38. 38. Build diverse teams.
  39. 39. << story with PEOPLE >>
  40. 40. On-board your culture.
  41. 41. << LIBRARY example >>
  42. 42. Team fit matters.
  43. 43. << story >>
  44. 44. Fire fast.
  45. 45. In a respectful and honest way. That helps the person find a better fit.
  46. 46. Don’t fall into the justification trap.
  47. 47. Avoid grand plans.
  48. 48. << Kanban photo >>
  49. 49. Recognize specific things.
  50. 50. Now.
  51. 51. << Shout‐Out examples >>
  52. 52. Poll Does your intranet help your employees engage? ☐ ☐ ☐ ☐ Absolutely. Somewhat. Not much. Don’t have an intranet.
  53. 53. Q&A
  54. 54. Thank You www.jostle.me @jostleme 888.567.8538 info@jostle.me www.karenmartin.com @karenmartinopex 858.677.6799 info@ksmartin.com
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