Beyond the Metrics: Creating Meaningful Engagement through Communication
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In this webinar, Limeade helps businesses take on these challenges, from everyday engagement struggles to unique crisis obstacles like showing care during the COVID-19 pandemic. This webinar will empower you to find effective and innovative approaches that actually move the needle on engagement.
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Beyond the Metrics: Creating Meaningful Engagement through Communication
- 1. Beyond the Metrics: Creating Meaningful Engagement Through Communications April 2020
- 2. Today’s Presenters Lauren Franklin Senior Brand Manager Limeade 2 Stefanie Lightman Head of Brand Management Limeade
- 3. Today’s Agenda 1. Defining Employee Engagement 2. What’s Not Working 3. It’s about Care and Connections 4. Care in Crisis 5. Key Takeaways 6. Q & A 3
- 5. Employee engagement is a deep connection and sense of purpose at work that creates extra energy and commitment.
- 6. Engagement Matters 2.5x Companies with high employee engagement have Companies with higher engagement are Disengaged employees are 78% 5x higher stock price growth compared to that of less engaged peers1 more profitable and 40% more productive2 more likely to have an accident3 61Hay Group, 2010; 2 Aon Hewitt, 2009; 3.SHRM, 2006
- 7. Manageable Stress & Work Hours Time Spent Wisely Ability to Focus Commitment Meaning & Purpose Valued, Respected, Connected Growth Personal Strengths Drivers of Employee Engagement 7Limeade Institute, 2016 Job-Skill Fit & Work Identity Energizing & Enjoyable Work Impact Organizational Support
- 9. Current engagement approaches miss the mark Only 35% of HR practitioners believe their engagement efforts lead to positive business outcomes (Bersin & Associates, 2012) The number of engaged employees stayed around 30% during the last decade (Gallup, 2016) Actively disengaged employees cost the U.S. upward of $550Billion per year (Gallup, 2017)
- 10. It’s About Care and Connections
- 15. Do a Well-Being Check- In With Your Team Well-Being at Work Course Take Time to Recharge 20% As CEO, I want to share mygratitude to each of youand how what youdo matters every day. You Matter! Jose, thank youfor inspiring our team and keepingus motivated. Thank You
- 16. What’s your role in supporting employee growth? Learnmore» Ask For More of What You Like Build a Bridge Between Work and Vision
- 17. Let’s get you set up with everythingyouneed at Northwest Medical Welcome Cameron! Got a question? We’re hereto help! Ask HRSet-Up a Feedback Web For Your Team Recognize Direct Reports!
- 18. Audience Poll How are your organizations demonstrating care for employees during the COVID- 19 crisis?
- 20. Weare in this together! Daily Message from our CEO Weekly Pulse – How can we help? Schedule 1:1 Coaching Take a well- being pause Ask HR Got a question? We’re hereto help!
- 21. It’s Not too Late to Get Started • Manager Tools • Videos from your leaders • Encourage breaks • Support at home • Share more • Be available
- 22. Key Takeaways • Engagement is a day-to-day experience (not one-time survey!) • Technology can help you personalize engagement and the employee experience • There’s no better time than the present to care for employees 22
Editor's Notes
- Katy B @ TCB
- Katy @ TCB
- Katy @ TCB *** Have you been spending time and money on surveys to engage your workforce to no avail? Are you trying to communicate critical and timely information to dispersed workforces in times of crisis? Limeade helps businesses take on these challenges, from everyday engagement struggles to unique crisis obstacles like showing care during the COVID-19 pandemic. We will show you how to empower executives to find effective and innovative approaches that actually move the needle and meet the needs of their leadership teams. Join these experts as they reveal: Engagement tools and procedures that effectively communicate your message and drive action § Research-backed approaches to overcoming formidable workforce engagement challenges § Strategies to bridge the gap between program results and effective outcomes
- Lauren
- Lauren
- Lauren These are just samples of how having an engaged workforce leads to better business results Engaged workforces are related to higher stock price growth, more profitability, more productivity and fewer safety incidents And even when an employee has a safety incident, it costs less when you are employees are engaged Moreover, the average cost of a safety incident for engaged employees was $63, compared with an average of $392 for nonengaged employees (SHRM, 2006, Vance) Over and over the research shows this Almost any business results your organization might care about—it’s better to have an engaged workforce We accept this now as a truism
- Lauren So how to you create more engagement? You have to focus on the drivers of engagement—what are the conditions for your employees to be engaged? Research we conducted in the institute These are the constructs that have the strongest statistical relationship with “I feel personally engaged in my work” Does my work have meaning and purpose? Do I feel like I’m growing? Do I enjoy the work itself? Am I making a difference? Am I using my strengths? Am I valued and respected? Do I feel supported? Do I feel connected? Aspects of well-being—manageable stress, how am I using my time at work? Engagement is the engine, well-being is the fuel What I hope you see here it the mutual commitment—what is the org doing to support me? Is the organization creating the conditions for me to be engaged? And how do I feel about it—not just that I have access or that there are resources. For example, growth—there might be great learning resources, but do I feel like my manager is supporting me and encouraging me to grow? Does the organization have a growth mindset or a fixed mindset? Am I feeling like I am growing in my daily experiences? Enterprise Rent-A-Car: Shared Commitment (from SHRM) Enterprise Rent-A-Car is besting many competitors in part because of its focus on employee engagement. The local office is the focus of Enterprise Rent-A-Car’s engagement strategy. When someone joins the staff, a company representative and the new employee sign a “commitment success letter” that outlines their pledges and expectations for each other. “So there is a high-level reporting system in place,” McCarty explained, “but the power of engagement is really in the one-on-one connections that folks have with the managers of the local entities. Each branch manager has lots of autonomy, and the one-on-one things they do to keep their employees engaged are less glamorous than some corporate policies—but more real. So our engagement efforts must focus more on creating these conditions in the the daily work experience Lauren—let’s dig into some real examples of this
- Stefanie
- Stefanie
- Lauren -
- Lauren Meet Josue. He’s a couple months into his role on the marketing team and is realizing that he’s taking on a lot more responsibility than described during his interview process. He's noticed his weekends are even starting to be consumed by email catch-up or worrying about all the work to do on Monday. His engagement is quickly waning as he finds himself extra tired most days before work even starts. His boss is praising him about the great work he's doing but hasn't even noticed Josue's lack of energy and excitement. Despite only being a couple months in, Josue wonders how long he can keep this up.
- Stefanie Meet Aparna. Aparna is the receptionist at a remote location of her global company. She keeps the office moving and is respected by many of her colleagues for her organization and attitude. There’s an opportunity to apply for a women’s leadership course offered by the global HR team and she needs supervisor approval to apply. During the conversation with her supervisor, she is pretty clear with Aparna – “I think it’s great you want to apply, but your job is to answer the phones, greet people and keep us all organized and you seem really happy doing that. I don’t see why you need a leadership course for your job. Plus, I need you 100% here.” Aparna goes back to her desk and feels her opinion towards this company shifting.
- Lauren Meet Cameron. Cameron is a doctor working the graveyard shift at a university hospital. It’s her first week on the job and she’s feeling at a loss for where she fits in and who to go to for what. Her manager seems so busy and stressed that she’s fearful to reach out to her for questions. Does she even know she’s here? Her peers try to help, but they’ve been at the hospital for so long, they don’t know how to point her in the right direction. Soon, Cameron just fades into the background doubting if she’s in the right place for her
- Lauren Now we’re going to talk about how their experience could have been different As Laura mentioned, engagement is about every day moments and I think sometimes when we’re so focused on how we’re measuring and when we are, we forget what changes the measurement – those small actions. And it’s hard to imagine what those might be when we’re operating at the high-level so we wanted to paint a picture of what those could like. And how it might be a couple subtle nudges that can shift an experience.
- Lauren
- Stefanie So remember Aparna? She was excited about the opportunity to grow her career, but wasn’t getting any encouragement from her supervisor What if her supervisor had gotten this clear message from her employee—outlining her role in supporting employee growth; that not only that it was okay, but it is very much encouraged Or Aparna was encouraged to talk with her manager and others about the areas of her role that she really liked and she felt were her strengths Or for her to show how her strengths could help the organization even more One company we work with has created a Talent Marketplace—a way to think about the talent in the organization and how people can get new career and growth opportunities within the company—talk about showing in the daily work that they support employee growth and development. Imagine what a different experience Aparna might have had if she worked there.
- Lauren
- Stefanie
- Stefanie *Share examples of how to connect with people and transition into care in crisis [potentially new slide with examples] Going for walks Checking in via text Support creating grocery lists Catering lunch for manufacturing workers Remind people of company values and why they’re working
- Lauren – first and third bullet Stefanie – second bullet