Usp   Employee Engagement For Outstanding Performance
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Usp Employee Engagement For Outstanding Performance

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Engagement ignites dynamic performance in organisations - we shoe you what to look for/ what to aim for.

Engagement ignites dynamic performance in organisations - we shoe you what to look for/ what to aim for.

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Usp   Employee Engagement For Outstanding Performance Usp Employee Engagement For Outstanding Performance Presentation Transcript

  • Employee Engagement for Outstanding Business Performance
  • Contents
    • Why Engagement Matters – Financial Impacts
      • Headlines
      • Rank Your Organisation
    • Gallup Findings
      • World Class Organisations – v - Average Organisations
      • What this means to business
    • Disengagement – Indicators
    • 11+ Leading Causes of Disengagement
    • Measuring Engagement – Employees
    • Measuring Engagement – Organisations
    • Process of Engagement to Improve Performance
    • Leading a Culture of Excellence
    • Terms & References
  • Engagement & Financial Sense EPS Growth Performance Productivity Profitability Business Value Between 2004-08 companies who were voted Best Companies to Work For increased their turnover by 94% and profits by 315% Engaging for Success – MacLeod Review 2010
  • Headlines Disengaged workers cost UK Business £44bn in lost productivity – Institute for Employment Studies (IES) Sickness absence costs UK business £13.4bn per annum Confederation of British Industry (CBI – 2006) Businesses seeking to innovate will not succeed without engaged employees Engaged employees generate 43% more revenue Hay Group Three quarters of engaged employees believe they can impact Costs, Quality & Customer Service – only one quarter of the disengaged believe they can – Towers Perrin (2006) Engagement improves: Profit margins/ Productivity/ Customer satisfaction/ Safety records/ Attendance rates Gallup/ MacLeod Review/ UKCES (2010)
  • PEOPLE ORGANISATION JUST GOOD ENOUGH MEDIOCRE LACKLUSTRE STAGNANT FAILING INERT MOTIVATED / EXCITED ENTHUSIASTIC / THRIVING ASPIRATIONAL HIGH FLYING E N G A G E M E N T P E R F O R M A N C E CULTURE LEADERSHIP VALUES BUY-IN COMMITMENT EFFORT Rank Your Organisation
  • 67% 33% 49% 18% 26% 7% World Class Organisations Average Organisations Engaged Disengaged Actively Disengaged Gallup Employee Engagement Survey 2010 30 years experience of conducting employee surveys and measuring against critical indicators of business performance
  • Engagement and Performance Impacts HIGH HIGH LOW LOW ENGAGEMENT PERFORMANCE HIGH PRODUCTIVITY HIGH PROFITABILITY HIGH EPS LOW ABSENTEEISM CUSTOMER SATISFACTION HIGH QUALITY LOW WASTAGE LOW SHRINKAGE LOW PRODUCTIVITY LOW PROFITABILITY LOW EPS HIGH ABSENTEEISM CUSTOMER DISSATISFACTION LOW QUALITY HIGH WASTAGE HIGH SHRINKAGE WORLD CLASS ORGANISATIONS ACHIEVE SIGNIFICANTLY HIGHER PERFORMANCE AVERAGE ORGANISATIONS ACHIEVE LOWER FINANCIAL REWARDS AND FACE HIGHER COSTS
  • Indicators of Low Performance /Disengagement
    • ORGANISATION
    • High or increasing levels of shrinkage/ wastage
    • Low or decreasing productivity/ profitability
    • Quality defects or high levels of returned goods
    • Customer service/ satisfaction issues
    • Late/ missed deliveries/ deadlines
    • Turnover stalling / reducing
    • Lack of investment/ lack of resources
    • PEOPLE
    • High staff turnover / recruitment costs
    • High levels of industrial tribunals
    • High or increasing levels of safety incidents/ accidents
    • Incidence of sabotage or employee disruption
    • High levels of absenteeism/ sickness/ lateness
    • Low/ no staff development/ recognition schemes
    • Apathy/ disinterest/ indifference
  • 11 Leading Causes of Disengagement Job Expectations Unmet Misuse of Talent Misuse of Talent Poor Development Lack of Opportunity Lack of Recognition Poor Work/Life Balance Poor Office Environment Poor Line Management Disjointed or Inconsistent Leadership Inadequate Resources Job Expectations Unmet Recruitment Business Change People/ Equipment/ Information Underutilisation Overutilisation No training/ No feedback No advancement/ new skills No appreciation Mismatch of priorities Hostilities/ Politics/ Bullying Inadequate / mismatched style Out of depth Incapable/ bypassed Unsupported Bored / de-motivated Exhausted/ stressed Undervalued De-motivated/bypassed Used / undervalued Stressed/ incapable Harassed/ threatened Frustrated/ cynical Quit or underperform Make errors/ underperform Underperform Do less Make errors/cause accidents Underperform Quit or underperform Reduce effort Make errors/ reduce effort Underperform/ Make errors Quit or underperform Cause Manifestation Individual impact Outcome
  • Process of Engagement – Business Resolution Conduct employee survey Analyse strengths & weaknesses Identify all actions & training required Communicate results and outcomes Provide leadership training & skills development Monitor & review business performance Determine business priorities and set overall targets Consult on next steps and resources required Identify causes & impacts Provide info & resources Implement changes – agree tasking targets/ owners/ deadlines Agree measurements of success Monitor & review leadership performance Provide support & guidance Consult on outcomes & adjust as needed Benchmark new practices Benchmark new performance Recognise & reward achievements Maintain dialogue on progress & next steps Re-conduct employee survey Compare / contrast and communicate Identify new priorities/ targets Making Changes Benchmarking
  • Individual job satisfaction Measurable employee perceptions of engagement Trust in leadership & organisation Work-life balance is fair Efforts and success are appreciated Have task discretion Ideas and initiatives count Skills/ability recognised and utilised Feel respected, trusted & valued Have regular appraisals with joint input Relevant learning & development is available Genuine career opportunities Leadership listens and responds Open & honest 2way communications Receive timely business information Individual contribution fits org targets Feel a sense of belonging Understand organisation strategy Take responsibility for personal outputs Delegated responsibility and authority to do the job Have tools & resources to do the job
  • Measurable organisational indicators of engagement ‘ Can Do’ attitude and enthusiasm Good attendance / punctuality Pace & urgency High internal recruitment Skilled employee base Working is efficient & effective High staff morale High Customer satisfaction Business is growing / turnover increasing Increasing EPS and profitability Increased productivity Goods delivered on time/ right first time Low occurrence of safety incidents High collaborative working / information sharing High staff retention High quality outputs/products/services Investors in People Award / Best Employer Ratings Low wastage/ shrinkage Performance Improvements Culture of Excellence
  • Leading a Culture of Excellence Develop talent Inspire effort Promote learning Build Collaboration Innovate continually Set Fast Pace Seek initiative Provide challenge Expect the Best Celebrate success Recognise achievement Visionary leaders World Class Leadership Achieves World Class Results
  • Why USP ?
    • We are Specialists in creating High Performance Teams and Individuals
    • We inspire, motivate and challenge to deliver Business Goals
    • We transform behaviour and attitude to achieve Active Engagement
    • We track implementation and benchmark Best Practice
    • We measure improvements – so you can monitor ROI
    • We achieve 100% Positive Feedback from our delegates
    • We build confidence, focus, creativity, innovation, communication, collaboration, leadership, motivation, enthusiasm – and make it stick!
    • We create ideas that help you develop your business
    • Our clients include Met Police/ Ministry of Defence/ BT PLC/ RBS/ Atkins/ Orange/ Chartered Institute of Insurers/ Trowers & Hamlins
  • Definitions Employee Engagement: The discretionary effort that individuals apply to fully utilising their skills High Performance Working: Describes outstanding performance, by individuals or teams, who greatly exceed general standards Excellence Culture: Describes an environment that operates at the highest level, driven by a visionary leader who is able to inspire and transform the entire organisation. Disengagement: Describes employees who are indifferent or emotionally disconnected from their organisations and employers. They achieve minimum standards, have higher levels of absenteeism, lower quality outputs and their performance is poor. Active Disengagement: Describes employees who deliberately underperform, waste time and resources and produce low quality outputs. They can be disruptive and hostile and affect the working of those around them.
  • For further information contact: Sue McCauley Director USP Business Development Limited Tel: 0870 428 2614 Email: [email_address] Website : www.usp-bd.com