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Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
Employee Engagement to Execution
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Employee Engagement to Execution

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  • Making sure that OUR PEOPLE are executing on OUR MISSIONBeyond Satisfaction: engaging employees and retaining customers.“success depends on a company’s ability to unleash the initiative, imagination and passion of employees at all levels.”Gary Hamel, Wall Street Journal, Dec 16 2009
  • Study showed the best in class organizations had a 2X the rate of customer satisfaction of average companies and 4X the rate of laggards.
  • A“Global Workforce Survey” conducted by Towers Perrinpolled more than 90,000 workers in 18 countries and found that only 21% of employees are truly engaged in their work.
  • Key Point: these elements describe the future state of employee performance programsLead in: there seems to be three primary concepts that forward-thinking organizations believe represent the future state of employee performanceLead out: so the question is….what’s the solution?
  • Key Point: the tools people use today don’t make it easy to replicate these best-practice behaviors consistentlyLead in: …the tools we have today to engage in these behaviors are not as effective as we’d like. Think about something as simple as telling something they did a good job using email; what’s the problem?Lead out: and so with Rypple, we set out to build a better way to encourage these behaviors
  • Key Point: look at the things people are doing already to drive performance and build a service that makes them easier and more effective to doLead in: the solution is looking at the things people are doing already to drive performance and build a service that makes them easier and more effective to doScript: if you think about it, we all know managers from our past that simply did a great job of engaging and motivating their teams, irrespective of any technology solution. So the goal is to understand what those behaviors are and build a service that helps the rest of us replicate them…very similar to what Facebook did to help people keep in touch with friends and family. For example, before Facebook, people still kept in touch with friends and family by calling, sending emails, etc. But what Facebook did was say “hey, people are engaging in this behavior already and we think we can get more people to do the same, by building a service that makes it easy.” – lowers the bar, make the desired behavior more accessible and amplify the benefit.Lead out: so the question is, in the absence of formal performance management program, what would good leaders do to engage, motivate, and align their teams?
  • Key Point: Rypple sits at the intersection of these three elementsLead in: So our idea was to build a solution that represented a “better way” and combined three key elementsScript: Behavioral science: helping us understand the behaviors that people typically engage in at work?Leadership Development: the people who do this really well…what are they doing that the rest of us aren’t?Social Media: an understanding of how people related to reach other in a fun, “connected” way using today’s social technologies.Lead out: so the ideas is, if we combined these three element we’d have a great solution to help people drive performance by making the best-practice (social) behaviors easier to engage in. But that’s not enough…
  • Key Point: the key to encouraging any behavior is to incorporate it into the activities and processes you’re ALREADY familiar withLead in: Thing is…we could build an Olympic-caliber training facility, but if we build it in the middle of the desert, no one would come. No different than with a web service. It NEEDS to be integrated into the tools and activities you engage in every day.Lead out: …and so the whole idea is to build a great service that encourages simple, best practice behaviors that drive real results, and make it easily accessible where you live. That’s why Rypple is.
  • Transcript

    1. Engagement to Execution<br />David Priemer<br />CONFIDENTIAL<br />
    2. 2<br />What is engagement?<br />“Engagement is about aligning individuals with the mission and priorities of the organization.”<br />Aberdeen Group study, July 2009<br />
    3. CONFIDENTIAL<br />3<br />Engagement = results<br />Aberdeen Group study, July 2009<br />
    4. 4<br />Engagement reality<br />Only 21% of employees are truly engaged in their work.<br />Towers Perrin, Global Workforce Study of 90,000 workers in 18 countries (2008)<br />
    5. 5<br />CONFIDENTIAL<br />Be concerned when you hear:<br />“Our people…<br />…want more feedback/coaching”<br />…don’t get ongoing recognition”<br />…aren’t focused on key priorities”<br />
    6. 6<br />CONFIDENTIAL<br />Desired state<br />Continuous feedback/coaching/recognition<br />Drive business results, not documentation<br />Approach that clearly benefits employees<br />
    7. 7<br />CONFIDENTIAL<br />But existing tools don’t make it easy<br /><ul><li> unstructured
    8. difficult to organize
    9. too infrequent
    10. hard to document
    11. watered-down
    12. email
    13. conversations
    14. documents
    15. annual reviews
    16. surveys</li></li></ul><li>8<br />CONFIDENTIAL<br />Rypple gets you there<br />Rypple is social software that promotes engagement, performance, and results.<br />
    17. 9<br />Why Rypple works<br />Leadership Development<br />Behavioral <br />Science<br />Social Media<br />
    18. July 15, 2010<br />CONFIDENTIA<br />10<br />Behavior #1: have frequent 1:1’s<br />“Encourage managers to have frequent, ongoingconversations with their staff.”<br />Jeffrey Pfeffer: Professor of Organizational Behavior, Stanford <br />
    19. July 15, 2010<br />CONFIDENTIA<br />11<br />Behavior #2: get ongoing feedback<br />“Leaders reach out to co-workers, listen and learn, and to focus on continuous development.”<br />Marshall Goldsmith: CEO coach & best selling author<br />
    20. July 15, 2010<br />CONFIDENTIA<br />12<br />Behavior #3: recognize greatness<br />“The number one motivator of people is feedback on results.” <br />Ken Blanchard: Author, The One Minute Manager<br />
    21. 13<br />CONFIDENTIAL<br />Integrated into your life<br />
    22. 14<br />CONFIDENTIAL<br />Next steps<br />Visit Rypple.com to learn more<br />Sign-up for free and get started today<br />Contact me for 1:1 help<br />David Priemer (dpriemer@rypple.com)<br />416-485-1689<br />

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