Engagement to Results: Conquering the Feedback Challenge

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Key Takeaways:
1. Employee engagement is critical
2. Performance reviews suck
3. A social approach to feedback is key

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Engagement to Results: Conquering the Feedback Challenge

  1. 1. David  Priemer   Enterprise  Engagement  &  Customer  Success  
  2. 2. Key  take-­‐aways:   1.  Employee  engagement  is  cri4cal   2.  Performance  reviews  suck   3.  A  social  approach  to  feedback  is  key   2  
  3. 3. Top  2  management  lessons  learned   1.   It’s  not  about  you,  it’s  about  your  team   2.   Only  your  mother  cares  about  how   smart  you  are  *   *  2b.  Everyone  else  cares  about  results          .           3  
  4. 4. but  results  begin  with…   Engagement     4  
  5. 5. What  is  engagement?   “Engagement  is  about  aligning  individuals  with   the  mission  and  priori3es  of  the  organiza4on.”   Aberdeen  Group  study,  July  2009   Beyond  Sa4sfac4on:  engaging  employees  and  retaining  customers.   5  
  6. 6. Engagement  reality   Only  21%  of  employees  are  truly   engaged  in  their  work   Towers  Perrin,  Global  Workforce  Study  of   90,000  workers  in  18  countries  (2008)   6  
  7. 7. Engagement  is  really  about   “Discretionary  effort”   7  
  8. 8. Engagement  =  results   Quality   Increased   customer   Loyalty   revenue   experience   Aberdeen  Group  study,  July  2009   8  
  9. 9. Question   “How  do  we  drive  engagement?”   9  
  10. 10. Answer   You  don’t!   10  
  11. 11. Question   promote “How  do  we  drive  engagement?”   11  
  12. 12. Promoting  engagement   “success  depends  on  a  company’s  ability   to  unleash  the  ini3a3ve,  imagina3on  and   passion  of  its  employees”   -­‐ Gary  Hamel   WSJ,  Dec  2009   12  
  13. 13. How  to  get  there   Listen…   be  open…   coach…   …create  an  environment  of   con4nuous    feedback  and  learning   13  
  14. 14. Traditional  approach   Once  or  twice  a  year,     companies  stop…and  have  a        “focal  period”   14  
  15. 15. Fill  out  lots  of  complex  forms…   15  
  16. 16. …evaluate  people  on   abstract  skills  &  competencies…   16  
  17. 17. 17  
  18. 18. …&  give  lots  of  feedback  all  at  once.              “Here’s  all  the  feedback.  Now  use  it!”  *   *  “By  the  way,  here’s  your   raise/bonus…”   18  
  19. 19. Performance  reviews  suck   “Get  Rid  of  the  Performance  Review!  It  destroys   morale,  kills  teamwork  and  hurts  the  boFom  line.”      “Now  is  as  good  a  Kme  as  any  to  think  about   giving  up  this  bankrupt  process.”   19  
  20. 20. Not  surprising   Y        N   1.  Easy  to  complete?   ☐    2.  Are  they  consistently  helpful?   ☐    3.  Is  the  experience  produc4ve?   ☐    4.  Are  insights  easily  assimilated?   ☐    20  
  21. 21. Why  do  we  do  it?   21  
  22. 22. but…   …the  game  has  changed   22  
  23. 23. Game  changers   1. Workforce  composi4on   2. What  mo4vates  us   3. Tools  we  use   23  
  24. 24. Gen  Y  is  taking  over   Mentoring  Millennials   “In  four  years,  Millennials  will  account  for   nearly  half  the  employees  in  the  world.”   24  
  25. 25. New  definition  of  feedback   The  Double  Meaning  of  Feedback   “When  a  ‘Y’  says  ‘I'd  like  more  feedback,’   they  are  expressing  a  desire  to  learn  more.”   25  
  26. 26. Money  doesn’t  motivate   “Meaning  is  the  new  money”   26  
  27. 27. We  use  personal  tools  at  work   27  
  28. 28. Desired  future  state   1.  Con4nuous  feedback/ coaching   2.  Drive  business  results  not   just  ar4facts   3.  Clear  benefit  to  the   employee   28  
  29. 29. Solution  for  today’s  workforce   Promote  the  social  behaviors  that   drive  performance  and  results   29  
  30. 30. Behavior  #1:  give  recogni3on   “The  number  one  mo5vator  of  people  is   feedback  on  results.”     Ken  Blanchard:  Author,  The  One  Minute  Manager   30  
  31. 31. Behavior  #2:  have  frequent  1:1’s   “Encourage  managers  to  have  frequent,   ongoing  conversa5ons  with  their  staff.”   Jeffrey  Pfeffer:    Professor  of  Organiza4onal  Behavior,  Stanford     31  
  32. 32. Behavior  #3:  get  ongoing  feedback   “Reach  out  to  co-­‐workers,  listen  and  learn,  and   to  focus  on  con5nuous  development.”   Marshall  Goldsmith:  CEO  coach  &  best  selling  author   32  
  33. 33. The  problem   Exis4ng  tools   don’t  make  this   easy…   33  
  34. 34. Why  don’t  these  tools  work?   •   email   •   unstructured   •   conversa4ons   •   difficult  to  organize   •   documents   •   too  infrequent   •   annual  reviews   •   hard  to  document   •   surveys   •   watered-­‐down   34  
  35. 35. A  better  apporach   Leadership   Development   Behavioral     Science   Social  Media   35  
  36. 36. 36  
  37. 37. Simple,  fun,  public  recognition   37  
  38. 38. Core  Values    Badges   38  
  39. 39. Effective  1:1’s   39  
  40. 40. Bionic  Memory   40  
  41. 41. Confidential  personal  feedback   41  
  42. 42. Do  everything  from  email   42  
  43. 43. The  result   1.  Promote  con4nuous  feedback   2.  An  experience  that  delivers  results   3.  Integrated  into  everyday  life   43  
  44. 44. Haven’t  listened  till  now?   1.  Employee  engagement  is  cri4cal   2.  Performance  reviews  suck   3.  A  social  approach  to  feedback  is  key   44  
  45. 45. Questions?   45  
  46. 46. Ping  me  anytime!   Email:  dpriemer@rypple.com   TwiMer:  @dpriemer   Phone:  416-­‐480-­‐6498   46  

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