Unleash The Drive To Excel

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On July 21, 2009 The Bailey Group hosted a presentation on how employee engagement enables organizations to maximize the efforts of their workforce to drive quality, customer satisfaction, revenue growth and profitability. Learn more about the benefits of a highly engaged workforce in this slide show.

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  • Exactly HOW engagement leads to organizational success is described by this Gallup Path…it starts with employees knowing themselves and their fit, it includes managers who take the time to understand and form effective, trusting relationships with their staff AND deploying that staff well. And if that is done, this leads to the organizational success leaders need—assuming they are leading well!
  • Unleash The Drive To Excel

    1. 1. Employee Engagement: UnleashtheDriveto Excel Lead Well. Engage Employees. Get Results. Barb Krantz Taylor and Ann Ruschy
    2. 2. Video  What about this “employee” looks engaging?  What does the “manager” do that helps engage the employee and contribute to performance excellence?  What lessons did you learn from this video?
    3. 3. How do you know who’s engaged?  Clear about purpose—seek ways to improve  Bring full selves to work  Highly skilled  Need for achievement  Positive energy  Committed to team  Upbeat and proud to work for you Source: First, Bre ak Allthe Rule s, Gallup
    4. 4. A personal connection employees have to their job, organization, manager, or team that motivates them to excel at their work. Employee Engagement
    5. 5. What’s the Difference? Engagement vs. Satisfaction
    6. 6. Where Engagement Happens Employee Goals Bingo! Organization Goals MaximumDrive and Performance
    7. 7. THE RIGHT FIT GREAT MANAGERS ENGAGED EMPLOYEES ENGAGED CUSTOMERS SUSTAINABLE GROWTH HIGHER PROFIT STOCK INCREASE ENTERHERE ID STRENGTHS MISSION ACHIEVEMENT THE GALLUPPATH™
    8. 8. So urce : Gallup Organization Employee Engagement Results  38% higher customer satisfaction  22% higher productivity  27% higher profits
    9. 9. More Results  26% higher productivity  13% higher returns to shareholders  20% fewer missed work-days  ¾ of Highly Engaged employees “exceed” or “far exceed” expectations Source: Watson Wyatt 2008/2009 WorkUSA Report
    10. 10. …And More  Perform 20% better  Are 87% less likely to leave the organization So urce : “Driving Performance and Retention through Employee Engagement” Corporate Leadership Council, 2006
    11. 11. How do I get some of that????
    12. 12. It takes a village…  Employees  Managers  Senior Leaders  Human Resources
    13. 13. Employee’s Role  Proactively manage career  Know self (strengths, values, contributions)  Explore (feedback and information seeking)  Prioritize  Set Goals/Take Action
    14. 14.  Identify the “work that needs doing”  Determine strengths needed for “the work”  Assess current strengths  Identify matches and gaps  Coach employees  Provide feedback, information, and resources  Balance strengths with organizational needs Manager’s Role
    15. 15. Leaders’ Role  Capitalize on “engageable moments”  Demonstrate strong leadership and clear direction  Manage organizational change with effective communication  Emphasize customerfocus  Institute and communicate a system of equitable rewards  Invest in the core --Watson Wyatt 2008/2009 WorkUSA Report
    16. 16. Human Resource’s Role  Be a partner  Be a role model  Coach leaders, managers, and employees  Integrate into (required?) management development/training  Align policies, procedures, and practices  Measure engagement  Trackresults
    17. 17. Taking Charge of YourCareer
    18. 18. Job = paid wo rk Leisure = e njo ym e nt; m e aning & purpo se ; a de g re e o f auto no m y Career= Jo b + Le isure What is a career?
    19. 19. Career “Fit”  Work(talents, challenge, growth)  Environment (physical/cultural)  Relationships (supervisor, colleagues)  Rewards (pay, benefits, hours)
    20. 20. What fits for you?  Quickly jot down what you know about your 4 areas of fit… How easy/hard was this? How specific are your answers? How many of your employees (or people you know) would 1) find this easy? 2) have specific answers?
    21. 21. Engaging Conversations
    22. 22. Engaging Conversations Employee Goals Organization Goals Unleashing an employee’s potential to excel Connecting their motivation to organization’s success
    23. 23. Think about a time at work when you were at your best
    24. 24. Engaging Questions  What did you like about that?  I’m curious about _____  Tell me more about _____  What did you mean by ______?  Help me understand _____  What else?
    25. 25. Employee Engagement Drivers
    26. 26. Trust in Senior Leadership Manager Relationship Pride in Organization Connection to Organization’s Success Utilization of Strengths Discretionary Effort Job Satisfaction Co-Worker Relationships What Drives Engagement? Development Opportunities
    27. 27. Work harder Aim higher Perform better Stay longer Engaged Employees
    28. 28. THANKYOU! Lead Well. Engage Employees. Get Results. Barb Krantz Taylor and Ann Ruschy

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