Engagement Model

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Engagement Model

  1. 1. Mxxx 2012ENGAGEMENT PLAN
  2. 2. OBJECTIVES Business Case for Engagement Strategy & Process Summary
  3. 3. THE BASIC QUESTIONS What Why How
  4. 4. SATISFACTION IS NOT ENGAGEMENT Satisfaction = contentment Contentment = lack of disturbing status quo Satisfaction in and of itself ≠ action
  5. 5. WHAT IS ENGAGEMENT Passion for excellence Self-generated enthusiasm Commitment to action beyond the obvious
  6. 6. ENGAGED TO THE… Organization Manager Customer
  7. 7. ENGAGEMENT Taps reserve energy enabling us to do more and replenish ourselves at the same time
  8. 8. ENGAGEMENT IS Emotional, energizing and contagious Done right, it will spread organically
  9. 9. WHY WE CARE Engaged employees share two key traits  IncreasedProductivity  Decreased Attrition In addition these people tend to be more…  Collaborative, creative and flexible
  10. 10. CURRENT MACRO SITUATION Less than 1/3 of employees [US] engaged (2012 Gallup, Conference Board, et al) 50% of people not engaged  Notengaged = neutral or ineffective  Compliance vs. commitment ~20% of employees dis-engaged  Dis-engaged = actively working on goals/needs other than ours
  11. 11. CURRENT MICRO VIEW Mxxx 2/3 people “new” (<6 mo’s) No history to rely on/carry forward – as positive as it is negative Within this calendar year the excitement of being “newly-hired” ceases Absent overt intervention our engagement rates will approximate the US avg
  12. 12. SEVEN FACTORS FUEL ENGAGEMENT Relationship with boss Personal recognition Professional development Coaching & feedback Inclusion & involvement Social systems Communication
  13. 13. ENGAGEMENT OBJECTIVE Create and sustain environment that moves beyond the four walls causing people to embody healthy, productive and renewing work relationships for the long-term
  14. 14. ENGAGEMENT STRATEGY Leverage current highly engaged people with additional responsibilities & challenges Focus on the interface between team and direct manager Collaboratively develop culture using the seven factors
  15. 15. RATIONALE Near-term “wins” excite teams Focus on existing believers redefines nature of work Relationship of managers and teams most visible opportunity for engagement Culture based on seven factors sustains healthy workplace long-term
  16. 16. IMPLICATIONS Not everyone makes the transition Divergence in prior experience of talent means un-doing poor cultural habits Working in highly engaged environment increases expectations of leaders Engagement is emotional; not always comfortable or predictable Avoid the extremes; concentrate on the mid
  17. 17. ENGAGEMENT PROCESS Leverage early adopters Develop healthy teams Build culture
  18. 18. PROCESS KEY POINTS
  19. 19. LEVERAGE EARLY ADOPTERS Identify resources who are already “there” Enroll believers in creating action plans Immerse in change management practices Provide technical leadership opportunities Invest in interpersonal skills training Envelop informal communication systems
  20. 20. HEALTHY TEAMS Believe work is fun; amplify this Support model behaviors Develop healthy interactions for conflict, debate and problem-solving Reach-out plans for distressed members Every member adds value
  21. 21. CULTURE Define the Mxxx culture incorporating the forward mission Celebrate successes Act collaboratively Openness in sharing good & bad news Fully immersed in customer engagement
  22. 22. SYSTEMS VIEW ATTRIBUTES
  23. 23. RELATIONSHIP Role clarity for manager and team members Manager as coach Manage vs. lead Situational leadership Learn employees’ stories Recognize life is larger than work; things happen
  24. 24. RECOGNITION Timeliness Apply Strategically Peer recognition Appropriate venues
  25. 25. DEVELOPMENT Career planning long and short-term Baseline of technical, business and social skills Development as active vs. passive Limited time roles key to learning Post-completion assessment foundational
  26. 26. COACHING Separate coaching and counseling Train effective coaching techniques Use critical incidents as profile material Selective coaching techniques
  27. 27. INCLUSION Share broadly as much as possible Retain right to not share Inclusion brings responsibility Ideas are the price of admission Delegation and inclusion work together Willingness to let others lead the way
  28. 28. SOCIAL Cross functional fun Event driven excuse to party Business case reasons to learn about others Community outreach opportunities Social media presence Family inclusion Humanize each other
  29. 29. COMMUNICATION Develop employee voice Cultural sync of messaging High-touch, low-tech Listening skills Formal and informal tools Testing for understanding (tribute to Covey) Recap
  30. 30. SUSTAINING PRACTICES People Process Measures
  31. 31. SUSTAINING PRACTICES, PEOPLE Identity non-performers  Management/non-management Promote active/visible leadership  Reviews/ratings/results Remain open to contrary views  Openness drives inclusion and involvement  Open ≠ loose
  32. 32. SUSTAINING PRACTICES, PROCESS Ensure support processes are in sync  Recruiting/hygiene/strategy Renew systemic approach over time  Remain current in cultural practices Leverage communication system as the key
  33. 33. SUSTAINING PRACTICES, MEASURES Baseline, 2012  Internalmeasures  Key needs  Primary focus Customer view On-going data collection/analysis
  34. 34. SUMMARY Engagement drives greater return on people Systemic element allowing us to focus Executed well, becomes a competitive advantage and a differentiator

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