Adapted presentation for managers on engagement: what is it, why bother and how to build it

1. ENGAGEMENT VS.
SATISFACTION
GETTING GOOD PEOPLE
TO ENGAGE AND STAY
First Steps Towards Cracking the Engagement
Code

2. What is the difference between
Engagement and Satisfaction?
An employee may be
completely satisfied with work
conditions while operating at a
low level of engagement
Satisfaction can be
defined by conditions
such as:
 Great coworkers
 Love the proximity
to the transit center
 Enjoy the flexible
work schedule
 Good benefits and
pay package
 Boss doesn’t
hassle me
 Yearly bonus

3. Why is this important?
 We want employees that take
appropriate risks and innovate
 Engaged employees
 Know what to do
 Know how their work “fits”
 Are committed to their goals

4. It’s a business issue
80% say they will stay with their employer for more than a
year
That’s an increase of 45% from 2011 and 35% from 2009
Sounds good, but in that time 46% of those surveyed have
either
 moved to a new job (9%),
 received a promotion (22%), or
 changed roles (15%) with their current employer
72% of those who plan to stay, strongly agree/agree with the
statement “my job makes good use of my talents and
abilities”
Source: Deloitte surveying talent from the employee perspective , September 2012

5. Why does Engagement matter?
Engagement is an
individual’s sense
of:
 Purpose and
focused energy
 Personal initiative
that is visible to
others
 Adaptability and
effort towards org
goals
Engagement
underlies whether
we give a bit more
or scale back and
put our energy
“I recommend my company as a
great organization to work for.”
“I am motivated to give 100%
effort
when I’m at work.”

6. Drivers of Satisfaction and
Engagement
Job
Satisfaction
Job
Security
Benefits
and Perks
Opportunit
y for a
better job
Engageme
nt
Skill use
and
challenge
to learn
Alignment
of work to
company
goals Encourageme
nt to innovate
and
contribute
Job Satisfaction Factors
Employee Engagement
Factors

7. BUT if you are not aligned with the business
purpose, don’t know your work impact, dislike
your co-workers or think no one cares about
you,
THEN how much do you really care about
great healthcare, free bus passes, subsidized
lunches or other features that create
satisfaction? You don’t.
Your talent will leave.
You will probably go, too.
Satisfaction is part of
Engagement

8. Reasons why people stay
1. Exciting work and challenge
2. Career growth, learning and development
3. Working with great people
4. Fair pay
5. Supportive management and/or a good boss
6. Recognized, valued and respected
7. Benefits
8. Meaningful work and making a difference
9. Pride in the company, mission and/or product
10. Great environment and culture
11. Autonomy, creativity and sense of control
12. Flexibility: work hours, dress code etc
Thank you Gallup

9. Reasons why people stay
1. Exciting work and challenge
2. Career growth, learning and development
3. Working with great people
4. Fair pay
5. Supportive management and/or a good boss
6. Recognized, valued and respected
7. Benefits
8. Meaningful work and making a difference
9. Pride in the company, mission and/or product
10. Great environment and culture
11. Autonomy, creativity and sense of control
12. Flexibility: work hours, dress code etc

10. Engagement isn’t Rocket
Science
But, it can require:
 a long-term view
 discipline and
intention, and
 maybe some
change on your
part

11. What it takes from you
 Manage your
emotions
 Show optimism
about the
company
 Straight talk,
no spin
 People
visualize the
future and see
their role when
you talk
 People explain
their work
processes and
business
impact in a way
that “makes
sense”
Build Trust Establish Value
 Show respect
for others
 Show
appreciation for
the results of your
teammates
 Ensure
teammates are
involved in
making decisions
Sustain
Connection

12. What can you do?
Gifts, regularly
Time off
Cake and
cookies
Lots of smiles
Jeans, and
more jeans
Free vending
machines
Free Starbucks:
cards or coffee

13. What can you do?
Gifts
Time off with
pay
Cake and
cookies
Lots of smiles
Glitter and
unicorns
Jeans, or
whatever the
new jeans
become

14. What do “Great Places” do?
 At the Manager/Department level:
 Daily team huddles to talk quickly on key communication
and values. Information and opinions are shared
 People feel appreciated and know their efforts contribute
 Celebrations are more for welcoming and accomplishment
rather than leaving
 Managers know their people and talk about
development/how they can contribute more, regularly
 There are few “elephants” in rooms and conversations are
welcomed as a tool for productivity rather than avoided
 In the Organization:
 People care about one another - from executives to line
employees, caring is displayed in the workplace
 Deliberate use of language to describe employees
and build “family”

15. It Starts with Simple Actions
 Hiring and On-boarding:
 Start with hiring good people who “fit” - what is the “fit”?
 Be deliberate about on-boarding “right” the first time. Have
managers set up a process and tools to do it
 Develop/Provide Opportunity:
 Leaders drive developing better managers and leaders
 Know how to give feedback and talk about performance
expectations. Coach, coach and coach
 Develop, develop, develop others through training, project
opportunities, and manager coaching
 Involve people in discussions and strategy/planning
as much as possible
 Have Fun:
 Be social. Provide activities to get people out and about
socially
 “Pump up” recognition and reward the small things

16. Cracking the Code
Org
Change
and
Support
Work
Design, Str
ucture, and
Expectatio
ns
Meeting
Organizatio
n and
Conduct
Everyday
Conversations
Everyday
Leadership
Opportuniti
es

17. What a simple plan might look
like:
Everyday
interactions
and “small”
things
Share the
context of
“how I see it”
with others
Make
meetings
regular and
relevant
Invest in and
care about
others
 Share results. Discuss/explore. Revisit quarterly
 Schedule 1:1s with all employees - remember to ask
about what is important to them, share what matters
to me
 Coach and Challenge: Push people to talk about
their accomplishments and impact
 Drive IDP development: ensure 16 hours of training
per person
 Have department meetings. Plan the format or
offload planning. And add fun to work
 Keep track of and pass info to the team from other
meetings
 Say “thank you” once a day, in person or email
 Understand aspirations of each of my teammates.
Support those aspirations
 Upgrade on-boarding of new team members
 Coordinate individual celebrations and mark the
calendar

18. And then it gets harder…
 Engaging in difficult
conversations
 Not creating concern
and worry around you
 Creating an
environment where
people can be
themselves
 Not worrying if people
like you, or don’t. You
just need to like
It means being a leader

19. Lets start figuring it out
 Small table format
 Worksheets on the table
 Table leader provoke discussion
 Be prepared with a bullet recap
 Discuss with a Stop-Start-Continue approach
What are you doing now
that can build engagement
on a day-to-day basis?

20. The Four Areas of Engagement
 You talk the truth
 Self correct when wrong
 Transparency about
intent, expectations, sha
ring facts, and your
feelings
 Alignment of skills and
talent to work
 Strengthening of
relationships
Self Leadership Professional Development
Appreciation Skills and Knowledge
 Acknowledge people and
recognize the small more
than the big
 How work is identified,
communicated, tracked
and recognized as well
as tools for the job

21. All of us could go home
in the evening and honestly say
“I had a great day at work today”
What would it take to make that
happen?
What if…