Employee Engagement

Engagement: The Key to a Culture of Well-Being Health Promotion LIVE July 8, 2010 Rosie Ward, Ph.D., MPH, CHES Certified Intrinsic Coach® Health Management Services Manager RJF Agencies, Inc. Health / Engagement SafetyWell-Being Intrinsic Values / Intrinsic Capacity Culture & Environment

Moving from Good to Great • “A good hockey player skates to where the puck is. A great hockey player plays where the puck is going to be.” ~Wayne Gretsky What We Perceive as “Wellness” Low Number of Sick DaysHealthy Weight Regular Preventive Care Eating Fruits Normal CholesterolUse alcohol in moderation Physically Active Manage Stress Getting Enough Normal Blood Pressure Sleep Non-Smoker Normal Glucose Eating Vegetables Low Fat, High Fiber Diet Use Sunscreen Wear Seatbelts

When EEs Feel “Unwell” Pulled in too manyCompany Doesn’t Care directions at No time for me work & homeWorried about OVERWHELMED layoffs Too much to do Co-workers Not enoughFeel Trapped in my job resources Don’t Care Unrealistic Company Don’t like what All work and no play Demands I’m doing Issues with Traditional Health Promotion • Focused on behavioral management and “getting” people to change. • Little evidence that short-term changes in attitudes and behaviors resulting from traditional HP programs lasts after the program ends. • Stand-alone behavior change programs have proved to be relatively ineffective. Sources: Jon Robison, Ph.D. (2009); O’Donnell, AJHP (1997); Edington, Zero Trends (2009)

Focus on Culture• Current and desired culture must be defined.• OCAI (Organizational Culture Assessment Instrument)• What to: – do more of – start & stop doing “A Culture of Health”“The set of shared attitudes, values, goals, and practices that characterize an institution, organization or group; and that members use to cope with their world and with one another.” (Webster’s Dictionary)• Is NOT simply a checklist of health-focused activities or health- conducive facilities a company has.• Culture is more about the meaning of what people do than about the doing.

What is Being Assessed?1) Would you describe your work as monotonous?2) How satisfied are you with your job?3) How tense or anxious have you been in the past week? These three questions are part of a screening that is more than 80% accurate at predicting what? It’s BIGGER Than Health! A Complete Picture of What Impacts Organizational Effectiveness

What Interferes with Productivity? Family Issues 15% 5% 2%Personal Health Problems 18% 5% 2% 25% Personal Issues 18% 6% 2% Not enough training 19% 7% 3%Low morale in co-workers 26% 10% 5% Poor communication 28% 9% 3% Low motivation 31% 12% 4% 47% 0% 10% 20% 30% 40% 50% Sometimes Frequently All the Time Source: Human Capital, Motivation, & Productivity, Health as Human Capital Survey (2007) 3 Companies, 3 Medical Cost Stories Predicted Medical Costs Healthiest $6,000 $4,981 $5,000 Most Wellness $4,000 $3,536 $3,000 $2,705 $2,000 $1,000 $0 Company #1 Company #2 Company #3 Source: Wendy Lynch, PhD., HCMS Group (2007)

Employees See Through Gimmicks Individual Well-Being5 Universal, Interconnected Elements:• Career Well-Being• Social Well-Being• Financial Well-Being• Physical Well-Being• Community Well-Being

• 25-year strategic partnership to measure Americans’ well-being – 1,000 surveys completed per day – Create the “Dow Jones Industrial Average” for well-being – Over 709,000 completed as of 12/31/2009 • Gallup = communities, states, countries • Healthways = health plan and employersImpact of Negative Work Environment • Elements of negative work environment: – Dissatisfaction with job – Authoritative rather than collaborative leadership – Lack of trust and openness at work – Lack of focus on individual strengths • Having any one of these four negative factors present drains well-being – Employers eliminating these negative factors will see one of the greatest improvement in well-being scores and return on employee investment Source: Gallup-Healthways Well-Being Index – Oct. 2008 Results

Impact of Work Environment & Health Days Unable to Perform Usual Work Activities Per Year by Number of Disease Conditions for Each Individual by Type of Work Environment (Positive/Neutral or Negative) 80 68.9 60 52.7 40 20.1 20 13.5 ↑ 16.2 Days/yr ↑ 6.6 Days/yr 0 1-3 conditions 4+ conditions P ositive/Neutral Negative Source: Gallup-Healthways Well-Being Index (Oct. 2009)

Work and Well-Being• “U.S. workers hit a record low of well-being on the job in October of last year. In 2009, on average, only 49 percent of all Americans provided positive responses in the four categories of work environment that we measure. These categories include job satisfaction, a trusting work environment, collaborative supervision and an opportunity to use their strengths each day.” Source: John Harris, Chief Wellness Officer, Healthways Life Evaluation & Well-Being• Significant contributors to well-being in workers – Learned or did something interesting yesterday – Laughed a lot yesterday – Satisfaction with job – Social time with family and friends – Exercised 30 minutes each day in past week• Significant detractors from well-being in workers – Lower health function than others of similar age – 2+ days in past 30 when illness prevented usual activities – Experienced anger yesterday Source: Gallup-Healthways Well-Being Index – Oct. 2008 Results

The Missing Component… • Employee Engagement! – Positive employee engagement is the key to successfully reducing or at least stabilizing health care costs. – Engagement is NOT telling people what to do. • Engaged employees are more productive, profitable, safer, create stronger customer relationships, and stay longer with their company than less engaged employees. Engagement Defined• Engaged: work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.• Not Engaged: essentially “checked out”; are sleepwalking through their workday, putting time – but not energy or passion – into their work.• Disengaged: actively act out their unhappiness and undermine what their engaged coworkers accomplish every day. Source: The Gallup Organization (2006)

Organizational Well-Being• Productivity, profitability, retention and satisfaction all linked to Engagement.• Engagement occurs when EEs know what’s expected of them, feel valued, get to leverage their strengths, and have quality relationships at work. Employee Engagement & Workplace Injuries• Workgroups in bottom 25% of engagement average 62% more accidents than workgroups in top 25% of engagement.• Building on employee strengths and improving engagement substantially impacts productivity, employee retention and safety, and customer experiences. Source: Gallup Consulting (2007)

Giving <100% Effort at Work Under what conditions do you give less than 100% at work? Work-Related Fatigue 13% Stress in Personal Life 13% Feeling Sick 19%Lack of Interest in Certain Job Functions 25% Personal Values not Supported 38% Negative Work Environment 50% 0% 10% 20% 30% 40% 50% 60% Source: Rosalind Ward, Ph.D. (2008) Giving >100% Effort at WorkUnder what conditions do you give more than 100% at work? Meeting a Short-Term Need 25% Commitment to Clients/Co-workers 31% Personal Values are Supported 38% Positive Work Environment 69%Personal Interest/Enjoyment in Work 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% Source: Rosalind Ward, Ph.D. (2008)

Engagement & Physical Health Effect of Work Life on Health 2% 1% 1% 12% 22% 30% 39% 62% 62% 54%25% 23% 30% Engaged Not Engaged Actively Disengaged Source: Crabtree, Gallup Management Journal (2005)Disengagement & Mental Well-Being 10.4% 8.8% 7.6% 6.4% 6% 4.6% 1.7x Increase for Disengaged EEs compared to Engaged EEs Engaged Not Engaged Actively Disengaged % Dx with Depression Over the Next Year % Dx with Anxiety Over the Next Year Source: Robison, Gallup Management Journal (2010)

Engagement & the Recession• Employee engagement dropped 9 percent overall.• Engagement dropped 25 percent among top performers. Source: Watson Wyatt Worldwide (2009) When Engagement Occurs• Emotionally connected to others• Cognitively stimulated• Know what is expected of them• Have what they need to do their work• Perceive they are part of something significant with co-workers they trust• Have chances to improve and develop Source: Harter, Schmidt & Hayes, Journal of Applied Psychology (2002)

Take Home Message:If the nature of the work atyour company is notfulfilling for most people,provide opportunities tofind meaning andconnection to their workwith what is important intheir lives outside of work. How People Make Behavior Changes Changing the Change Paradigm

Brain: Friend or Foe?Prefrontal Cortex Basal GangliaCognitive Challenges with Change• Change itself amplifies stress & discomfort.• Carrot & Stick don’t succeed in the long run.• Brains = pattern-making organs with innate desire to create meaningful connections.• People can detect the difference between authentic inquiry and persuasion efforts.• Change requires changing mental maps through creating moments of insight. Source: Rock & Schwartz, “The Neuroscience of Leadership”, Strategy + Business (2009)

Sustained Behavior Change Cognitive Coaching Research (Stanford) New New Skill New Behavior Knowledge Developed at WorkInstruction Only 90% 25% 5%Add 90% 50% 5%Demonstration 90% 90-95% 5%Add Practice 90% 90-95% 5%Add Feedback 90-100% 95%Add Coaching 90-100% Types of Motivation • Intrinsic Motivation: – “People doing an activity because they find it interesting and derive spontaneous satisfaction from the activity itself.” (Gagne & Deci, 2005) • Extrinsic Motivation: – People are driven to do something due to pressure or tangible rewards rather than for the fun or interest of it.” (Petri, 1991)

Extrinsic MotivationDo Extrinsic Rewards Undermine Intrinsic Motivation? We can’t motivate others; we can get compliance, but the desire has to come from within. Businesses Ignore the Evidence• Carrot & Stick (especially $$$) not only ineffective but HARMFUL• True Motivation = Autonomy; Mastery; Purpose. Results in higher EE satisfaction and stronger results

Baseline Rewards• Baseline Rewards must be adequate & equitable. – Salary, contract payments, benefits, a few perks, etc.• Without - focus will be on the unfairness of the situation and anxiety over the circumstance. – No motivation at all.• Removing barriers increases actions. Source: Drive, Daniel Pink (2009) Escalating Zero Point 2002 HA Participation: 2006 HA Participation: • $50 = 50-60% • $100 = 50-60% • $100 = 60-70% • $200 = 60-70% • $200 = 80% • $400 = 80% Heavy Use of Extrinsic Incentives → It costs more over time to get the same result. Source: StayWell Health Management (2002, 2006)

“Insanity: doing the same thing over and over again and expecting different results.” ~Albert Einstein Values Thinking• Hartman’s hierarchy of values: Intrinsic (I) – value for individual uniqueness Extrinsic (E) – strategy / expertise Systemic (S) – it ought/should be this way• I > E > S – people are more valued than things; things are more valued than mere ideas of things or people. Sources: Hartman (1967) & Pomeroy (2005)

Values Thinking in LifeWorld / Work View: Self-View:• (I) – people have value • (I) – I value my uniqueness; independent of roles, clarity of self independent accomplishments; people > of roles, etc. tasks • (E) – I view myself in terms• (E) – task-focused; people = of my roles means to get things done.• (S) – idea-focused; people • (S) – I view myself as a viewed in terms of our ideas “cog in the wheel” of how they & they world SHOULD be. Sources: Hartman (1967) & Pomeroy (2005) Proprietary & Confidential. © 2010, Rosalind Ward, Ph.D. All rights reserved. I,E,S in Organizations• Judgment Index™ (C. Stephen Byrum, Ph.D.) – Uses HVP to measure strength of judgment, stress indicators, burnout indicators, hiring, morale/engagement, etc. Outcomes Outcomes Part 1 – Vs. Part 1 – Work Side Work Side Part 2 – Part 2 Self Side Self Side www.judgmentindex.com

Value of Increased Intrinsic Capacity• Builds RESILIENCY – Stress / lack of coping and resiliency = #1 cause of poor judgment• Self-side coping / resiliency significantly related to job satisfaction and affective commitment.• Also strengthens internal systemic (clarity of life direction). Sources: Byrum, Ph.D. (2009) & Ward, Ph.D. (2008) Fostering Intrinsic Motivation• Having goals and rewards that are meaningful to people.• Having learning/activity that is important to people.• When learning/activity helps people obtain valued accomplishments.• When learning/activity helps people integrate themselves with the world, with others, and promotes self-awareness. Sources: Brandt (1999) & Chance (1992)

Shifting Our ApproachYesterday’s Approach Today: Organizational Well-Being Work HA Environment Cognitive Emotional Stimulation Biometric Well-Being Ind. & Org. Screenings Assessment Physical Increasing Incent Health I>E>S Behaviors Biometrics OptionalLimited in scope;lacking in sustainability Engagement & Sustainability Results Only Work Environment • Teamwork, morale & engagement increase • 35% avg. increase in productivity • Up to a 90% decrease in voluntary turnover rates • Healthier, less stressed employees

ROWE Considerations• Trust – trust people to deliver results & hold accountable• Empowerment – EEs manage work responsibilities & schedules• Leadership – focus on results rather than how results are achieved• Federal Government now piloting ROWE

A Culture of Engagement• Truly engage people in the change process.• Customize programs based on where the individual is and what is most important to him/her.• Change requires leaders to recognize, encourage and deepen their team’s insights.• Transform the culture through I>E>S! Moving Upstream Thinking Skills Emotional State Behavior Wellness

Health / Engagement Safety Well-Being Intrinsic Values / Intrinsic Capacity Culture & EnvironmentWhat new thinking have youhad today that you want toapply at your organization?Health Management Services Manager, RJF Agencies, Inc. www.rjfagencies.com; wardr@rjfagencies.com Dr. Rosie Ward www.DrRosieWard.com; rosie@drrosieward.com

Employee Engagement

by HPCareer.Net, llc on Mar 07, 2011

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Employee Engagement — Document Transcript