Circles of engagement hell webinar

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In this allegory of employee engagement, we will guide you through the nine most common pitfalls for employee disengagement, and offer strategies to escape them based on the latest industry research …

In this allegory of employee engagement, we will guide you through the nine most common pitfalls for employee disengagement, and offer strategies to escape them based on the latest industry research and best practices. Most companies struggle to keep employees engaged, happy and on board, but it is all too easy to end up lost in the underworld of disengagement. Step by step, we will deconstruct each level of employee disengagement and offer some practical, actionable suggestions for how to escape it.

Learn how to:

Keep employees on board, happy and fully engaged.
Tear down silos and build a culture of appreciation and gratitude.
Create a culture that aligns employees with company vision and goals.

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  • 1. AN ESCAPE PLAN FEBRUARY 25, 2014 1
  • 2. JEN SARTOR Sr. Product Marketing Manager @globoforce DARCY JACOBSEN Content Manager & Blogger @darcyjacobsen
  • 3. GLOBOFORCE  Social recognition  Global reach (140 countries)  Powered by SaaS  Mobile access  Data-driven talent analytics 3
  • 4. Limbo Lust Gluttony Greed Wrath Heretics Violence Fraud Treachery 5
  • 5. 18% Actively Disengaged 30% Engaged 52% Disengaged Source: Gallup 2013 State of the American Workplace
  • 6. 1. STAGNATION  Lack of development  Lack of advancement opportunities  Unclear goals  Poor succession planning "This miserable way is taken by the sorry souls of those who lived without disgrace and without praise.” – Dante Alighieri
  • 7.  BlessingWhite: “I have Career Opportunities in this organization” by engagement level 8% 14% Disagree or Strongly Disagree 78% Neither Agree nor Disagree 45% 30% 25% Agree or Strongly Agree Engaged Disengaged Source: BlessingWhite , 2012 Employee Engagement Research Report
  • 8. THE WAY OUT: LEARNING & DEVELOPMENT  BlessingWhite: #1 reason employees stated for leaving their company was: “I don’t have opportunities to grow or advance.” 2% 4% 6% 8% 26% 13% 15% 16% Source: BlessingWhite , 2013 Employee Engagement Report
  • 9. THE WAY OUT: SUCCESSION PLANNING 1% 66% 34% Only 1% of executives believe their succession plans are excellent 66% of executive rate their succession plans as fair or worse. Only 34% of organizations can effectively identify future leaders Source: Quantum Workplace
  • 10. THE WAY OUT: FLOW
  • 11. 1. Create a culture of learning 2. Identify, develop and promote top performers 3. Focus on identifying and developing strengths rather than uncovering weaknesses
  • 12. 2. NO ALIGNMENT  Lack of purpose  Lack of vision  Unclear and unpracticable values  Poorly defined culture “The infernal hurricane that never rests hurtles the spirits onward in its rapine whirling them round, and smiting.”– Dante Alighieri
  • 13. 2. NO ALIGNMENT  Towers Watson: “I understand how my job contributes to the organization achieving its business goals.” 88% 38% Highly Engaged Disengaged Source: Towers Watson 2012
  • 14. THE WAY OUT: VALUES  Modern Survey: “Employees who know and understand company values are 30X more likely to be fully engaged.” Source: Modern Survey 2012 17
  • 15. POLL #1: WHY DO YOU STAY? A. B. C. D. E. F. G. H. I. My career My finances Complacency My manager Our mission My job conditions The economy My colleagues My work 18
  • 16. THE WAY OUT: MISSION BlessingWhite: Why do you stay? My work Our mission 38% 16% 14% My career 19% Complacency 5% 10% My finances 5% 11% 19% 17% Engaged Disengaged 19 Source: BlessingWhite 2013
  • 17. 1. Articulate a meaningful mission, goals and values 2. Acknowledge and reward “small wins” 3. Make your values practicable day to day
  • 18. 3. LACK OF SUPPORT  Lack of enablement  Inadequate resources  Inability to form strong relationships  Inability to use strengths  Poor wellbeing “The secret of getting things done is to act!” – Dante Alighieri
  • 19. 3. LACK OF SUPPORT  Towers Watson: “My manager helps remove obstacles to doing my job well.” 78% 27% Highly Engaged Disengaged Source: Towers Watson 2012
  • 20. THE WAY OUT: EMPLOYEE ENABLEMENT  Hay Group: Engaged employees are 10% more likely to exceed performance expectations. Highly engaged and enabled employees are 50% more likely to exceed performance expectations. Source: Hay Group 2012 24
  • 21. THE WAY OUT: EMPLOYEE WELL-BEING 40% Disengaged 35% 92% Engaged 94% Level of Well Being Level of Engagement Source: Towers Watson 2012 25
  • 22. THE WAY OUT: STRENGTHS-BASED DEVELOPMENT 61% Engaged Not Engaged Actively Disengaged 45% 2% 33% 57% 22% 40% Focus on Weakness Actively Ignored 38% 1% Focus on Strengths Source: Gallup 2013 26
  • 23. 1. Focus on and develop strengths rather than weakness 2. Offer flex time and encourage well-being 3. Consider measuring enablement as well as engagement
  • 24. 4. BUDGET  Lack of budget for engagement & investment  Failure to invest for the long term “There is nothing lost, that may be found, if sought.” – Dante Alighieri
  • 25. 4. BUDGET W@W: # Recognition Programs Offered 20% 20% 17% 15% 13% 7% 1 4% 2% 2 3 4 5 6 7 8 1% 0% 9 0% 10 11 Source: WorldatWork 2013
  • 26. THE WAY OUT: EMPLOYEE RECOGNITION  Aberdeen: “The number one way best-in-Class organizations improve employee engagement is through employee recognition programs. This is even above other activities such as work-life balance and interaction with managers.” Source: Aberdeen 2013 31
  • 27. THE WAY OUT: RECOGNITION SPEND W@W: Recognition Budget: 1-2%  Mode: 1%  Average: 2%  Median: 1% Source: WorldatWork 2013 32
  • 28. THE WAY OUT: CONSOLIDATION          Employee gifts Birthday gifts & parties Attendance awards Employee of the month Sales contests Safety awards Employee social events Health & Wellness awards Referral bonuses         Sign-on bonuses Holiday bonuses Incentive plans Perks SPIFs Car allowances Retirement celebrations Personal milestone celebrations Source: Gallup 2013 33
  • 29. 1. Recognize and reward all employees 2. Consolidate programs to find hidden spend 3. Allocate 1% of payroll budget to recognition
  • 30. 5. WRATH  Bad managers  Bad feedback  Poor communication  Focus on what is going wrong “Open your mind to what I shall disclose, and hold it fast within you; he who hears, but does not hold what he has heard, learns nothing”. – Dante Alighieri
  • 31. 5. WRATH  SHRM: Importance of communication between employees and immediate supervisors for job satisfaction 54% 40% 4% 2% Unimportant Important Very unimportant Very important Source: SHRM 2013
  • 32. 5. WRATH  Gallup: Managers who give little or no feedback fail to engage 98% of employees 98% Source: Gallup 2013
  • 33. THE WAY OUT: POSITIVE FEEDBACK 10% 90% Workforce Mood Tracker: 90% of employees see positive feedback as more motivating. Source: Globoforce Workforce Mood Tracker 2013 39
  • 34. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES 40
  • 35. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES 41
  • 36. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES 42
  • 37. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES 43
  • 38. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES 44
  • 39. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES 45
  • 40. THE WAY OUT: CROWDSOURCED REVIEWS  Workforce Mood Tracker: Peer-reviewed employees are 21% more satisfied with their jobs. 67% 88% Source: Globoforce Workforce Mood Tracker 2013 46
  • 41. 1. Train managers on positive feedback 2. Consider crowdsourcing the review process 3. Create an emotional network of people through communications and feedback
  • 42. 6. HERESY  Engagement “Not My Job”  Lack of HCM visibility  Short term or situational thinking  No HR seat at the table ““Because your question searches for deep meaning, I shall explain in simple words.” – Dante Alighieri
  • 43. 6. HERESY What is the Primary Reason you are in HR Field? 77% To help people grow and develop 58% To help my company maximize its profitability 51% To help balance organization and employee needs 24% To represent the needs of employees 18% I enjoy being part of a for-profit organization 9% It’s one of many functions I want to learn about Source: New Talent Management Network 2013
  • 44. POLL #2: WHY ARE YOU ARE IN HR? A. To help people grow and develop B. To help my company maximize its profitability C. To help balance organization and employee needs D. To represent the needs of employees E. I enjoy being part of a for-profit organization F. It’s one of many functions I want to learn about 51
  • 45. THE WAY OUT: INTEGRATED TALENT STRATEGY 52
  • 46. THE WAY OUT: INTEGRATED TALENT STRATEGY 53
  • 47. THE WAY OUT: BUILD AN HR METRICS DASHBOARD  Recruitment Metrics  Retention Metrics  Comp/Benefits Metrics  Culture and Diversity Metrics  Staffing/Performance/Productivity Metrics  Development Metrics  Health, Safety & Sustainability Metrics 54
  • 48. 1. Think holistically and strategically 2. Speak the language of senior leaders 3. Keep a strong metrics dashboard
  • 49. 7. RESPECT & RELATIONSHIPS  Hostile Environment  Lack of Respect  Workplace Bullying  Organizational Trauma “I wept not, so to stone within I grew.” – Dante Alighieri
  • 50. 7. RESPECT & RELATIONSHIPS  BlessingWhite: “I trust my manager” favorable responses by engagement level. Source: BlessingWhite 2012 90% 51% Engaged Disengaged
  • 51. THE WAY OUT: RESPECT Top 5 things candidates look for: 1. Stability 2. Compensation 3. Respect 4. Health Benefits 5. Work-Life Balance Source: CEB 2013 59
  • 52. THE WAY OUT: GRATITUDE Academic studies show that grateful people: Source: Globoforce Blog – – – – – – – – – – – Have Higher Emotional Well-Being Get Along Better with Others Are More Resilient to Trauma Sleep Better Are Physically Healthier Are Less Depressed Pay It Forward Achieve More Are Better Corporate Citizens Are Less Likely to Burn Out 60 Are More Moral
  • 53. 1. Commit the organization to trust and respect 2. Encourage gratitude and reflection 3. Offer employees opportunities to give
  • 54. 8. FRAUD  Broken emotional contract  Choosing the right managers  Not hiring for cultural fit "You were not made to live as brutes, but to follow virtue and knowledge” – Dante Alighieri
  • 55. 8. FRAUD  WorkUSA: Average employee engagement drops 9% in first year. 71% Less than Six Months 57% 6-12 Months Source: Watson Wyatt WorkUSA 2009
  • 56. 8. FRAUD Engagement and the “Employee Deal” Company aligns the deal with what the organization stands for in the marketplace 12% Company lives up to the deal after an employee is hired 11% Company has a reputation for providing a good employment deal 12% 92% 92% 93% Source: Watson Wyatt Work USA 2009
  • 57. THE WAY OUT: STRONG EMPLOYER BRAND Top 5 Most Improved Metrics Due to Brand Strategies Employee engagement scores 35% Brand awareness surveys 32% Number of applications received Customer satisfaction/retention Traffic to careers website 30% 27% 21% Source: Hodes Employer Brand Study 2012 66
  • 58. THE WAY OUT: EMPLOYEE HAPPINESS Happy Employees:  Stay twice as long in their jobs  Believe they are achieving their potential 2x as much  Spend 65% more time feeling energized  Are 58% more likely to go out of the way to help a coworker  Identify 98% more strongly with company values  Are 186% more likely to recommend their organization Source: WSJ and iOpener Institute 2012 67
  • 59. THE WAY OUT: WITNESS EFFECT “People who merely witness or hear about a helpful interchange may… experience the positive emotion of elation. [This sparks] a generalized desire to become a better person and perform helpful acts oneself. […] Experiences of elevation, then, carry the potential to change people as well as groups, organizations and communities.” - Dr. Barbara Frederickson, UNC Source: WSJ and iOpener Institute 2012 68
  • 60. 1. Put culture first 2. Measure and manage employee happiness 3. Identify cultural energizers and influencers
  • 61. 9. TREACHERY  Lack of leadership  Lack of leader engagement  Lack of focus on culture from the top “The darkest places in hell are reserved for those who, in times of great moral crisis, maintain their neutrality.” – Dante Alighieri
  • 62. 9. TREACHERY  BlessingWhite: “I trust the senior leaders of this organization” 85% 30% Engaged Disengaged Source: BlessingWhite 2012
  • 63. POLL #3: ARE YOUR SENIOR LEADERS STRONG COMMUNICATORS? A. B. C. D. Yes, they love to connect with employees Yes, when they remember or are coaxed No, but they are okay with coaching No, they are a disaster 73
  • 64. THE WAY OUT: COMMUNICATION Engagement follows frequency of interaction, feedback and action Have communication from senior management at least weekly 23% 53% 39% Get feedback on performance from supervisor at least monthly Have perception that constructive changes occurred as a result of a survey Low Engagement 65% 6% 71% High Engagement Source: Watson Wyatt Work USA 2009 74
  • 65. 1. Level the communication playing field 2. Help executives to see the ROI of engagement 3. Engage senior leaders directly in culture initiatives
  • 66. 1. Break down inter- and intra-organizational barriers 2. Cultivate emotional engagement and relationships 3. Treat employees as partners 4. Focus on the positive 5. Create meaning through actionable vision and goals 6. Offer opportunities for giving and gratitude 7. Be flexible in both thinking and strategy 8. Visualize your culture: measure to manage 9. Communicate more clearly and more often
  • 67. VISIT US: www.globoforce.com SUBSCRIBE TO OUR BLOG: www.globoforce.com/gfblog EMAIL US: darcy.jacobsen@globoforce.com jennifer.sartor@globoforce.com 78