Your SlideShare is downloading. ×
0
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Employee engagement and opex
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Employee engagement and opex

208

Published on

Steps companies need to take to make a Opex culture.

Steps companies need to take to make a Opex culture.

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
208
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Employee Engagement & Operational Excellence: Two Sides of the Same Coin SHRM Annual Conference & Exposition June 26, 2012 Karen Martin
  • 2. 2 “I’ve become a better person, a better husband,  a better friend, from working at Gore.” — Terry, a W.L. Gore Associate 
  • 3. 3 Energy Crisis: Widespread Disengagement
  • 4. • World-class organizations – ratio of engaged to actively disengaged employees is 9.57:1. • Average organizations – ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 4
  • 5. We Know It’s Important... 5
  • 6. What is Engagement? 6
  • 7. 7 “To be fully engaged, we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement
  • 8. How do we “get” our employees to engage? 8
  • 9. 9 How do we engage our employees?
  • 10. Enabling Engagement: The Three C’s 10 Connection ControlCreativity
  • 11. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 11
  • 12. 12 You had them at “You’re hired.”
  • 13. Enabling Engagement: The Three C’s 13 Connection ControlCreativity
  • 14. To what degree do new hires receive all of the  tools and information they need to function  effectively on day one?  0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%   Always, Sometimes   Rarely, Never Before initial round of improvement After initial round of improvement 14% 44% 63% 23% © 2012 Karen Martin & Associates, LLC
  • 15. Onboarding – Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., customers, values, business goals, etc.) – Org charts – Phone directories • Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” 15
  • 16. 16 Metrics-Based Process Mapping
  • 17. Problem: A gap between where you are and where you need to be. Opportunity: A gap between where you are and where you’d like to be. 17
  • 18. Kaizen 18 Kai = Change Zen = Good Continuous Improvement
  • 19. 19 Develop hypothesis Conduct  experiment Measure  results Refine Standardize  Stabilize © 2012 Karen Martin & Associates, LLC
  • 20. Enabling Engagement: A3 Management 20 A3  Report The vital role of  the coach/mentor
  • 21. 21 Kaizen Event – Definition A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner
  • 22. Kaizen Events Offer Myriad Benefits
  • 23. Enabling Engagement: The Three C’s 23 Connection ControlCreativity © 2012 Karen Martin & Associates, LLC
  • 24. 24 “I went home yesterday and told my family that it was one of the best working days I’ve ever had. I was able to fully use my capabilities for three days.” — Fred Valenzano, Professional Engineer
  • 25. 25 Problem solving is a high.
  • 26. The Next Frontier… 26The Middle Manager
  • 27. Progressive Learning 27 © 2012 Karen Martin & Associates, LLC
  • 28. Enabling Engagement: The Three C’s 28 Connection ControlCreativity © 2012 Karen Martin & Associates, LLC
  • 29. Where to Start? • Improve your onboarding process. • Train a core group of middle managers and/or above in problem solving and improvement coaching. • Transition your dedicated improvement professionals from “do-ers” to “teachers.” • Hold a few kaizen events each year to instill new behaviors & shift culture. • Make improvement part of everyone’s job. • Never, ever make process improvement without deep involvement of the people who actually do the work. • Advocate the truth that people aren’t the problem – systems are. 29
  • 30. 30 Additional Resources Signing in the  SHRMStore immediately after  today’s session! Also available in the  SHRMStore
  • 31. 31 Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex For Further Questions Monthly newsletter: www.ksmartin.com/subscribe

×