Applied Culture Science
Avoiding Engagement Pitfalls
RoundPegg, Inc.
03.18.14
Engagement is Personal
Overcoming 5 Engageme...
Applied Culture Science
presented by
Brent Daily
Co-Founder, COO
RoundPegg
unleashes your
organization’s
potential using r...
Applied Culture Science
2
2008
-7.0%
-3.5%
0.0%
3.5%
7.0%
10.5%
14.0%
Gallup Kenexa Aon Hewitt Quantum
Engagement
Year Ove...
Applied Culture Science
3
1
2
3
Engagement Is A Static State
Debunking the annual survey.
Engagement
Overcoming 5 Fallacie...
Applied Culture Science
Engagement
4
Defined
Giving a damn.
In exchange for money, people show up.
In exchange for meeting ...
Applied Culture Science
Engagement
5
Scary Statistics
7 of 10do the minimum or work against the company goals.
Source: Rou...
Applied Culture Science
Engagement
6
Source:Employee Engagement Group
480%more committed to helping the company succeed
Sc...
Applied Culture Science
Engagement
7
Source: Employee Engagement Group
Disengaged managers are
3xmore likely to have disen...
Applied Culture Science
Culture Defined
Culture
!
How we do things
around here.
Communication
!
What are the norms for
inte...
Applied Culture Science
Communication
!
What are the norms for
interaction?
Decisions
!
How are decisions made?
Rewards
!
...
Applied Culture Science
10
Photo by Rosmary
Fallacy1
Engagement is Static
Applied Culture Science
11
1
2
3
Antecedents Are Not Static
Decisions, resource allocation, recognition, etc. happens ever...
Applied Culture Science
12
Measurement in Action
Engagement is Fluid
New Class of
Hires Start
Bring new energy,
mesh well ...
Applied Culture Science
13
Photo by Jennifer Cross
Fallacy2
Survey Fatigue Exists
Applied Culture Science
14
1
2
3
Inaction Fatigue
Surveying is an act of listening. Inaction is an act of ignoring.
Fatigu...
Applied Culture Science
15
Measurement in Action
British Telecom
Act Quickly, Act Locally
“Our current survey closes this
...
Applied Culture Science
16
Photo by Kenneth Lu
Fallacy3
Re-Engagement Can
Be Tackled Globally.
Applied Culture Science
17
1
2
3
Global Rollups Are Meaningless To Workers
Results will all trend toward a similar mean. H...
Applied Culture Science
18
Measurement in Action
Teams are Different
Pay For Performance
(Orange group) prefers monetary
r...
Applied Culture Science
19
Photo by Warm Sleepy
Fallacy4
Satisfaction Equals Engagement
Applied Culture Science
20
1
2
3
Happy, Not Always Helpful
Workers can be satisfied/happy if the amount of hassle they face...
Applied Culture Science
21
Measurement in Action
Surveys Are Not Equal
NPS Meets Bounty
!
Employees offered $10,000 for
re...
Applied Culture Science
22
Photo by Mark Strozier
Fallacy5
Other General Misnomers
Applied Culture Science
23
1
2
3
Engagement
People Misnomers
“Best Friends” Are Critical
Only 14% of individuals value ‘de...
Applied Culture Science
24
5
6
Engagement
Perks & Metrics Misnomers
7
Year Over Year Metrics Are Key
Your workforce, goals...
Applied Culture Science
Avoiding Engagement Pitfalls
RoundPegg, Inc.
03.18.14
Final Takeaways
25
Applied Culture Science
26
The Effort Equation
Engagement
a.
b.
The Employee Always Wins
The employee wields all the power...
Applied Culture Science
Engagement
27
5Engagement is
NOT Static.
!
Measure
Regularly.
Engagement
is Local.
!
Managers, Not...
Applied Culture Science
Avoiding Engagement Pitfalls
RoundPegg, Inc.
03.18.14
Engagement is Personal
by
Brent Daily
COO, R...
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Engagement is Personal - Overcoming 5 Engagement Fallacies

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Without engagement your business is simply running on inertia.

Measuring engagement has been around for years. And yet, only 30% of the workforce is engaged. The traditional model hasn't moved the needle and is broken.

This webinar will focus on five assumptions that have led the corporate world astray, and how to remedy them.

Join Brent Daily, Founder & COO of RoundPegg, as he highlights a fresh approach focusing on five components that must be in place in order to not just measure, but to move the needle.

This webinar will cover:
• Benefits of engagement
• Engagement and the connection to culture
• Factors that effect engagement
• What engagement actually measures
• Engagement’s tie to values

And more…

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Engagement is Personal - Overcoming 5 Engagement Fallacies

  1. 1. Applied Culture Science Avoiding Engagement Pitfalls RoundPegg, Inc. 03.18.14 Engagement is Personal Overcoming 5 Engagement Fallacies
  2. 2. Applied Culture Science presented by Brent Daily Co-Founder, COO RoundPegg unleashes your organization’s potential using real- time culture science. RoundPegg Boulder, CO 1
  3. 3. Applied Culture Science 2 2008 -7.0% -3.5% 0.0% 3.5% 7.0% 10.5% 14.0% Gallup Kenexa Aon Hewitt Quantum Engagement Year Over Year ‘Improvements’ 5 Year Net Changes Gallup - 0.0% Kenexa - 7.5% Aon Hewitt 0.0% Quantum -4.1%
  4. 4. Applied Culture Science 3 1 2 3 Engagement Is A Static State Debunking the annual survey. Engagement Overcoming 5 Fallacies* Engagement Can Be Measured Variety Of Ways Not all surveys are created equal. Survey Fatigue Exists Confronting the silence. 4 Global Solutions Work Relinquishing control. 5Other General Misnomers Potpurri of all things engagement.
  5. 5. Applied Culture Science Engagement 4 Defined Giving a damn. In exchange for money, people show up. In exchange for meeting personal goals, people put forth effort.
  6. 6. Applied Culture Science Engagement 5 Scary Statistics 7 of 10do the minimum or work against the company goals. Source: RoundPegg
  7. 7. Applied Culture Science Engagement 6 Source:Employee Engagement Group 480%more committed to helping the company succeed Scary Statistics
  8. 8. Applied Culture Science Engagement 7 Source: Employee Engagement Group Disengaged managers are 3xmore likely to have disengaged reports Scary Statistics
  9. 9. Applied Culture Science Culture Defined Culture ! How we do things around here. Communication ! What are the norms for interaction? Decisions ! How are decisions made? Rewards ! What actions are rewarded? 8
  10. 10. Applied Culture Science Communication ! What are the norms for interaction? Decisions ! How are decisions made? Rewards ! What actions are rewarded? 9 Culture & Engagement The Link Between Procedural Justice Perceived fairness of resource allocation Distributive Justice Perceived fairness of decision outcomes Rewards & Recognition Frequency and appropriateness Organizational & Supervisor Support Perception that organization cares about their well-being and manager creates a safe work environment Job Characteristics Extent the role meets the employees goals, feedback is provided, provides variety and meaningfulness
  11. 11. Applied Culture Science 10 Photo by Rosmary Fallacy1 Engagement is Static
  12. 12. Applied Culture Science 11 1 2 3 Antecedents Are Not Static Decisions, resource allocation, recognition, etc. happens every day. Each can influence one’s level of engagement. EngagementFluid State Measure 1x/Year Is Inadequate Workplace is fluid. Decisions, rewards and interactions occur daily. Each have the ability to throw a wrench in the works. Restructuring Happens Frequently The percentage of engaged employees has not changed in over a decade. Doing the same thing will not produce new results. 4 New Hires, Departures Change Dynamics New people change the dynamics, creates new ‘favorites’ altering engagement.
  13. 13. Applied Culture Science 12 Measurement in Action Engagement is Fluid New Class of Hires Start Bring new energy, mesh well within existing teams. “Get It Together” Company Conversation Several teams not happy about delivery, message.
  14. 14. Applied Culture Science 13 Photo by Jennifer Cross Fallacy2 Survey Fatigue Exists
  15. 15. Applied Culture Science 14 1 2 3 Inaction Fatigue Surveying is an act of listening. Inaction is an act of ignoring. Fatigue Action Trumps Hassle Lack Of Manager Coaching Most managers are not trained to be managers. When presented with the problems their inexperience bely the best approach to remedy. Time To Address The longer it takes to address issues the more lost those who have identified issues become. Silence enflames issues. 4 Misdiagnosing Issues Every group will be motivated slightly differently. A one-sized fits all approach may help some, reinforce the us/them mentality of others.
  16. 16. Applied Culture Science 15 Measurement in Action British Telecom Act Quickly, Act Locally “Our current survey closes this Wednesday. Ten days later, we'll deliver the results to the board and to every manager whose team has responded. We'll be looking at what actions have had the most impact on engagement and what can we replicate elsewhere.” ! - Sharon Darwent, Head of Employee Engagement, BT
  17. 17. Applied Culture Science 16 Photo by Kenneth Lu Fallacy3 Re-Engagement Can Be Tackled Globally.
  18. 18. Applied Culture Science 17 1 2 3 Global Rollups Are Meaningless To Workers Results will all trend toward a similar mean. Highly engaged groups will balance the disengaged. Engagement Measure Globally, Act Locally Shared Services Doesn’t Scale These days most shared services groups have been cut to the bone. Addressing issues for thousands with a team of five is insurmountable. Metrics Often Measure HR, Not Workers Culture and engagement are often (unfairly) owned by HR and the resulting metrics create unwanted incentives. 4 Global Solutions Irrelevant For Many Every group is slightly different. Solving for global problems can often work against other groups.
  19. 19. Applied Culture Science 18 Measurement in Action Teams are Different Pay For Performance (Orange group) prefers monetary rewards over opportunities to grow Growth Opportunities (Blue group) prefers new challenges over monetary rewards.
  20. 20. Applied Culture Science 19 Photo by Warm Sleepy Fallacy4 Satisfaction Equals Engagement
  21. 21. Applied Culture Science 20 1 2 3 Happy, Not Always Helpful Workers can be satisfied/happy if the amount of hassle they face is less than the benefits they collect. It does not mean they are trying. Surveys Where Other Types Fail Benefits Surveys Measure Ideal Benefits and improvement surveys often focus on perks. Perks can retain employees longer, but will not move the effort needle. Opinions Identify Gaps, Not Engagement Negative gaps often dismissed due to disgruntled workers. Rewards and compensation too easily cited. 4 NPSs Fail Referral bonuses, creating a safe outlet to commiserate, personal indictment all work against accurate readings of employment satisfaction.
  22. 22. Applied Culture Science 21 Measurement in Action Surveys Are Not Equal NPS Meets Bounty ! Employees offered $10,000 for referring a new hire and then asked in the one-question ‘climate survey’ whether you would recommend a friend to work at Yahoo.
  23. 23. Applied Culture Science 22 Photo by Mark Strozier Fallacy5 Other General Misnomers
  24. 24. Applied Culture Science 23 1 2 3 Engagement People Misnomers “Best Friends” Are Critical Only 14% of individuals value ‘developing friends at work.’ For the disengaged, ‘best friends’ reinforce, spread that disengagement. Some People Can’t Be Engaged Some are more likely to be engaged, but nobody has a goal of working simply to go against the grain. Engagement Is On/Off Confirmation bias is strong for disengaged employees. It takes many positive actions to remedy past perceived miscues.
  25. 25. Applied Culture Science 24 5 6 Engagement Perks & Metrics Misnomers 7 Year Over Year Metrics Are Key Your workforce, goals, business conditions and the economy have changed. Annual metrics contain too much noise to be a true barometer. Industry Benchmarking Is Critical The best companies compete against themselves. Knowing scores for your industry pits you against mediocrity. Money Motivates A general assumption is that changing comp structures can re-engage workforces. Only 30% value money above other rewards. 4 Perks Provide Quick Fix Change is often good, but perks rarely sustain. Too often new perks are identified as a solution rather than helping foster relationships.
  26. 26. Applied Culture Science Avoiding Engagement Pitfalls RoundPegg, Inc. 03.18.14 Final Takeaways 25
  27. 27. Applied Culture Science 26 The Effort Equation Engagement a. b. The Employee Always Wins The employee wields all the power in the company - worker relationship. They will give as much or little as they deem necessary to balance the equation. You Can Not Control Effort An employer can create a scenario to allow for maximum effort but it is up to the worker as to how much to give. (Capabilities * Responsibilities)Effort ≤ Corporate Offerings Pay, challenges, recognition, perks, attitude towards workforce, treatment, etc. Carrots Trump Sticks Firing is the only downside threat. Workers know it takes forever to get that done and can find a new job before the ink on the documentation dries. c.
  28. 28. Applied Culture Science Engagement 27 5Engagement is NOT Static. ! Measure Regularly. Engagement is Local. ! Managers, Not Central Office, Need to Address. Engagement is Personal. ! Tailored Action Required. Speed is Critical. ! Act of Asking Sets High Expectations. Action Trumps Hassle ! Fatigue Sets In When Nothing Changes. Tenets for Success
  29. 29. Applied Culture Science Avoiding Engagement Pitfalls RoundPegg, Inc. 03.18.14 Engagement is Personal by Brent Daily COO, RoundPegg ! brentdaily@roundpegg.com +1 (720) 663-7344 @roundpegg 28
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