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Employee engagement3 show-w-hauck.pps Employee engagement3 show-w-hauck.pps Presentation Transcript

  • A Key to Predictable Performance Success in Organizations
    Optimum leadership Inc.
  • Do you want every employee?
    Working hard to improve without bribes or threats?
    Improving their individual performance
    Cooperating as a team
    5/6/2011
    Copyright 2011 Optimum Leadership
    2
  • Do you want every employee?
    Reducing total costs
    Improving communication
    5/6/2011
    Copyright 2011 Optimum Leadership
    3
  • I want you to know
    A Key to Predictable Performance Success in your organization to achieve these outcomes
    5/6/2011
    Copyright 2011 Optimum Leadership
    4
  • Questions for you …
    What do your employees think and feel about
    your business?
    their boss?
    their job?
    5/6/2011
    Copyright 2011 Optimum Leadership
    5
  • Research shows…
    Did you know:
    Research shows positive performance begins with positive feelings and thoughts?
    5/6/2011
    Copyright 2011 Optimum Leadership
    6
  • Questions for you …
    What is the key to creating consistent positive thoughts and feelings?
    5/6/2011
    Copyright 2011 Optimum Leadership
    7
  • Times are challenging
    According to SHRM (Society for Human Resource Management, 2011 poll)
    Attracting and retaining talent
    Building a culture of trust
    Are two major challenges for leaders of companies over the next ten years
    5/6/2011
    Copyright 2011 Optimum Leadership
    8
  • Times are challenging
    2011 will be a challenging for retention because as the economy picks up more employees are looking for opportunities
    A report by Blessing and White (an HR consulting firm)
    5/6/2011
    Copyright 2011 Optimum Leadership
    9
  • Times are challenging
    Employee trust in leadership has a huge impact on performance
    Executives continuously impact trust even with people they rarely see
    A report by Blessing and White (an HR consulting firm)
    5/6/2011
    Copyright 2011 Optimum Leadership
    10
  • Times are challenging
    Supervisors play a crucial role in worker health, wellbeing, and motivation yet
    One of HR’s main functions is to keep a flow of talent coming into the organization
    Unless supervisors do the right things all that investment to attract the talent is wasted
    A report by Hewitt
    5/6/2011
    Copyright 2011 Optimum Leadership
    11
  • Times are challenging
    According to the Institute for Corporate Productivity:
    The current performance management practices are ineffective
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    Copyright 2011 Optimum Leadership
    12
  • Research!
    According to a study by the Society for Human Resource Management (SHRM):
    90% of performance appraisals are unsuccessful
    5/6/2011
    Copyright 2011 Optimum Leadership
    13
  • Research!
    According to a study by Towers- Watson:
    Only 3 in 10 employees believed their performance review actually improved performance
    5/6/2011
    Copyright 2011 Optimum Leadership
    14
  • Research!
    After more than 60 years of effort and thorough study:
    The current performance management processes have failed to deliver on these two most important priorities:
    Attracting and retaining talent
    Creating a culture of trust
    5/6/2011
    Copyright 2011 Optimum Leadership
    15
  • What does this mean?
    All the raw talent in the world will not help create predictable success…
    …because…
    The current and most widely used management tool doesn’t work
    5/6/2011
    Copyright 2011 Optimum Leadership
    16
  • What is the Key?
    5/6/2011
    Copyright 2011 Optimum Leadership
    17
  • How will you succeed?
    Employee Engagement
    5/6/2011
    Copyright 2011 Optimum Leadership
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  • 5/6/2011
    Copyright 2011 Optimum Leadership
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    What is Employee Engagement?
    Definition:
    “A heightened emotional connection that an employee feels for his or her organization such that they exert greater discretionary effort”
    * Conference Board: Employee Engagement-A Review of Current Research and Its Implications 2006
  • Three types of employees
    Engaged employees work with passion and feel a profound connection to their company, they drive innovation and move the organization forward.
    Non-engaged employees are essentially “checked out” they’re sleepwalking through their workday, putting in time– but not energy or passion – into their work.
    Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Everyday these workers undermine what their engaged coworkers accomplish.
    69%
    31%
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    Copyright 2011 Optimum Leadership
    20
  • Research!
    There is a direct correlation between employee engagement and:
    Organizational performance
    Customer satisfaction
    Growth
    Employee retention
    The Training Foundation and Aberdeen Group
    5/6/2011
    Copyright 2011 Optimum Leadership
    21
  • Research!
    Engaged employees “stay for what they give” GIVERS
    Disengaged employees “stay for what they get!” TAKERS
    Blessing and White Research
    5/6/2011
    Copyright 2011 Optimum Leadership
    22
  • What is the Impact of Disengagement?
    Disengaged employees “cost” the American economy up to 350 billion dollar per year in:
    • high turnover - absenteeism - productivity - insurance - safety incidents - poor health
    • low morale
    5/6/2011
    Copyright 2011 Optimum Leadership
    23
  • Disengaged employees were:
    5 times more likely to have safety incident
    5 times more costly
    5/6/2011
    Copyright 2011 Optimum Leadership
    24
  • Strategy…
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    To address this we must increase the number of engaged and significantly reduce (eliminate) the actively disengaged
  • We are NOT doing well!
    5/6/2011
    Copyright 2011 Optimum Leadership
    26
  • We are NOT doing well!
    Only 1 out of 3 employees is engaged
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    Copyright 2011 Optimum Leadership
    27
  • We are NOT doing well!
    Almost half of organizations around the world saw a significant drop in employee engagement levels in 2010
    A report by Hewitt Associates
    5/6/2011
    Copyright 2011 Optimum Leadership
    28
  • We are NOT doing well!
    Nearly 1 in 5 are actively disengaged … this disengagement can negatively impact other employees
    5/6/2011
    Copyright 2011 Optimum Leadership
    29
  • Why?
    Why are we unable to create employee engagement above the 31% level?
    5/6/2011
    Copyright 2011 Optimum Leadership
    30
  • Why?
    We have been taught a theory 0f leadership that worked in the Industrial Age
    It no longer works in the Information and Knowledge Age
    5/6/2011
    Copyright 2011 Optimum Leadership
    31
  • Why?
    We have been taught the Taylor theory of scientific management
    5/6/2011
    Copyright 2011 Optimum Leadership
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  • Why?
    The Taylor Theory of Scientific Management tells leaders to:
    Tell people what to do and how
    Closely supervise and evaluate them
    Hold them accountable to the “one correct way” with a performance management process that does not work
    5/6/2011
    Copyright 2011 Optimum Leadership
    33
  • Why?
    The Taylor Theory of Scientific Management helps us:
    Control employees
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    Copyright 2011 Optimum Leadership
    34
  • Why?
    The Taylor Theory of Scientific Management damages:
    Trust
    Knowledge accumulation
    Freedom to Innovate
    5/6/2011
    Copyright 2011 Optimum Leadership
    35
  • Why?
    Accelerating knowledge
    Freedom to innovate
    Trust
    All needed for engagement
    5/6/2011
    Copyright 2011 Optimum Leadership
    36
  • Why?
    We still use the Taylor Scientific Management Theory
    5/6/2011
    Copyright 2011 Optimum Leadership
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  • Example
    Many are promoted into their positions based on technical knowledge
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    Copyright 2011 Optimum Leadership
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  • Example
    Promoting based on technical knowledge (instead of having engagement skills) is consistent with Taylor Scientific Management
    “Only the boss knows best”
    5/6/2011
    Copyright 2011 Optimum Leadership
    39
  • We need a new theory and new skills
    There is an alternative leadership theory and a new set of employee engagement skills
    5/6/2011
    Copyright 2011 Optimum Leadership
    40
  • We need to CHANGE!
    We used to heat our homes with a fireplace
    5/6/2011
    Copyright 2011 Optimum Leadership
    41
  • We need to CHANGE!
    We replaced the fireplace with oil and gas heat because it was less costly, much more effective and much more efficient
    5/6/2011
    Copyright 2011 Optimum Leadership
    42
  • We need to CHANGE!
    We replaced the fireplace as our source of heat because we found a better way
    5/6/2011
    Copyright 2011 Optimum Leadership
    43
  • We need to CHANGE!
    The Taylor Theory is like the fireplace,
    Outdated!
    5/6/2011
    Copyright 2011 Optimum Leadership
    44
  • What we need
    We need a new theory that works with the age of knowledge
    We need a new theory of leadership
    5/6/2011
    Copyright 2011 Optimum Leadership
    45
  • What we need
    New environment using the new theory and skills to optimize innovation and engagement
    The two go “hand-in-hand”
    5/6/2011
    Copyright 2011 Optimum Leadership
    46
  • What we need
    Only fully engaged employees know how to optimally learn and innovate
    Talent alone will not create the environment of engagement
    5/6/2011
    Copyright 2011 Optimum Leadership
    47
  • Summary
    It is the working environment that makes the greatest difference
    Without the new theory and skills we cannot create the engaged environment
    5/6/2011
    Copyright 2011 Optimum Leadership
    48
  • Summary
    Do
    You?
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    Copyright 2011 Optimum Leadership
    49
  • Take action now
    Learn:
    The skills leaders need to create engagement with every interaction
    How to help disengaged de-select out
    www.optimumleadership.com
    5/6/2011
    Copyright 2011 Optimum Leadership
    50
  • Take action now
    Learn:
    To measure the employee engagement level at your company
    Which barriers are stopping you from improving engagement now
    www.optimumleadership.com
    5/6/2011
    Copyright 2011 Optimum Leadership
    51
  • Take action now
    Request a client case study that shows how one organization made the transformation to a new leadership theory and a new set of skills
    FREE at:
    http://www.optimumleadership.com/articles.asp
    5/6/2011
    Copyright 2011 Optimum Leadership
    52
  • “The future depends on what we do in the present”
    Gandhi
    Wally Hauck holds a Ph.D. in Organizational Leadership
    A Certified Speaking Professional
    15 years consulting experience
    Consulted with dozens of organizations and coached hundreds of individuals
    www.optimumleadership.com
    203-874-8484
    5/6/2011
    Copyright 2011 Optimum Leadership
    53
  • Thank
    You
    5/6/2011
    Copyright 2011 Optimum Leadership
    54