CMC is a learning and training company that is part of the AMA Network across 18 countries. It focuses on making a difference in people's working lives through topics discussed at its National Thought Leaders Series, which stimulates thinking on empowering topics from Vancouver to Halifax both live and online. The document discusses employee engagement and how engagement alone is not sufficient, noting that employee enablement is also needed to direct employees' enthusiasm towards organizational success. It provides research showing that engaged and enabled employees lead to significantly better organizational outcomes. The presentation provides strategies for organizations to better enable their employees to sustain motivation and performance over time.

2. A Little Background On CMC …
• A learning & training company,
multi-disciplined multi-modalities…multi-disciplined … multi-modalities
• Part of the AMA Network in 18 countries,
l b l t t d l b l d liglobal content and global delivery
• Focus as an NFP:
making a difference in the working lives of
people and their communities

3. National Thought Leaders Series
• Topics that inform & empower
• From Vancouver to HalifaxFrom Vancouver to Halifax
• #CMCevents
• Live & on-lineLive & on line
• Stimulate ‘thinking different’ & real world
applicationspp
• Opportunity to connect with your peers

4. en gage ment
1. A result achieved by stimulating employees’
enthusiasm for their work and directing it toward
organizational success. (Hay Group)
2. A heightened emotional and intellectual
connection that an employee has for their
j b/ i i / h i i fljob/organization/manager that in turn influences
them to apply additional discretionary effort to
their work (C f B d f C d )their work. (Conference Board of Canada)

5. Employee Engagement - The Research
• ‘The Critical Human• The Critical Human
Capital Issues of 2011’
ReportReport

6. Employee Engagement – The Research
Top 10 Critical Issues for 2011:
• #9 in the overall Study
• #6 issue for all high performing companies#6 issue for all high performing companies
• #3 issue for high performers, 1-999
employeesemployees

7. Employee Engagement – The Research
% of Employees ‘engaged in their work’:
… the last decade
29% ---------- 33%

8. E i h C S i
Employee Engagement – The Research
Engaging the C Suite
• Organizations with highly engaged
workforces have:
• +19% higher net income
• + 3 75% higher operating margins• + 3.75% higher operating margins
• 4X the EPS growth rate
Sources:
Towers Perrin – ISR
Gallup

9. Today’s Speakers
• A focus on Employee Engagement is important ….
but …
• “ engaging employees is not alone sufficient to• … engaging employees is not alone sufficient to
sustain maximum levels of individual & team
effectiveness …”
• Principals with the Hay Group
d b k k ‘b d• Ground breaking work, going ‘beyond
engagement’ published through AMA’s AMACOM
Publishing UnitPublishing Unit

10. The Enemy of Engagement
Put an end to workplace frustration – and get the most from your employeesp g y p y

11. What is the “enemy ofWhat is the enemy of
engagement?”

12. Why the title?

13. The more you want something,
the
when you can’t get it
worse you feel
when you can’t get it.
In organizations, it’s the highly motivated
employees who are most prone to frustration.
13© 2011 Hay Group. All rights reserved

14. Employees are all fired up
The voice of the frustrated employee
Employees are all fired up…
 “I’ve never worked for a better company”
 “I’m excited about our future”
…but their motivation is going to waste…but their motivation is going to waste
 “I can’t get things done”
 “Everything is urgent”
 “Why does everything have to go through 12 people?”
 “We tend to manage around performance problems”
Frustrated employees may represent
20 percentp
or more of your workforce

15. Reactions to frustration at work
“There are three things that can happen when
you pass, and two of them ain’t good.”
Former Ohio State football coach Woody Hayes-- Former Ohio State football coach Woody Hayes
Similarly, frustrated employees will either:
 Break throughg
 Break down
 Break free
Frustration is an unstablestate,
li i d imeaning that you have limited time to act

16. Hi h f i lHigh performing employees
are most likely to
leaveYour best peopleYour best people
always
have options
And they
have options
And they
suffer most
when not well supported
16© 2011 Hay Group. All rights reserved
pp

17. Frustration is a silent killer
Organizations often overlook these employees because:Organizations often overlook these employees because:
They can’t hearThey aren’t They can t hear
them
y
asking them
They don’t wantThey don t want
to know

18. Frustration is everywhere
The issue spans
geographies
Between 28 and 53
percent of employees
report work conditions
geographies . . . that do not allow them
to be as productive as
they could be
Over one‐third of
employees in Canada
fall into this groupfall into this group

19. Engagement alone is not enough.
People must be
enabled
People must be
to channel their motivation
into productive effort.
When this happens,
into productive effort.
the benefits are huge.
19© 2011 Hay Group. All rights reserved

20. What is employee enablement?What is employee enablement?

21. The frustrated
employees’ plea:
The frustrated
employees’ plea:
p y p
“Put us in roles that use our
skills and abilities and allow
employees plea:
“Put us in roles that use our
skills and abilities and allow
us to do what we do best.
Give us the support we
need to be effective
skills and abilities and allow
us to do what we do best.
Give us the support we
d t b ff ti
need to be effective.
Don’t introduce barriers that
will interfere with our ability
need to be effective.
Don’t introduce barriers that
will interfere with our ability
y
to get things done. And
don’t dilute our focus and
consume our energy with
will interfere with our ability
to get things done. And
don’t dilute our focus and
consume our energy with
tasks that don’t add value.
And, finally, get out of our
consume our energy with
tasks that don’t add value.
A d fi ll t t f
21© 2011 Hay Group. All rights reserved
And, finally, get out of our
way!”
And, finally, get out of our
way!”

22. The storyThe story…
A fictional firm but typical of many successful businesses
Bernette Financial:
A fictional firm but typical of many successful businesses…
Bernette has loyal customers and motivated
employees who believe their purpose in the
popular online banking division is to improvepopular online banking division is to improve
customers’ lives.
But employees are struggling with frustration
and managers are grappling with how to– and managers are grappling with how to
better enable people.
22© 2011 Hay Group. All rights reserved

23. The tenure effect
Trends in engagement and Some solutions:Trends in engagement and
enablement by tenure
Some solutions:
 Realistic job previews
 Effective onboarding80
Employee
engagement
Employee
enablement
But ultimately, managing enablement
levels is the way to maintain the energy
and positive outlook of new hires over
time
70
60
Less than 1 year but 2 years but 5 years but 10 years
It’s hard to keep the flame alive…
1 year
1 year but
less than 2
years
2 years but
less than 5
years
5 years but
less than 10
years
10 years
or more
“Smile!”The initial burst of enthusiasm on taking a new job
can easily fade over time.

24. Helping employees work “smart”
as well as hard is key to
k lifwork-life
balance
In some roles,
bl t
Enablement is key to
sustaining
enablement
trumps
engagement
sustaining
performance
g g
24© 2011 Hay Group. All rights reserved

25. When engagement meets enablement,
it translates into dollarsit translates into dollars
4.5x revenue growth
versus companies in the bottom
quartile on both measures
40-60 percent
better returns on assets,
quartile on both measures
54 percent
reduction in voluntary staff
Investment, and equity
y
turnover
50 percent
more likel to o tperform
People
25© 2011 Hay Group. All rights reserved
more likely to outperform
expectations

26. Helping employees to work well: The usual suspects
“Help me understand
what you want from
me.”
“Don’t make me struggle
through inefficient work
processes.”
“Provide me the
freedom to make
“We need solid working
relationship within our freedom to make
decisions.” team – and with other
teams.”
“Make training for me and
others a priority.”
“Give me the resources I
need to get things
done.”

27. A checklist of enablement strategies
Refer to chapter 10

28. It’s a familiar cry in challenging times.
‘Do more with less.’
B t if ’ t bl d
Instead of concentrating exclusively on
But if you’re not enabled,
it just sounds like Mission Impossible.
fostering higher levels of motivation,
managers and leaders
Instead of concentrating exclusively on
need to take better advantage of the
motivation they already have.
28© 2011 Hay Group. All rights reserved

29. Thank you!
Join usJoin us . . .
Thursday, December 8, 2011 at 1:00pm ET
for The Enemy of Engagement Webinar
www.cmctraining.org/enemy‐of‐engagement‐webinar
Your feedback is important to us!
Please email us at:
cmc_events@cmctraining.org