Helping Employees Contribute Moscow presentation KTL

WHAT IS EMPLOYEE ENGAGEMENT
THE INSTITUTE FOR EMPLOYMENT STUDIES (IES) DEFINES ENGAGEMENT AS:
• “A POSITIVE ATTITUDE HELD BY THE EMPLOYEES TOWARDS THE ORGANIZATION AND ITS VALUES. “
• ENGAGED EMPLOYEES ARE AWARE OF BUSINESS CONTEXT, AND WORK WITH COLLEAGUES TO IMPROVE
PERFORMANCE WITHIN THE JOB FOR THE BENEFIT OF THE ORGANIZATION.
• THE ORGANIZATION MUST WORK TO DEVELOP AND NURTURE ENGAGEMENT, WHICH REQUIRES A TWO-
WAY RELATIONSHIP BETWEEN EMPLOYER AND EMPLOYEE.’
COPYRIGHT 2016 K. TRADER-LEIGH CONTACT: WWW.COACHCRAFT &
WWW.KTAGLOBALPARTERS.COM CEO@KTAGLOBALPARTNERS.COM

WHAT HR MEANS WHEN THEY USE THE TERM ENGAGEMENT
INSTITUTE OF EMPLOYMENT STUDIES (UK)
A CLEAR VIEW OF THE BEHAVIORS DEMONSTRATED BY THE ENGAGED
EMPLOYEES :
• BELIEF IN THE ORGANIZATION;
•DESIRE TO WORK TO MAKE THINGS BETTER;
•UNDERSTANDING OF BUSINESS CONTEXT AND THE ‘BIGGER PICTURE.

WHAT DRIVES ENGAGEMENT
RESEARCH SHOWS THAT COMMITTED EMPLOYEES PERFORM BETTER. THE STRONGEST DRIVER OF ALL IS A SENSE
OF FEELING VALUED AND INVOLVED. THIS HAS SEVERAL KEY COMPONENTS:
• INVOLVEMENT IN DECISION-MAKING;
• THE EXTENT TO WHICH EMPLOYEES FEEL ABLE TO VOICE THEIR IDEAS,
AND MANAGERS WHO LISTEN TO THESE VIEWS, AND VALUE EMPLOYEES’
CONTRIBUTIONS;
• THE OPPORTUNITIES EMPLOYEES HAVE TO DEVELOP THEIR JOBS;
• THE EXTENT TO WHICH THE ORGANIZATION IS CONCERNED FOR EMPLOYEES’ HEALTH AND WELL-BEING.

WHAT DRIVES ENGAGEMENT
THE LINE MANAGER HAS A VERY IMPORTANT ROLE IN FOSTERING EMPLOYEES’ SENSE OF
INVOLVEMENT AND VALUE.

ANOTHER EXAMPLE OF ELEMENTS THAT DRIVE ENGAGEMENT
• MEANINGFUL WORK
• HANDS-ON MANAGEMENT
• POSITIVE WORK ENVIRONMENT
• GROWTH OPPORTUNITY
• TRUST IN LEADERSHIP

BUILDING BLOCKS
• GOOD QUALITY LINE MANAGEMENT
• TWO-WAY COMMUNICATION
• EFFECTIVE INTERNAL COOPERATION
• A DEVELOPMENT FOCUS
• COMMITMENT TO EMPLOYEE WELL-BEING
• CLEAR, ACCESSIBLE HR POLICIES AND PRACTICES TO WHICH MANAGERS AT ALL LEVELS ARE
COMMITTED.

EMPLOYEE ENGAGEMENT MANAGEMENT
COMPETENCY FRAMEWORK
SUPPORT EMPLOYEE
GROWTH
AUTONOMY &
EMPOWERMENT
DEVELOPMENT
FEEDBACK, PRAISE,
RECOGNITION
INTERPERSONAL
STYLE/INTEGRITY
INDIVIDUAL INTERESTS:
SHOWS GENUINE CARE AND
CONCERN
AVAILABILITY (1-TO-1
MEETINGS)
PERSONAL MANNER
ETHICS/RESPECT
MONITORING DIRECTION
REVIEWING & GUIDING –RESPONDS
EFFECTIVELY TO REQUEST FOR GUIDANCE
CLEAR EXPECTATIONS, SETS GOALS &
OBJECTIVES
MANAGING TIME AND RESOURCES /
AWARE OF WORKLOAD/REDISTRIBUTES
WHEN NECESSARY
UNDERSTANDS/FOLLOWS / EXPLAINS
PROCESSES AND PROCEDURES

THE STATE
OF EMPLOYEE ENGAGEMENT
• TOWERS PERRIN, ANOTHER MAJOR US CONSULTING FIRM, SURVEYING 35,000 U.S. WORKERS FOUND
ONLY ONE-FIFTH OF WORKERSARE HIGHLY ENGAGED IN THEIR JOBS.
• OTHER RESEARCH FINDS: “THERE IS A CLEAR CORRELATION BETWEEN ENGAGEMENT AND RETENTION.
ONE STUDY FOUND 85% OF ENGAGED EMPLOYEES INDICATING THAT THEY PLAN TO STAY WITH THEIR
EMPLOYER.”
• A RECESSION MAY KEEP YOUR BEST PEOPLE NOW, BUT WHEN THINGS GET BETTER THEY MAY LEAVE.
……………..

THE ECONOMY:
FROM DOWN TURN TO RECOVERY
•DURING FLAT TIMES WE HAVE SLASHED, AND DOWNSIZED ( GLOBAL RECESSION)
•MOVING FROM SURVIVAL TO ECONOMIC RECOVERY- REQUIRES RETENTION AND TRAINING
•THE RECESSION MAY KEEP YOUR BEST PEOPLE WITH YOU FOR NOW, BUT AS THINGS GET
BETTER WE NEED TO FOCUS ON BUILDING EMPLOYEE ENGAGEMENT BY PROVIDING
EMPLOYEES WITH CAREER AND INDIVIDUAL DEVELOPMENT AND WORK THAT IS MEANINGFUL
TO THEM _ IF YOU WANT THEM TO STAY AS THINGS GET BETTER.

HIGH ENGAGEMENT VS LOW ENGAGEMENT

GALLUP LATEST MEASURE:
GERMAN CASE STUDY
GERMANY’S EMPLOYEE ENGAGEMENT PROBLEM BEGINS WITH MANAGERS:
16% OF GERMAN WORKERS ARE ENGAGED:
• 84% OF GERMAN EMPLOYEES ARE EITHER NOT ENGAGED OR ACTIVELY DISENGAGED
• 48% OF DISENGAGED WORKERS CONSIDERED QUITTING BECAUSE OF THEIR MANAGER
• GERMANS NEED A DIFFERENT ATTITUDE TOWARD MANAGING

GALLUP CASE STUDY:
GERMAN MANAGERS THINK THEY ARE DOING WELL
• BUSINESS NEWSPAPER HANDELSBLATT 2014 SURVEY REPORTS 95% OF
MANAGERS SAY THEY ARE A GOOD AND ACCEPTED MANAGER BY THEIR
EMPLOYEES.
• MAJORITY OF MANAGERS DO NOT SEE THE NEED FOR CHANGE. MANY ARE
MOVED INTO MANAGEMENT WHETHER THEY HAVE APTITUDE TO MANAGE
PEOPLE OR NOT. 47% SAID IT WAS DUE TO SUCCESS IN A NON-MANAGERIAL
ROLE.
• A STUDY OF GERMAN WORKERS REVEALED AT SOME POINT IN THEIR
CAREER 23% LEFT A JOB TO GET AWAY FROM THEIR SUPERVISOR.
• MOST MANAGERS RECEIVE NO FORMAL TRAINING ABOUT EMPLOYEE
ENGAGEMENT.

THE COST OF DISENGAGEMENT
A HARVARD BUSINESS REVIEW STUDY NOTED IN THE US:
• 42% OF EMPLOYEES REPORT PERIODICALLY SPEAKING UP BUT WITHHOLDING
INFORMATION WHEN THEY FEEL THEY HAVE NOTHING TO GAIN — OR SOMETHING TO
LOSE — BY SHARING WHAT’S ON THEIR MINDS.
• MORE THAN 25% SAY THEY WITHHOLD FEEDBACK ON ROUTINE PROBLEMS AND
OPPORTUNITIES FOR IMPROVEMENT TO AVOID WASTING THEIR TIME.
• ABOUT 20% SAY A FEAR OF CONSEQUENCES HAS LED THEM TO WITHHOLD
SUGGESTIONS FOR ADDRESSING ORDINARY PROBLEMS AND MAKING IMPROVEMENTS.

WHAT IS YOUR MANAGEMENT
CULTURE?
GERMANY:
• THE TRAITS MOST VALUED IN GERMAN MANAGERS ARE RELIABILITY AND EFFICIENCY, AND BEING STRAIGHT
FORWARD AND STRUCTURED. MANAGEMENT CULTURE AND EDUCATION SCARCELY EMPHASIZES MANAGING PEOPLE.
• MANAGEMENT DEGREES -- PARTICULARLY THE MBA -- FOCUS ON MANAGING FINANCES AND ADMINISTERING
PROCESSES.
• THE PROGRAMS TEND TO PAY LITTLE ATTENTION TO THE PEOPLE WHO MAKE THOSE FINANCES AND PROCESSES
WORK; BUT THAT ONE-SIDED FOCUS DOES NOT PROMOTE EMPLOYEE ENGAGEMENT.
• THERE IS A RELATIONSHIP BETWEEN MANAGEMENT BEHAVIOR AND EMPLOYEE ENGAGEMENT.

ENGAGEMENT IMPACTS

INVEST IN FRONT LINE SUPERVISORS AND MANAGERS
• INVEST WHERE THE LEARNING AND DEVELOPMENT WILL HAVE MOST IMPACT — FRONT-LINE
SUPERVISORS AND MANAGERS.
• THE LINE MANAGER CLEARLY HAS A VERY IMPORTANT ROLE IN FOSTERING EMPLOYEES’ SENSE OF
INVOLVEMENT AND VALUE.

THE BEST LEADERS HELP PEOPLE GROW
COACHING IS A COLLABORATIVE LEADERSHIP PRACTICE
LEADERS AND EMPLOYEES PARTNER, WITH NO THREATS OF POWER OR NEED TO
USE HIERARCHY TO INFLUENCE DECISIONS.
LEADERS ARE WILLING TO LISTEN AND BE INFLUENCED,
AND EMPLOYEES, IN TURN, ARE MORE LIKELY TO CONTRIBUTE AND FEEL A SENSE
OF OWNERSHIP AND ENGAGEMENT.
COACHING IS A BEST PRACTICE TO ACHIEVE THIS!

AN IMPORTANT ELEMENT FROM THE EMPLOYEE
PERSPECTIVE
•SOMEONE “SEEMS TO CARE ABOUT ME AS A
PERSON" AND "MY OPINIONS SEEM TO COUNT."

A TWO WAY STREET
• ENGAGEMENT IS TWO-WAY!!
• ORGANIZATIONS MUST WORK TO
ENGAGE THE EMPLOYEE, WHO IN TURN HAS A
CHOICE ABOUT THE LEVEL OF ENGAGEMENT TO
OFFER THE EMPLOYER.

EMPLOYEE ENGAGEMENT STEPS
1. LINK YOUR ENGAGEMENT EFFORTS TO HIGH
PERFORMANCE
2. DEVELOP AND COMMUNICATE PERFORMANCE
STANDARDS
3. EMPLOYEE ENGAGEMENT STARTS AT THE TOP
4. ENGAGE FIRST-LINE LEADERS
5. FOCUS ON COMMUNICATION
6. INDIVIDUALIZE YOUR ENGAGEMENT
7. CREATE FEEDBACK MECHANISMS
8. INCLUDE A COACHING LEADERSHIP STYLE
9. GIVE VALID AND ACCURATE PERFORMANCE FEED
BACK
10.TRACK AND COMMUNICATE PROGRESS
11. HIRE AND PROMOTE THE RIGHT BEHAVIORS AND
TRAITS FOR YOUR CULTURE
12.CREATE A MOTIVATIONAL CULTURE

DEVELOP THE COACH LEADERSHIP STYLE
• ENGAGEMENT REQUIRES INFLUENCING EMPLOYEES
• LEADERS SHOULD BENEFIT FROM HAVING PROFESSIONAL COACHES TO GUIDE THEIR DEVELOPMENT AND
SUPPORT CHANGES IN THEIR ORGANIZATION BEHAVIOR
• THEY WILL BENEFIT FROM EXPERIENCING COACHING AND DEVELOP A DEEP UNDERSTANDING OF THE
COACHING PROCESS
• LEADERS CAN THEN BE EFFECTIVELY TRAINED IN USING A COACH LEADERSHIP STYLE
• THROUGH LEADERSHIP COACHING IS THEN A BEST PRACTICE SUPPORTING ENGAGEMENT

THE COACH LEADERSHIP STYLE
• COACHING BUILDS UP CONFIDENCE AND COMPETENCE.
• THE COACHING PROCESS IS A RELATIONSHIP.
• THE AIM OF COACHING CAN IMPROVE THE LEARNING POSSIBILITIES, AND PERFORMANCE OF EMPLOYEES
• YOU CAN ALSO IMPROVE THE SELF DIRECTION POTENTIAL OF EMPLOYEES THROUGH COACHING
• THIS TYPE OF LEADERSHIP IS OPPOSITE COMMANDING AND CONTROLLING
• YOU SUPPORT EMPLOYEES SELF SOLVING ABILITY TO PROVIDE CREATIVE REALISTIC SOLUTIONS
• AM I PREPARED TO ADAPT A DIFFERENT ATTITUDE?
• DO I HAVE THE BEHAVIORS AND ABILITITES OF A COACH?

WHY COACHING WORKS AS EMPLOYEE ENGAGEMENT
COACHING IS A METHOD OF BUILDING COURAGE, SELF-ESTEEM, RESPONSIBILITY, AND
COOPERATION THROUGH SELF-ASSESSMENT, DISCLOSURE, AND FEEDBACK:
• COURAGE ENABLES PEOPLE TO TAKE KNOWN RISKS.
• SELF-ESTEEM — BUILDS ON PERSONAL STRENGTHS — ENABLES PEOPLE TO EXCEL.
• RESPONSIBILITY ENCOURAGES DECISION MAKING AND ACCEPTING CONSEQUENCES.

THE GOAL OF COACHING IN THIS CONTEXT:
COMMITMENT TO SUPERIOR PERFORMANCE, SUSTAINED IMPROVEMENT, AND POSITIVE
RELATIONSHIPS
• SUPERIOR PERFORMANCE IS THE GOAL OF COACHING.
• SUSTAINED, ONGOING IMPROVEMENT — WE CAN ALWAYS IMPROVE.
• A COMMITMENT TO POSITIVE RELATIONSHIPS UNDERLIES THE COACHING PHILOSOPHY; PEOPLE ARE
TRULY THE MOST VALUABLE ASSET IN THE COMPANY.

WHEN COACHING WORKS
• COACHING WORKS BEST WHEN THERE EXISTS AN AUTHENTIC, SUPPORTIVE RELATIONSHIP BETWEEN
COACH AND EMPLOYEE/COACHEE.
• IF THE EMPLOYEE PERCEIVES THE MANAGER AS MANIPULATING, LACKING IN CREDIBILITY, OTHERWISE
UNSUPPORTIVE, COACHING WILL NOT WORK.

BENEFITS OF COACHING
• COACH CONVERSATIONS ARE ABOUT GROWTH AND DEVELOPMENT.
• COACHING CAN IMPROVE PERFORMANCE.
• PEOPLE IDENTIFY THE PROBLEMS AND THE SOLUTIONS THEMSELVES.
• HELPS EMPLOYEES DEVELOP ABILITY TO SELF-ASSESS.
• SHARE THE COACHING MODEL WITH YOUR EMPLOYEES PRIOR TO COACHING.
• COACHING SHOULD BE FRAMED AS A POSITIVE PROCESS; IF EMPLOYEES DO NOT SEE THE BENEFIT OR HAVE A
POSITIVE FRAME OF MIND THEY WON’T BE OPEN TO CHANGE.
• COACHING IS FOR PEOPLE WHO ARE WILLING AND EAGER TO DEVELOP.

IMPLEMENTING AN EMPLOYEE ENGAGEMENT STRATEGY
IMPLEMENT A COACHING INITIATIVE:
SELL THE VALUE AND BENEFITS
• ENGAGE EXECUTIVE LEADERSHIP- SELL THE VALUE.
• MEASURE EMPLOYEE ENGAGEMENT.
• HOLD MANAGERS ACCOUNTABLE FOR IMPROVEMENT IN EMPLOYEE ENGAGEMENT MEASURES OF SATISFACTION.
• LEVERAGE COACHING AS A PART OF YOUR EMPLOYEE ENGAGEMENT STRATEGY.
• UTILIZE A COACHING MODEL AND DEFINE THE PROCESS. START WITH THOSE WHO WANT IT, BUILD TO THOSE WHO WOULD
BENEFIT FROM IT.
• SHARE THE BENEFITS.
• MEASURE THE OUTCOMES OF COACHING.
• TAKE ADVANTAGE OF THE LEARNING THAT COMES WITH CHALLENGES THAT COME ONLY WITH DIFFICULT TIMES.

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