1. The Trick to Employee
Engagement:
It’s Not What You Think
A Joint Webinar
October 30, 2013

2. @jostleme
@karenmartinopex
© 2013 The Karen Martin Group, Inc.
2

3.  Coach / Facilitator / Consultant / Trainer:
Lead Lean transformations & develop people
across all industries.
 Teacher: University of California, San Diego
 Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
www.ksmartin.com
Preorder now!
2013 Shingo
Prize winner!
3

4. Learning Objectives
• The three essential conditions for realizing
high levels of employee engagement.
• Why employee selection and onboarding is
the SINGLE MOST IMPORTANT process to nail
in any business.
• How to use continuous improvement, critical
thinking & problem solving as your central
means to engage employees
• How to prepare leaders for a new way of
operating.
© 2013 The Karen Martin Group, Inc.
4

5. Does your organization operate with
high levels of clarity, focus, discipline,
and engagement?
Read the Shingo Research Award‐winning book that’s transforming organizations.
© 2013 The Karen Martin Group, Inc.
5

6. The Outstanding Organization
Mindsets &
Behaviors that
Produce
Outstanding
Organizations
© 2013 The Karen Martin Group, Inc.
6

7. We have
big problems.
7

8. First…
8

9. Energy Crisis: Widespread Disengagement
9
© 2013 The Karen Martin Group, Inc.
9

10. 7 in 10 American workers
are “not engaged” or
“actively disengaged” in
their work.
Gallup estimates actively disengaged employees cost the U.S. $450
billion to $550 billion a year in lost productivity.
10

11. http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx
© 2013 The Karen Martin Group, Inc.
11

12. Employee Engagement – Gallup Findings
2000
26
58
18
2001
16
54
30
2002
17
53
30
2003
17
55
28
2004
17
54
29
2005
15
2006
15
59
26
30
55
2007
20
50
30
2008
20
51
29
2009
18
54
28
2010
19
53
28
2011
19
52
29
2012
18
52
30
0%
ACTIVELY
DISENGAGED
© 2013 The Karen Martin Group, Inc.
100%
NOT ENGAGED
ENGAGED
12
12

13. Second…
13

14. The average company
operates at levels that are
a fraction of what its
capable of.
14

15. Employee Engagement &
Business Performance*
World Class
Average
33%
67%
Engaged
49%
Not Engaged
Actively Disengaged
26%
7%
9.57:1
*Per Gallup
18%
1.83:1
Ratio of engaged to actively disengaged employees
© 2013 The Karen Martin Group, Inc.
15

16. Engagement Drivers: The Three C’s
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.
16

17. Engagement Drivers: The Three C’s
The Outstanding Organization, pp. 155‐158
Connection
To vision, annual goals,
immediate supervisor,
peers, customers
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.
17

18. You had them at
“You’re hired.”
18
© 2013 The Karen Martin Group, Inc.
18

19. To what degree do new hires receive all of the tools and
information they need to function effectively on day one?
63%
70%
60%
44%
50%
Before initial round
of improvement
40%
23%
30%
14%
20%
After initial round of
improvement
10%
0%
Always, Sometimes
© 2013 The Karen Martin Group, Inc.
Rarely, Never
19

20. 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., purpose, products, 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.”
© 2013 The Karen Martin Group, Inc.
20

21. Value Stream Maps:
Effective for New Hire Orientation
You
are
here
© 2013 The Karen Martin Group, Inc.
21

22. The single most important
process for you to nail in your
organization is
new hire onboarding.
22

23. Engagement Drivers: The Three C’s
The Outstanding Organization, pp. 155‐158
Connection
Control
Heavy involvement
in decisions that
influence how they
do their work.
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.
23

24. Improvement Roles
Strategic
Who?
Accountability
Tool
Leadership
“What has to happen”
Value Stream
Mapping
“How it will happen”
Kaizen Events,
Just‐do‐its,
and Projects
Tactical
Middle
Management
Workforce
© 2013 The Karen Martin Group, Inc.
24

25. Leaders determine
strategy (what)
Workers determine
tactics (how)
© 2013 The Karen Martin Group, Inc.
25

26. Engagement Drivers: The Three C’s
The Outstanding Organization, pp. 155‐158
Connection
Full use of talents,
capacities,
potentialities,
& skills
Creativity
Control
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.
26

27. Problem solving and making
improvement—done properly—is a high.
© 2013 The Karen Martin Group, Inc.
27

28. 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
© 2013 The Karen Martin Group, Inc.
28

29. Cross‐Functional Problem Solving & Improvement:
Connecting, Using Creativity, Gaining Control
© 2013 The Karen Martin Group, Inc.
29

30. “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
© 2013 The Karen Martin Group, Inc.
30

31. Enabling Engagement: A3 Management
A3
Report
The vital role of
the coach/mentor
© 2013 The Karen Martin Group, Inc.
31

32. Progressive Learning
32
© 2013 The Karen Martin Group, Inc.
32

33. Third…
33

34. The idea that performance is
primarily a factor of the
employee is just wrong.
The Outstanding Organization, p. 154
34

35. People aren’t the problem. It’s the
dysfunctional systems and processes
within which we expect them to
perform at high levels – a
fundamental act of disrespect.
35

36. “I’ve become a better person,
a better husband, a better friend,
from working at Gore.”
— Terry, a W.L. Gore Associate
© 2013 The Karen Martin Group, Inc.
36

37. —The Outstanding Organization, p. 153
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
The Outstanding Organization, p. 153
37
37

38. Build diverse teams.

40. << story with PEOPLE >>

43. On-board your culture.

46. << LIBRARY example >>

47. Team fit matters.

48. << story >>

49. Fire fast.

50. In a respectful and honest way.
That helps the person find a better fit.

51. Don’t fall into the justification trap.

52. Avoid grand plans.

53. << Kanban photo >>

54. Recognize specific things.

55. Now.

56. << Shout‐Out examples >>

57. Poll
Does your intranet help your employees engage?
☐
☐
☐
☐
Absolutely.
Somewhat.
Not much.
Don’t have an intranet.

58. Q&A

59. Thank You
www.jostle.me
@jostleme
888.567.8538
info@jostle.me
www.karenmartin.com
@karenmartinopex
858.677.6799
info@ksmartin.com