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The Outstanding Organization: The Power of Engagement

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Recorded webinar: http://slidesha.re/1dBAjZG

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Organizations who deliver consistently high levels of performance have significantly higher levels of employee ENGAGEMENT than those that don't. From the moment a new hire walks through your company's door, you have the opportunity to engage them or not.

In this webinar, you'll learn how to establish the climate that enables engagement and how to view onboarding, improvement, and problem-solving through an engagement lens, boosting organizational performance along the way.

Published in: Business, Technology
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The Outstanding Organization: The Power of Engagement

  1. The Outstanding Organization: The Power of Engagement Presenter: Karen Martin Webinar May 17, 2012
  2.  Founder, Karen Martin & Associates, LLC(1993) Lead Lean transformations in the servicesector and office areas within manufacturing Teaches at University of California, SanDiego’s Lean Enterprise program Email: karen@ksmartin.com Twitter: @karenmartinopex Facebook:www.facebook.com/karenmartinassoc Karen Martin, Principal July 2012
  3. 2012 Webinars Date TopicMarch 22 The Outstanding Organization: The Power of ClarityApril 5 The Outstanding Organization: The Power of FocusMay 3 The Outstanding Organization: The Power of DisciplineMay 17 The Outstanding Organization: The Power of Engagement All recorded webinars are available at www.vimeo.com/karenmartinassoc and all materials are available at www.slideshare.net/karenmartin2. Release Date: July 6, 2012 (McGraw-Hill) Available for Preorder: www.bit.ly/km-too 3
  4. We need to improve how we improve. 4
  5. Mindsets & Behaviors 5
  6. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 6
  7. The Outstanding Organization Business Results Problem Solving Improvement Continuous  Resilience Core Capabilities CHOS 7
  8. Employee Engagement &Operational Excellence:Two Sides of the Same Coin
  9. • World-class organizations - ratio of engaged to actively disengaged employees is 9.57:1.• Average organizations, ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 9
  10. We Know It’s Important... 10
  11. Energy Crisis: Widespread Disengagement 11
  12. The corporate world isappalling bad at capitalizingon the strengths of its people. — Marcus Buckingham 12
  13. What is Engagement? 13
  14. “To be fully engaged, we must bephysically energized, emotionallyconnected, mentally focused andspiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement 14
  15. “… focused energy, evident to  others in the display of… persistence directed toward  organizational goals.” — William Macey, Benjamin Schneider, et. al,  Employee Engagement 15
  16. How do we “get” our employees to engage? 16
  17. Enabling Engagement Connection Creativity Control 17
  18. “I’ve become a better person, a better husband, a better friend, from working at Gore.” — Terry, a W.L. Gore Associate  18
  19. Under-Developed Areas• Onboarding• Problem-Solving & Continuous Improvement 19
  20. You had them at “You’re hired.” 20
  21. To what degree do new hires receive all of the  tools and information they need to function  effectively on day one? 70.0% 63%60.0%50.0% 44% Before initial round40.0% of improvement30.0% 23% After initial round of improvement 14%20.0%10.0% 0.0%   Always, Sometimes   Rarely, Never
  22. 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., 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.” 22
  23. 23
  24. Under-Developed Areas• Onboarding• Problem-Solving & Continuous Improvement 24
  25. Develop hypothesis Refine Conduct Standardize  experiment Stabilize Measure  results 25
  26. Enabling Engagement: A3 Management A3  Report The vital role of  the coach/mentor 26
  27. Kaizen Event – DefinitionA two- to five-day focused improvement activity during which a sequestered, cross-functional team designs andimplements improvements to a definedprocess or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 27
  28. Kaizen Events Offer Myriad Benefits
  29. “I went home yesterday and told myfamily that it was one of the bestworking days I’ve ever had. I was able to fully use mycapabilities for three days.” — Fred Valenzano, Professional Engineer 29
  30. Engagement via Daily ImprovementImprovement Kata + Coaching Kata 30
  31. Problem solving is a high. 31
  32. Progressive Learning 32
  33. The Next Frontier…The Middle Manager 33
  34. Where to Start?• Improve your onboarding process.• Train a core group of middle managers and/or above in problem solving and improvement coaching.• Transition your dedicated improvement professionals from “do-ers” to “teachers.”• Hold a few kaizen events each year to build new behaviors.• Never, ever make process improvement without deep involvement of the people who actually do the work.• Advocate the truth that people aren’t the problem – systems are. 34
  35. Additional Resources July 6, 2012 Available for  Preorder:  www.bit.ly/km‐too 35
  36. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopexMonthly newsletter: www.ksmartin.com/subscribe 36

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