Hceo November 2010 Engaged In What

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Presentation focused on "engaged in what" - moving employee engagement forward.

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Hceo November 2010 Engaged In What

  1. 1. Engaged in What? Dr. Theresa M. Welbourne President and CEO eePulse, Inc. www.eepulse.com Research Professor Center for Effective Organizations University of Southern California http://ceo.usc.edu Editor-in-Chief, HRM, the Journal Copyright 2010, Dr. Theresa M. Welbourne 1
  2. 2. Materials Presentation document Engaged in what? Diagnostic Tool and Notes Pages Optional: Book chapter and articles on this topic. theresa@eepulse.com Copyright 2010, Dr. Theresa M. Welbourne 2
  3. 3. Copyright 2010, Dr. Theresa M. Welbourne 3
  4. 4. Copyright 2010, Dr. Theresa M. Welbourne 4
  5. 5. Myth? Is engagement a myth? “It’s creative repackaging of stuff that’s been around for a long time” Edward Lawler, Professor of Management and Organization, University of Southern California’s Marshall School of Business. “Soon we will be talking about marrying all of those employees to whom we’ve engaged.” IBM’s Head of Personnel, Randall MacDonald. Copyright 2010, Dr. Theresa M. Welbourne 5
  6. 6. Engaging Words Authors Theories or other literature cited when discussing definitions of employee engagement Macey & Schneider (2008) Involvement, commitment, attachment, mood, citizenship behavior, effort, prosocial behavior, disposition, loyalty, productivity, ownership, job satisfaction Saks (2006) Organizational commitment, organizational citizenship, emotional and intellectual commitment, discretionary effort, withdrawal, attention, absorption, efficacy, cynicism, exhaustion, state of mind, vigor, dedication, absorption Ferrer (2005) Job satisfaction, enthusiasm, motivation for work, positive attitude, feeling involved and valued, organization commitment David MacLeod and Nita Clarke Commitment, energy, potential, creativity, personal attachment to work, positive (2010) attitude, authentic values, trust, fairness, mutual respect, discretionary effort The Conference Board report on Cognitive commitment, emotional attachment, connection, discretionary effort, Employee Engagement (2006) emotional drivers (pride, relationships with manager), rational drivers (pay and benefits), satisfaction. Kular, Gatenby, Rees, Soane, Role performance, intellectual and emotional commitment, discretionary effort, and Truss (2008) passion for work, job involvement, flow, organization citizenship behaviors Copyright 2010, Dr. Theresa M. Welbourne 6
  7. 7. Attitude? Mega Employee Attitude? Newman and Harrison (2008) suggest that employee engagement indeed is nothing new. “Been there, bottled that" Employee engagement should be considered an overall mega job attitude. Copyright 2010, Dr. Theresa M. Welbourne 7
  8. 8. Proposal Proposal: Engagement is an industry or a field of study but NOT a construct • Fields of OB, HRM cover the same territory • VPs of employee engagement • Departments of employee engagement • Many businesses are “doing” engagement: consultants, technology firms, health care organizations, wellness centers • Engagement is focused on the “thing” about employees important in driving firm performance Copyright 2010, Dr. Theresa M. Welbourne 8
  9. 9. Beyond… Beyond Engagement What’s Next? Engaged in what? Direction? What do employees “get”? Exchange? Copyright 2010, Dr. Theresa M. Welbourne 9
  10. 10. First Step First, explore the “engaged in what” question with research Copyright 2010, Dr. Theresa M. Welbourne 10
  11. 11. Performance is the starting point of the research Research What are Sense of urgency questions: conditions changes What drives under which the frequently; how firm “people” asset is can we keep performance? optimized? urgency and valor in balance? Answer: Urgency & Urgency = People Val-o-r Energy Moving Forward or Standing Still? Copyright 2010, Dr. Theresa M. Welbourne 11
  12. 12. Percent of Employees “Moving Forward” Low Urgency High Urgency High employee value, ownership, rewards Low employee value, ownership, rewards Copyright 2010, Dr. Theresa M. Welbourne 12
  13. 13. Energy Energy Pulse™ At what pace are employees moving? How fast are they going? Copyright 2010, Dr. Theresa M. Welbourne 13
  14. 14. Leader Energy Engaged in What? Employee Energy Direction? Core Job Role EMPLOYEE ENGAGEMENT Non-core Roles Customer Sales Firm Performance Copyright 2010, Dr. Theresa M. Welbourne 14
  15. 15. The Role Based Performance Model* •From Welbourne, 2005, 2003; •Welbourne, Johnson, & Erez, 1998 Copyright 2010, Dr. Theresa M. Welbourne 15
  16. 16. Go to Diagnostic Tool Page 2 Record responses to the items on this page Discuss results in small groups What did you learn? Copyright 2010, Dr. Theresa M. Welbourne 16
  17. 17. The Pieces Standing still or going Momentum backwards (engaged or disengaged) Business Outcomes (direction and momentum are Moving forward aligned) Direction: Roles Core job PLUS strategic non-core job roles (innovator, team member, career, organizational) Copyright 2010, Dr. Theresa M. Welbourne 17
  18. 18. Does Direction Matter? Engaged in What? You tell me … Copyright 2010, Dr. Theresa M. Welbourne 18
  19. 19. Second Second, when employees engage, what do they get in exchange? Copyright 2010, Dr. Theresa M. Welbourne 19
  20. 20. Story Story from the Data Global study of leaders conducted since 2003. Today we have 12,000 leaders “enrolled.” It is the first real-time leadership benchmarking and learning initiative. Copyright 2010, Dr. Theresa M. Welbourne 20
  21. 21. People are Exhausted • Stacking work is burning out leaders, making them feel unproductive, errors are made, losing confidence, and opportunities are missed. • They are getting more work in return for extra effort. • Directors, ready to leave, being poached. Copyright 2010, Dr. Theresa M. Welbourne 21
  22. 22. Drive Business Core Job Team member Innovator Which roles drive EMPLOYEE the business? Career or Strategy, Organization member Learner Strategizing, Identity, Relational Capital See page 3 of Diagnostic Tool Copyright 2010, Dr. Theresa M. Welbourne 22
  23. 23. Tradeoffs? Core Job Team Innovator member Employee EMPLOYEE engagement today only looks at one or Career or Organization Learner two roles. Need to member explore ALL roles simultaneously. Copyright 2010, Dr. Theresa M. Welbourne 23
  24. 24. Angry Managers Core Job Team member Innovator EMPLOYEE EMPLOYEE Fairness perceptions are Career or affected. Employee Organization Learner member is doing more with nothing more in exchange. Copyright 2010, Dr. Theresa M. Welbourne 24
  25. 25. Balance Core Job Team member Innovator EMPLOYEE Measure all roles; Career or Organization Learner Reward and member recognize relevant roles. Explore some ideas next: What innovative work are you doing or have you seen? Copyright 2010, Dr. Theresa M. Welbourne 25
  26. 26. Measure? Reward? Core Job Team member Innovator EMPLOYEE Organization Career or CORE JOB ROLE Learner member Copyright 2010, Dr. Theresa M. Welbourne 26
  27. 27. Measure? Reward? Core Job Team member Innovator EMPLOYEE Career or INNOVATOR ROLE Organization Learner member Copyright 2010, Dr. Theresa M. Welbourne 27
  28. 28. Measure? Reward? Core Job Team member Innovator EMPLOYEE Career or CAREER OR Organization member Learner LEARNER ROLE Copyright 2010, Dr. Theresa M. Welbourne 28
  29. 29. Measure? Reward? Core Job Team member Innovator EMPLOYEE Career or ORGANIZATION Organization member Learner MEMBER ROLE Copyright 2010, Dr. Theresa M. Welbourne 29
  30. 30. Measure? Reward? Core Job Team member Innovator EMPLOYEE Organization Career or TEAM MEMBER Learner member ROLE Copyright 2010, Dr. Theresa M. Welbourne 30
  31. 31. Linkage Scorecard Core job Innovator Career or Team Organization role role Learner role member member role role Measure? Reward? From the research files: Map competencies Research against current performance appraisal data See page 4 of Diagnostic Tool and Notes Pages document Copyright 2010, Dr. Theresa M. Welbourne 31
  32. 32. Linkage Scorecard What roles are Core job Innovator Career or Team Organization role role Learner member member role important to: role role Executive your business strategy? Successfully strategize and change direction when needed? Support your company identity or culture? Build strong and high quality relational capital? Copyright 2010, Dr. Theresa M. Welbourne 32
  33. 33. Measurement Note about Measurement Copyright 2010, Dr. Theresa M. Welbourne 33
  34. 34. Conclusions • Employee engagement needs more work • Needs to move beyond “hero” status • Or … it will be another HR fad • Employee engagement goals are sound • Need to add: engaged in what? • Need to add? If I engage, then what? Copyright 2010, Dr. Theresa M. Welbourne 34
  35. 35. Dr. Theresa M. Welbourne theresa@eepulse.com info@eepulse.com www.eepulse.com www.energizeengage.com www.leadershippulse.com http://ceo.usc.edu +1-734-429-4400 Copyright 2010, Dr. Theresa M. Welbourne 35

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