Cranking up employee engagement March 2011

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Half day open interactive workshop in Mississauga on employee engagement.

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Cranking up employee engagement March 2011

  1. 1. Cranking up employee engagement by Toronto Training and HR March 2011
  2. 2. Contents 3-4 Introduction to Toronto Training and HR 5-7 Definitions 8-9 Triangulation theory 10-11 Needs that must be met 12-13 Drill A 14-15 Pain of poor engagement 16-17 Impact on engagement 18-19 Challenges faced by organizations seeking to increase & sustain engagement 20-21 Wellbeing; interconnected elements 22-25 It’s not rising despite our best efforts! 26-29 Improving the employee engagement equation 30-42 Questions to ask 43-44 Drill B 45-48 Case studies 49-50 Conclusion and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR • Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden • 10 years in banking • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: - Training course design - Training course delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Page 6 Definitions 1 of 2 ENGAGEMENT Commitment to excellence and continual striving to improve Increased loyalty and reduced absenteeism New ideas, suggestions and innovative approaches that control and reduce costs, solve problems and generate new products and services Higher levels of discretionary effort and enhanced focus on company goals and objectives Improved teamwork and communication
  7. 7. Page 7 Definitions 2 of 2 DISENGAGEMENT Making errors missing deadlines, low morale… Constantly watching the clock Complaining Turnover, absenteeism, and “presenteeism”
  8. 8. Page 8 Triangulation theory
  9. 9. Page 9 Triangulation theory THREE CORE DRIVERS 1.Organizational maturity 2.Cultural reality 3.Employee job satisfaction (internal and external)
  10. 10. Page 10 Needs that must be met
  11. 11. Page 11 Needs that must be met Fit Support Value Inspiration Clarity
  12. 12. Page 12 Drill A
  13. 13. Page 13 Drill A
  14. 14. Page 14 Pain of poor engagement
  15. 15. Page 15 Pain of poor engagement EMPLOYEE DISENGAGEMENT Lowers results, cuts profits, reddens finances, sickens well-being, undermines relationships, crumbles organizations, poisons community, starves performance, undervalues individuals, fragments teams, crashes careers, saps energy, corrodes connections, erodes employees, scares stakeholders, deadens days, weakens weeks, mangles months, irritates customers, loses purpose, and frays meaning
  16. 16. Page 16 Impact on engagement
  17. 17. Page 17 Impact on engagement Layoffs and downsizing Salary reductions Hiring freeze Salary freeze Reorganization/restructure Postponement of projects New business ventures
  18. 18. Page 18 Challenges faced by organizations seeking to increase & sustain engagement
  19. 19. Page 19 Challenges faced by organizations seeking to increase & sustain engagement Leadership & communication Productivity & performance Health & wellbeing of employees Engagement, motivation and morale Attrition and absenteeism Support Value Inspiration Clarity
  20. 20. Page 20 Wellbeing; interconnected elements
  21. 21. Page 21 Wellbeing; interconnected elements Career wellbeing Social wellbeing Financial wellbeing Physical wellbeing Community wellbeing
  22. 22. Page 22 It’s not rising despite our best efforts!
  23. 23. Page 23 It’s not rising despite our best efforts! 1 of 3 The engagement program includes cognitive behaviors only The program is not a permanent part of the corporate culture Motivational programs are confused with engagement Thinking reward programs are rewarding Employees aren’t inspired to make discretionary effort
  24. 24. Page 24 It’s not rising despite our best efforts! 2 of 3 Employees aren’t inspired to make discretionary effort No results-driven structure is in place to continually inspire engagement Minimal trust on the team Leaders give off the vibe that employee engagement is a profit strategy
  25. 25. Page 25 It’s not rising despite our best efforts! 3 of 3 Teams have not been taught how to think collaboratively Engagement happens in silos instead of all- inclusive Inconsistent, sporadic administration Performance declines in other areas of the business
  26. 26. Page 26 Improving the employee engagement equation
  27. 27. Page 27 Improving the employee engagement equation 1 of 3 Understand how it’s doing in each of the above three drivers. There are no shortcuts for finding facts. Determine the dollar risk for doing nothing, to prove to all stakeholders the value of taking action Institute strategic planning and implementation planning. If resources are not available internally, an external expert can pay for themselves fast
  28. 28. Page 28 Improving the employee engagement equation 2 of 3 Put in writing an employee engagement equation and how it will be monitored and measured Develop and mentor middle managers in the leadership core competencies that are required to implement this formula
  29. 29. Page 29 Improving the employee engagement equation 3 of 3 Commit to monitoring potential negative signs that indicate the organization is on the wrong track, and take corrective action Accept that employee engagement is a dynamic process and a moving target requiring constant attention, commitment and action
  30. 30. Page 30 Questions to ask
  31. 31. Page 31 Questions to ask 1 of 12 How do we turn a disengaged manager or employee into an engaged manager/employee? What shadow do you cast that gives positive energy to those around you? Do you get to do what you do best every day? Do those around you understand what work you most like to do? Do you know what makes you feel engaged & can you create that for yourself and other like-minded people?
  32. 32. Page 32 Questions to ask 2 of 12 What can you do to make your top performers not feel like leaving your company? If you are really serious, how would you prove that engagement is more than ‘lip service’? Is everyone “engage-able”? What things do people in your work group do that make you feel connected to your company? How can we expect recognition and respect ourselves if we are not willing to respect and recognize others?
  33. 33. Page 33 Questions to ask 3 of 12 What’s the one thing you’d like to change that would make the biggest difference in your work right now? Where do emotions fit in “being engaged” ? What makes you look forward to going to work when you get up in the morning? Can such tools as Myers Briggs personality types help make engagement activities more effective by giving insights into how different employee groups prefer to receive/process data?
  34. 34. Page 34 Questions to ask 4 of 12 What would you do first if you were given a chance to take over your boss’s job? What can you do personally to improve your own engagement? What can you do to make your employees happier? Do you know how each member of your team likes to be managed, and what switches them on at work - and do you do everything in your power to make these things happen?
  35. 35. Page 35 Questions to ask 5 of 12 Are certain people more inclined toward engagement in general due to personality characteristics and do such individual differences effect what types of engagement interventions will be effective? What were you doing when you last felt completely engaged? As a leader, what has be successful for you to effectively engage your employees? How well are you listening?
  36. 36. Page 36 Questions to ask 6 of 12 Are certain people more inclined toward engagement in general due to personality characteristics and do such individual differences effect what types of engagement interventions will be effective? Is engaging enough or do we need to engage with passion to really make a difference? As a leader, what has be successful for you to effectively engage your employees?
  37. 37. Page 37 Questions to ask 7 of 12 Is engaging enough or do we need to engage with passion to really make a difference? What mark would you give your organization? Why is/isn’t it a 10 out of 10? Do you say good morning to your work colleagues when you get in? How well are you listening? How can leaders more effectively engage employees by tapping into their truly meaningful intrinsic motivation?
  38. 38. Page 38 Questions to ask 8 of 12 Have you ever asked your direct report(s) to describe their engagement drivers? What is the one thing about this organization that has kept all these long-timers here? If engagement is an outcome, what are its precursors? What are the sticky factors in this workplace other than salary or current job role? How are you being creative in engaging your employees?
  39. 39. Page 39 Questions to ask 9 of 12 What are you doing to take care of your own attitude of engagement? Is engagement much beyond passion? Is the bottom up approach the best for engagement? What keeps engaged employees motivated? How are you being creative in engaging your employees?
  40. 40. Page 40 Questions to ask 10 of 12 How do you effectively engage the people that are important to your organization’s success but do not actually interact with your customers, such as back office staff? What research methods can be applied to generate more in depth understanding of the engagement process? Manager to employee: When you hear “employee engagement” what do you think, feel, and what images come to your mind?
  41. 41. Page 41 Questions to ask 11 of 12 What is the most frequent and rarest motivator to employee engagement? Will we have succeeded, when in 10 or 20 years, organizations no longer “do” employee engagement, instead it has become part of the culture, an assumption that has led to highly collaborative, self-generating organizational forms? How can you create a culture where laughter and fun supports hard work and productivity?
  42. 42. Page 42 Questions to ask 12 of 12 What would you need to see from management, so you would know that they were as engaged as they want you to be? How do you help your manager engage you? How can lifelong learning contribute to the employee engagement in the workplace? What is so obvious that it is invisible?
  43. 43. Page 43 Drill B
  44. 44. Page 44 Drill B
  45. 45. Page 45 Case study A
  46. 46. Page 46 Case study A
  47. 47. Page 47 Case study B
  48. 48. Page 48 Case study B
  49. 49. Page 49 Conclusion & Questions
  50. 50. Page 50 Conclusion Summary Questions

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