Half day interactive open workshop in Hamilton on employee engagement.

1. Kick-starting levels of employee engagement in your organization by Toronto Training and HR January 2011

2. Page 2 Contents 3-4 Introduction to Toronto Training and HR 5-6 Definition 7-9 Why is engagement important? 10-11 Drivers of engagement 12-13 Seven pillars of employee engagement 14-17 The multi-generational workforce 18-19 Drill A 20-21 Case study A 22-24 Agile employees 25-26 Aligning interests 27-29 Empowerment of front-line people 30-31 Drill B 32-33 Case study B 34-39 Engaged employees….or great actors? 40-42 Leadership behaviours 43-48 Questions to ask 49-50 Conclusion and questions

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition Corporate Leadership Council What engagement is not Engaged/not engaged/disengaged

9. Page 7 Why is engagement important?

10. Page 8 Why is engagement important 1 of 2? Financial success Attraction and retention High morale Productivity

11. Page 9 Why is engagement important 2 of 2? Organizations with the highest engagement tend to grow 4.5 times faster than those with low engagement. Engaged employees drive profit up, and you are more likely to retain talented people if you keep them engaged. Engaged employees will become your greatest brand ambassadors so make them proud to be at work & feel involved in the decision making process and they will, in turn, paint a glowing picture of your organization.

12. Page 10 Drivers of engagement

13. Page 11 Drivers of engagement Manager-employee relationship Employees understanding what is expected of them

14. Page 12 Seven pillars of employee engagement

15. Page 13 Seven pillars of employee engagement 1.Care 2.Autonomy 3.Connection 4.Mastery and growth 5.Purpose/significance 6.Play 7.Inspired excellence

16. Page 14 The multi-generational workforce

17. Page 15 The multi-generational workforce 1 of 3 Traditionalists or Matures or Builders Baby boomers Generation X or Busters Generation Y or Millennials

18. Page 16 The multi-generational workforce 2 of 3 Potential inefficiencies Potential benefits Traditionalists or Matures or Builders Baby boomers Generation X or Busters Generation Y or Millennials

19. Page 17 The multi-generational workforce 3 of 3 SEVEN PRACTICES TO BUILD EMPLOYEE ENGAGEMENT Talent management Employee motivation Management practices Learning & development Career development Reward Productivity

20. Page 18 Drill A

21. Page 19 Drill A

22. Page 20 Case study A

23. Page 21 Case study A

24. Page 22 Agile employees

25. Page 23 Agile employees 1 of 2 SEVEN SIGNPOSTS 1. Know why you want your employees to be agile—what is it meant to achieve? 2. Help employees appreciate and become enthusiastic about rapid and constant change and its implications 3. Offer practice at making fast decisions and at adapting to new situations

26. Page 24 Agile employees 2 of 2 4. Make sure mistakes are seen as inevitable and merely a route to learning 5. Praise and reward employees who show agility with unusual responses to new situations 6. Use stories about people successfully adapting to show what it means in practice 7. Use scenario planning to help people imagine what agility might mean in practice

27. Page 25 Aligning interests

28. Page 26 Aligning interests THREE STEPS TO ENGAGEMENT HEAVEN 1. Information 2. Front-line management 3. Non-financial rewards

29. Page 27 Empowerment of front-line people

30. Page 28 Empowerment of front-line people 1 of 2 SAVE MONEY, IMPROVE CLIENT SATISFACTION AND REDUCE EXPENSIVE ERRORS Empower your frontline people to solve client problems on the spot Building trust enables you to use your intellectual capital Create a positive work environment Insist that workers collaborate rather than compete

31. Page 29 Empowerment of front-line people 2 of 2 Communicate respectfully as poor communication wastes time, delays decisions and damages morale Brainstorm about the opportunities that lie beyond the challenges Solve the root causes of the problem

32. Page 30 Drill B

33. Page 31 Drill B

34. Page 32 Case study B

35. Page 33 Case study B

36. Page 34 Engaged employees….or great actors?

37. Page 35 Engaged employees….or great actors? 1 of 5 CHARACTERISTICS OF ENGAGED EMPLOYEES AND DRIVERS OF ENGAGEMENT/RETENTION They are the ambassadors of the organization They feel privileged to be on the team They are emotionally tied to the organization They take great pride in their accomplishments They feel a strong sense of responsibility for the organization’s success

38. Page 36 Engaged employees….or great actors? 2 of 5 SIGNS OF EMPLOYEE DISENGAGEMENT Attitude shift Decline in personal selling Out of the office for extended periods of time Repetitive errors while performing the job Irrelevant excuses for non-performance

39. Page 37 Engaged employees….or great actors? 3 of 5 TACTICS FOR IMPROVING EMPLOYEE ENGAGEMENT Thank your people Show them the money! Invest in their development Assess the organization’s culture, especially the leadership team Revitalize the mission

40. Page 38 Engaged employees….or great actors? 4 of 5 TIME TO CALL IN THE EXPERTS The signs of employee disengagement are visible and obvious You suspect that your organization’s culture is toxic Your organization has trouble attracting “A” players

41. Page 39 Engaged employees….or great actors? 5 of 5 TIME TO CALL IN THE EXPERTS Employees disrespect each other and gossip behind each other’s back Employees have stopped smiling and having fun at work-it’s quiet Financial results are challenging

42. Page 40 Leadership behaviors

43. Page 41 DRIVING EMPLOYEE COMMITMENT Inspire and motivate others Driving for results Strategic perspective Collaboration Walk the talk Trust Develops and supports others Building relationships Courage Leadership behaviours 1 of 2

44. Page 42 Leadership behaviours 2 of 2 NEXT STEPS-QUESTIONS TO ASK Do you have a fatal flaw? Do you have profound strengths?

45. Page 43 Questions to ask

46. Page 44 For each of us there is always something “dying to be born” - how do we assist one another in bringing into the world that which is longing to come into fruition? When it comes to your organization, what are the stories that come to the employees’ minds? How does employee engagement (commitment, involvement, discretionary effort) contribute to achieving the strategic goals of this organization? Questions to ask 1 of 5

47. Page 45 When was the last time you asked an employee what engages them to work in your organization? How do I measure engagement and the impact of engagement real time? What is THE moment of engagement for you? As a leader, are you ready to begin the relentless pursuit of employee engagement? Questions to ask 2 of 5

48. Page 46 Why do some organizations work so hard to engage “at” people when they should be trying to engage “with” them? What have you done today to help or connect with a colleague? How are you addressing employees’ self-worth in your employee engagement process? Is engagement a two-way street and how do senior leaders stay engaged with their direct reports? Questions to ask 3 of 5

49. Page 47 What are the Square Wheels in your organization - the systems and processes and procedures that do not work smoothly? What is something that you could choose to do differently to foster employee engagement? When we hire new employees, how can our onboarding process maintain the enthusiasm they have when they accept a position? What parts of your organization think they are being treated unfairly? Questions to ask 4 of 5

50. Page 48 What are you doing each day to model enthusiastic employee engagement for your team? What disincentives in taking initiatives would a visitor observe in your organization? Why do employers tolerate supervisors who fail to engage employees? What does engagement mean to your team? How can your personal energy collaborating with others at work reward you and them with wealth, innovation and fulfilment? Questions to ask 5 of 5

51. Page 49 Conclusion & Questions

52. Page 50 Conclusion Summary Questions