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Employee Engagment


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A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.

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Employee Engagment

  1. 1. Work Life Balance: Traditional and Non-Traditional Approaches Charlie Rosenblum September 30, 2014 Employee Engagement Charlie Rosenblum Director, Employee Services
  2. 2. Defining the Groups 2 The Engaged Employee Exhibits a profound connection to the employer. Is dedicated to unite their goals with the employer’s goals. They nearly always come to work on time and stay late. The ‘Doers’, the wide eyed group. Leadership Buy-In Compassionate Supervisors Meaningful work Receive Recognition & Feedback Experience personal growth and career advancement
  3. 3. Defining the Groups 3 The Not Engaged Employee They have emotionally ‘checked out.’ They come to work on time ‘most’ of the time and rarely stay late. They are the ‘sleepy eyed’ group. Often looking for opportunities but lack ambition and motivation Potential for improvement through mentoring and inspired leadership May respond to challenges and special projects
  4. 4. Defining the Groups 4 The Actively Disengaged Employee More than just unhappy, they seek to undermine and challenge authority. They spread discontent and try to negatively influence others to resist along with them.
  5. 5. The Gallup Poll Survey Questions 5 1. In the last year, I have had opportunities to Learn and Grow. 2. In the last 6 months, someone at work has talked to me about Progress. 3. I have a Best Friend at work. 4. My associates or fellow employees are Committed to Doing Quality Work. 5. The Mission or Purpose of my company makes me feel my job is important. 6. At Work, my Opinions seem to count. 7. There is someone at work who encourages my Development. 8. My supervisor, or someone at work, seems to Care About Me as a person. 9. In the last 7 days, I have received Recognition or praise for doing good work. 10. At work, I have the Opportunity to Do What I Do Best every day. 11. I have the Materials and Equipment I need to do my work right. 12. I Know What’s Expected of me at work. YES NO MAYBE SOMETIMES
  6. 6. The State of the American Workplace 6 Gallup Survey Q12 350K Employees Released June 2013 0 10 20 30 40 50 60 Overall Men Women Remote Workers On Site Actively Diengaged Disengaged Engaged Does Your workforce matchup? How do You know?
  7. 7. The Gallup Poll Q2 7  Demographics: Those leaving and entering the workforce had the highest engagement Traditional: 41% Millennials: 33%  Education vs. Engagement: College graduates – 28% High School graduates 28%  From 2000 to 2012 Only 4% variance in Engagement Gallup Survey Q12 350K Employees Released June 2013 More than 25M Participants in 189 Countries in 69 Languages since the late 1990s.
  8. 8. 8 Outcomes Gallup’s extensive research outcomes: 1. That engagement is strongly connected to business outcomes essential to an organization’s financial success, including productivity, profitability, and customer satisfaction. 2. Engaged employees are the ones who are the most likely to drive the innovation, growth, and revenue that their companies desperately need. 3. These engaged workers build new products and services, generate new ideas, create new customers, and ultimately help spur the economy to create more good jobs. 4. The 50% of employees who are disengaged are present for work but are not inspired by their work or their managers. 5. The 20% of employees who are actively disengaged make life miserable for their bosses and roam the halls spreading discontent. 6. The top 25% of employees have fewer accidents, lower health care costs and are 41% more effective. The bottom 25% are just the opposite. They hold down productivity and drive up health care costs.
  9. 9. Fostering a Culture of Engagement - I 9  Sr. leaders establish clear goals and objectives  Sr. leaders commit to excellence and provide training and resources to managers  Sr. leaders demand accountability but avoid micromanagement  Select the best managers for the job
  10. 10. Fostering a Culture of Engagement - II 10  Supervisors coach and build consensus  Use small groups to improve cohesion & manage change  Focus on key skills and strategies  3Cs - Communicate - Connect – Coordinate up and down the chain  Listening skills are learned and honed over time
  11. 11. Fostering a Culture of Engagement - III 11 What is Your Emotional Intelligence Quotient?  Understand and control your emotions  Understand that how you say something is just as important as what you say  Motivating others comes from understanding others  Always treat the workplace as a separate environment  Beware of social media
  12. 12. Fostering a Culture of Engagement - IV 12 COACHING -- MENTORING  Supervisors should know the job  Supervisors should do it – avoid using another employee as a coach/trainer  Focus on the task and the employee  Ask vs. Tell  Give and take feedback
  13. 13. Fostering a Culture of Engagement - V 13 Delegation Dos and Don’ts DOs  Instill confidence  Focus on strengths  Give clear guidance w/firm due dates  Provide the resources Don’ts  Assign a task that you do not want to do  Shirk your responsibilities  Shift blame if it doesn’t work out
  14. 14. Fostering a Culture of Engagement - VI 14 Different Strategies for Different Groups Generations Remote Employees Organization Size Team Size Career Stages
  15. 15. Generational Differences 15 (Up to 1945) (1946-1964) 8-24 (1965-1981) (1982-1997)
  16. 16. The Importance of Training Managers 16 Employee – Manager Relationship Sound practices can be taught Training develops the next generation Improved skills = Improved performance Improved performance= Improved engagement Reduce risk and avoid litigation I M P R O V E M E N T
  17. 17. Thank You! Questions?