Engage Employees To Drive Results


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Engage Employees To Drive Results

  1. 1. Engage your Employees to Drive Results 54% of employees say that as times get better (2010, 2011 or beyond) they plan to leave their current employer 71% of younger employees (18-29) are likely to look for new jobs when the economy improves Only 19% of respondents are happy with their current employer Turnover hurts businesses BIG TIME. On average, it costs a company 130% of an employee’s salary to replace them. That number goes up if the employee leaving has significant company knowledge or possesses a unique and/or rare skill set. Adecco Group Workplace Survey July, 2009 Given the high percentage of respondents who would consider leaving their present positions to pursue other opportunities, many employers may find themselves faced with serious turnover issues when the job market opens up. To prevent this, employers will need to focus on increasing their employees’ level of engagement. 1
  2. 2. Disengaged Employees Even if employees don’t intend to leave, disengaged employees can undermine the success of an organization by wreaking havoc in two significant ways. First, they are not strongly committed to achieving a company’s goals and objectives, and may not be motivated to act in accordance with its mission and values. Second, they tend to create a less than favorable impression of their company as a potential employer in the marketplace What would it take for employees to remain with their current organization if other opportunities arose? 64% said increase in pay 46% said increase in benefits 40% said chance for promotion 31% said work-life balance Accepted Wisdom about Employees Everyone can excel if they try hard enough People will work harder if they get paid more money Focus employee development activities on fixing employee weaknesses Organization’s outcomes are dictated by hard financial realities Key to growth is increasing demand Superior performance is due to improved technology Competencies, skills, and knowledge are more important than talent Superior performance is the consequence of rational thinking— don’t let emotions get in the way “People” are an organization’s most valuable asset 2
  3. 3. The Real-World Employees who use natural talents produce significantly more than average workers Emotionally committed employees deliver exceptional outcomes Customers recognize the passion and commitment employees feel toward them and respond emotionally Emotionally driven reactions build bridges between employees and customers that create engagement Engagement is the key factor that drives growth Sustainable growth is the route to profits STOCK HIGHER PROFIT INCREASE SUSTAINABLE GROWTH THE GALLUP PATH ™ ENGAGED ENGAGED CUSTOMERS EMPLOYEES GREAT MANAGERS ENTER HERE ID STRENGTHS THE RIGHT FIT Employee Engagement Outcomes 38% higher customer satisfaction 22% higher productivity 27% higher profits 87% less likely to leave --“Driving Performance and Retention through Employee Engagement” --Corporate Leadership Council, 2006 3
  4. 4. How many are really engaged? • Actively Engaged 20% - 30% • Actively Disengaged 10% • Not-Engaged 60% - 70% Source: The Gallup Organization, 2002 How do you know who’s engaged? Clear about purpose—seek ways to improve Bring full selves to work Highly skilled High need for achievement High energy Committed to team Upbeat and proud to work for you Measuring Employee Engagement I know what’s expected My job is important I have what I need My colleagues are I do what I do best committed I am recognized I have a friend at work Someone cares Someone talks about my progress with me Someone develops me I learn and grow My opinion counts 4
  5. 5. Employee Bingo! Organizational Goals Goals Employee Engagement! The Employee “Village” • High Potentials (15%) • High Achievers (20%) • Not-Yet-Engaged (55%) • Cave Dwellers (10%) High Potentials (15%) • Talent is recognized • They are engaged • They aspire for growth and challenge • High confidence • Keys to engagement: • Leadership opportunities • New challenges • Development & Growth 5
  6. 6. High Achievers (20%) • Steady performers • Individual contributors • Productive • Keys to engagement • Appreciation • Challenges • Recognition Not-Yet-Engaged (55%) • Average, unmotivated • Uncommitted • Mismatch between talents and job • Keys to Engagement • Discovering talents • Finding the right fit • Support, coaching, development Cave Dwellers (10%) • Poor attitude • Poor performance • Toxic • Keys to Engagement • Direct feedback • Help them leave 6
  7. 7. What Employees can do • Know self (talents, values, contributions) • Explore (through feedback and information seeking) • Prioritize • Set Goals/Take Action What Managers can do • Assess talent • Coach employees • Provide frequent feedback • Communicate organizational and department goals • Share information regularly • Consistent organizational goals • Balance workload • Celebrate the wins Coaching to create Employee Engagement • Demonstrate respect. Let go of negative opinions and approach them as a source of unique knowledge with something valuable to contribute. • Listen. Get to know their goals, stressors, what motivates them. Show an interest. Listen to their ideas. • Be fair • Lead with a development mindset • Support their initiatives • Communicate. Tell them what the expectations are and define success. • Provide resources. Make sure they have everything they need to do their jobs. • Reward talent. Celebrate the wins. Say thank you. 7
  8. 8. Communication Framework Performance effectiveness is HOW CAN I CONTRIBUTE/HELP? maximized when all five information •Engagement needs are successfully communicated Engaged Employee Source: Roger D’Aprix •Actions •Results WHERE ARE WE GOING? HOW ARE WE DOING? • Strategic direction • Financial results Organizational of Department and • Market results Company • Operational results DOES ANYBODY CARE? WHAT’S MY JOB? HOW AM I DOING? •Reward & recognition • Job clarity (across • Skills Individual roles/units/groups) •Total compensation assessment • Aligned objectives •Career development • Performance • Skills development •Affiliation/loyalty review •Satisfaction Other Tips to engage ‘em – Remind ’em what’s special about your company PRIDE – Engage the whole person, not just the worker RESPECT – Be relentless about equity FAIRNESS – Say what you mean, mean what you say CREDIBILITY – Have fun CAMARADERIE 8