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Coaching for Engagement
- 1. January 2016 kevin.r.thomas@williams.edu 413-597-3542 Manager, Training and Development Office of Human Resources Presented by Kevin R. Thomas Dining Services Coaching for Engagement and Performance
- 2. • Think about someone who brought out the best in you. Can be personal or professional. • What specifically did they do? • What was the impact on you? Warm Up
- 3. • Understand the importance of getting positive commitment to success from staff • Use strategies from positive psychology to incentivize high performance • Give constructive feedback in a way that communicates respect and positive regard • Choose the right management style for the situation and person Objectives
- 4. 1 2 3 4 Principles of Employee Engagement Positive Psychology Tactics for Managers Resolving Performance Gaps Situational Leadership
- 5. 1. The threat response 2. Psychological needs in the workplace 3. Employee engagement Principles of Employee Engagement
- 6. • Brains evolved for survival • Scanning for threats (esp. symbolic threats) • Amygdala hijack • Fight/flight/freeze • Hasty judgements The Threat Response Principles of Employee Engagement
- 7. • Noticing what’s wrong • Control struggles • Ladders of inference • Reactive behavior • Escalation • Labeling people Consequences for business relationships Principles of Employee Engagement
- 8. Noticing what’s wrong Principles of Engagement Threat Response
- 9. Labeling People vs. Describing Behavior Principles of Engagement Threat Response Labeling the Person Describe the Behavior Bad Attitude • Uses sarcasm • Crosses arms, frowns, avoids eye contact • Makes comments that undermine morale Lazy • Delays or ignores certain tasks • Disappears and cannot be found • Arrives at work tardy, returns late from breaks. • Takes longer than needed to complete tasks • Performance suffers without frequent direction and oversight • Ignores obvious problems • Leaves work for the next shift
- 10. Ladders of Inference Threat ResponsePrinciples of Engagement
- 11. • Maslow’s Hierarchy of Needs • Pink’s Elements of Motivation • Self-determination Theory Psychological Needs in the Workplace Principles of Employee Engagement
- 12. Maslow’s Hierarchy of Needs Principles of Engagement Psychological Needs
- 13. Pink’s Elements of Motivation Principles of Engagement Psychological Needs • Autonomy • Mastery • Purpose
- 14. Self-Determination Theory Principles of Engagement Psychological Needs • Relatedness • Competence • Autonomy
- 15. Employee Engagement Principles of Engagement • Defined • Impact of engagement • Engagement drivers
- 16. STRIVE 3 STAY 2 SAY 1 Have an intense desire to be a member of the organization Consistently speak positively about the organization to others Exert extra effort and engage in behaviors that contribute to organizational success A state of emotional and intellectual commitment to an organization or group. Principles of Engagement Employee Engagement What is Engagement?
- 17. Impact of Engagement Principles of Engagement Employee Engagement • 28 research studies show a correlation between Employee Engagement and: – Service – Sales – Quality – Safety – Retention – Sales, Profit and Total Shareholder Returns
- 18. Drivers of Engagement Organizational Practices • Diversity • Performance Review Process • Organizational Reputation (Workplace) Total Rewards • Pay • Benefits • Recognition People • College Leadership • Immediate Manager/ Supervisor • Coworkers/Workgroup Opportunities • Future Opportunity • Learning & Development Quality of Life • Work/Life Balance • Work Environment • Day-to-Day Work • Resources/Processes Work Engagement 1 2 Principles of Engagement Employee Engagement
- 19. • Captive (disgruntled & toxic) – employees do not feel that the company provides for their basic physical, economic and psychological needs. • Basic (security & equity) – employees feel that the company provides for their basic physical, economic and psychological needs. • Enabled (achievement & esteem) – employees feel challenged and capable of doing their work well, and they feel valued for their efforts. • Connected (relationship & loyalty) – employees have a strong affiliation with their manager, and camaraderie with their coworkers. • Engaged (identity & passion) – employees feel like they are a trusted, integral part of a winning company with a compelling vision. Employee Engagement Continuum
- 20. 1 2 3 4 1 Principles of Employee Engagement Positive Psychology Tactics for Managers Resolving Performance Gaps Situational Leadership
- 21. 1. Positive Reinforcement 2. Celebrating Tiny Successes 3. Meeting Psychological Needs Positive Pyschology Tactics
- 22. Using Positive Reinforcement Behavior Impact Best chance for repeated behavior
- 24. • Communicating safety • Creating a sense of belonging • Fostering self-esteem • Encouraging competence • Providing practical autonomy • Making work purposeful Meeting Psychological Needs – Brainstorming Session
- 25. 1 2 3 4 1 Principles of Employee Engagement Positive Psychology Tactics for Managers Resolving Performance Gaps Situational Leadership
- 26. 1. Analyzing performance gaps 2. Communicating performance gaps 3. Involving the employee in the problem, and the solution 4. Reinforcing improvements Resolving Performance Gaps
- 27. • Describe the current behavior • Describe its impact • Rate the severity of the problem • Describe the desired behavior • Describe the predicted impact of the desired behavior Analyzing Performance Gaps Resolving Performance Gaps• Analyzing Performance Gaps
- 28. Describe the Behavior Resolving Performance Gaps Analyzing Performance Gaps Labeling the Person Describe the Behavior Bad Attitude • Uses sarcasm • Crosses arms, frowns, avoids eye contact • Makes comments that undermine morale Lazy • Delays or ignores certain tasks • Disappears and cannot be found • Arrives at work tardy, returns late from breaks. • Takes longer than needed to complete tasks • Performance suffers without frequent direction and oversight • Ignores obvious problems • Leaves work for the next shift
- 29. Directive Communication – may work in simple cases Communicating Performance Gaps Resolving Performance Gaps Communicating Performance Gaps Behavi or Impact Positive Future Alternativ e Best chance for changed behavior
- 30. • Neutral, troubleshooting tone • Questions to help them acknowledge the problem • Collaborative action planning and follow up Involving the Employee in the Problem and the Solution
- 31. • “Do you know what happens when you arrive late to work?” • “What could be the result when you ignore food handling guidelines?” • “When you are socializing with coworkers, are you doing your assigned work?” • “When you are sitting around while others are working, do you think others ignore that, or do they complain?” • “Do you think I have a choice to permit you to behave differently than everyone else that works here, or not?” • “Do you know what is going to happen if this behavior continues?” • “If you don’t do what you say you are going to do, what basis do we have for an employment relationship?” • “Will the personal problems that you have right now get better if you lose your job, or will they get worse?” • End with “Do you agree we have a problem?” Sample questions
- 32. • Make SMART Goals • Set a time to check in Action Planning and Follow Up
- 33. 1 2 3 4 1 Principles of Employee Engagement Positive Psychology Tactics for Managers Resolving Performance Gaps Situational Leadership
- 35. Links coming via email: Contact Kevin Thomas at 413-597-3542 or email kevin.r.thomas@williams.edu Supervisory Training Series Communication & Self-Management Questions? • Course page link to all course materials • Program evaluation link, feedback welcome