Trigger strategies employee engagement - document 2014


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We have been doing a lot of work with our clients and companies on Employee Engagement. Here is an outline of our process.

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Trigger strategies employee engagement - document 2014

  1. 1. Employee Engagement Today’s new competitive advantage All ideas, concepts, systems and processes contained within this proposal are the property of Trigger Strategies and may not be used without the express written consent of Trigger Strategies. 1
  2. 2. Why is employee engagement so important today? 2 In a recent study by MSW Research where they interviewed 1,500 employees across the country they found some startling numbers. • 29% were fully engaged • 26% were disengaged • 45% were partially engaged In another study employers were asked what they believed was the main reason people leave their company: 89% of senior managers stated employees let for more money while the actual number is 12%. In the same study 90% of senior management felt that employee engagement has a big impact on the success of the business, but only 25% have actually implemented a strategy. And the biggest one of all is that companies with engaged people enjoy 2.5x more revenues vs. companies with low employee engagement.
  3. 3. Employee Engagement – A Four Step Process We believe that when you actively seek out input from your people on a regular and consistent basis and then act on that input, you will see great results. We have been working with hundreds of companies on employee engagement and have identified the four key areas needed to affect change. 1. Gather input to identify key areas of concern and success 2. Generate ideas and contribution from all paid staff 3. Develop a culture of non monetary recognition 4. Maintain momentum through an employee lead initiatives 3
  4. 4. Step 1 – Gather Input We conduct an online anonymous survey of all staff to identify how they feel towards the following key areas: • Internal communications • Engaging with senior management • Recognition • Personal and professional development opportunities • Dealing with change • Managing stress The goal is to get a sense of the current reality at your company and what the real issues are. 4
  5. 5. Step 2 – Generate ideas and contribution We hold a half day team building meeting designed to get input from all in attendance. First we have discussion with the entire team about what’s changing in the business and with our customers. Next we hold a Green Light Session where the team in divided into four equal groups. Each team is assigned one of the four questions below. They are given 20 minutes to provide 15 ideas. We then have all teams move to the next questions and repeat the process until each team has had an opportunity to work on each question. This is not a gripe session, it’s an opportunity to generate real ideas that can have an impact on the company and its people. • How can we improve Internal communications • How can we improve employee recognition • How can we improve our customer service 5
  6. 6. Step 3 – Develop a culture of non monetary recognition The key here is to help all staff understand how important recognition is and how each one of them can play a role in delivering it. Monetary recognition is not a lasting method to increase employee engagement. The reward is quickly spent and the feeling is hollow. It can also lead to a culture of “dependence” on these types of rewards which can lead to disengaged employees if they feel they are not receiving enough. Non monetary recognition creates a culture built on trust, team work and pride. The challenge is most individuals are not properly trained in how to deliver this type of recognition. We spend time with each department and help them understand how to give and receive non monetary recognition. 6
  7. 7. Step 4 – Maintaining Momentum A this stage the key is to keep everyone interested but more importantly, to show them that their input and ideas are valuable. We put together a focus group consisting of employees from all departments. This group is typically 8-12 people. They make a commitment to work together for once a month for 3-6 months. This team is charged with developing and implementing the key ideas generated at the green light session. Their goal is to have the employees drive some of the change within the company and to feel a sense of accomplishment and that their input is valued. 7
  8. 8. Timing This is not a band aid. Employee engagement needs to become part of the culture of your organization. This project is a commitment of 5 months, but it needs to be maintained by you and your team afterwards to see its full effect. Employee Survey Month 1 Green Light Session Month 2 Non Monetary Recognition Meetings Month 2 Employee Focus Groups Months 3-5 8
  9. 9. What you can expect We typically see three key outputs from this work. 1. The majority of your people feel more empowered and involved and their productivity increases 2. New leaders emerge taking on new responsibilities and providing new energy and enthusiasm to the whole team 3. A small minority of your staff will either leave on their own or realize their behavior can no longer be tolerated and learn how to change their ways and become part of the team 9
  10. 10. A few of the companies we work with 10
  11. 11. About the authors We get approached by business owners because they are not happy with sales, development, team performance and growth. After our first conversation we usually find out they have trouble getting things done because of one or two things. They simply do not have the right people in the right places or the systems and processes that used to work no longer do. Because of this, they are unsure about what to do next. So we are known throughout Ontario for helping companies do four things: 1. We work with your team, to make sure you have the right people in the right roles 2. We work with your company to ensure you have a clear and committed corporate vision and strategy 3. We work with you and your team to better communicate with and service your market and customers 4. And lastly we put everything into action with dates, commitments, resources and accountability. We measure results and help you drive change These owners tell us they do not want theories, they want us to get results. If that sounds like something you need, call us. Larry Anderson Trigger Strategies Direct: (905) 321-2663 Neil Thornton Trigger Strategies Direct: (905) 401-1434 11