Employee engagement and opex

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Steps companies need to take to make a Opex culture.

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Employee engagement and opex

  1. 1. Employee Engagement & Operational Excellence: Two Sides of the Same Coin SHRM Annual Conference & Exposition June 26, 2012 Karen Martin
  2. 2. 2 “I’ve become a better person, a better husband,  a better friend, from working at Gore.” — Terry, a W.L. Gore Associate 
  3. 3. 3 Energy Crisis: Widespread Disengagement
  4. 4. • World-class organizations – ratio of engaged to actively disengaged employees is 9.57:1. • Average organizations – ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 4
  5. 5. We Know It’s Important... 5
  6. 6. What is Engagement? 6
  7. 7. 7 “To be fully engaged, we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement
  8. 8. How do we “get” our employees to engage? 8
  9. 9. 9 How do we engage our employees?
  10. 10. Enabling Engagement: The Three C’s 10 Connection ControlCreativity
  11. 11. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 11
  12. 12. 12 You had them at “You’re hired.”
  13. 13. Enabling Engagement: The Three C’s 13 Connection ControlCreativity
  14. 14. To what degree do new hires receive all of the  tools and information they need to function  effectively on day one?  0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%   Always, Sometimes   Rarely, Never Before initial round of improvement After initial round of improvement 14% 44% 63% 23% © 2012 Karen Martin & Associates, LLC
  15. 15. Onboarding – Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., customers, values, business goals, etc.) – Org charts – Phone directories • Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” 15
  16. 16. 16 Metrics-Based Process Mapping
  17. 17. Problem: A gap between where you are and where you need to be. Opportunity: A gap between where you are and where you’d like to be. 17
  18. 18. Kaizen 18 Kai = Change Zen = Good Continuous Improvement
  19. 19. 19 Develop hypothesis Conduct  experiment Measure  results Refine Standardize  Stabilize © 2012 Karen Martin & Associates, LLC
  20. 20. Enabling Engagement: A3 Management 20 A3  Report The vital role of  the coach/mentor
  21. 21. 21 Kaizen Event – Definition A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner
  22. 22. Kaizen Events Offer Myriad Benefits
  23. 23. Enabling Engagement: The Three C’s 23 Connection ControlCreativity © 2012 Karen Martin & Associates, LLC
  24. 24. 24 “I went home yesterday and told my family that it was one of the best working days I’ve ever had. I was able to fully use my capabilities for three days.” — Fred Valenzano, Professional Engineer
  25. 25. 25 Problem solving is a high.
  26. 26. The Next Frontier… 26The Middle Manager
  27. 27. Progressive Learning 27 © 2012 Karen Martin & Associates, LLC
  28. 28. Enabling Engagement: The Three C’s 28 Connection ControlCreativity © 2012 Karen Martin & Associates, LLC
  29. 29. Where to Start? • Improve your onboarding process. • Train a core group of middle managers and/or above in problem solving and improvement coaching. • Transition your dedicated improvement professionals from “do-ers” to “teachers.” • Hold a few kaizen events each year to instill new behaviors & shift culture. • Make improvement part of everyone’s job. • Never, ever make process improvement without deep involvement of the people who actually do the work. • Advocate the truth that people aren’t the problem – systems are. 29
  30. 30. 30 Additional Resources Signing in the  SHRMStore immediately after  today’s session! Also available in the  SHRMStore
  31. 31. 31 Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex For Further Questions Monthly newsletter: www.ksmartin.com/subscribe

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