7 Secrets to Securing Increased Employee Engagement

7 Secrets to Securing
Increased Employee Engagement

22
Today’s Presenter:
Ken Gibson
SeniorVice President
(949) 265-5703
kgibson@vladvisors.com
23201 Lake Center Drive, Suite 207 ⬧ Lake Forest, CA 92630 ⬧ 949-852-2288
www.VLadvisors.com ⬧ www.PhantomStockOnline.com

33
We’re happy to provide a copy of today’s slides.
To open or close
the control panel:
Click the red arrow
For questions during
today’s presentation:
Use the question area
on your control panel
Webinar
Q: Are the slides available?
A: Yes, more info will be provided at the end

44
Take advantage of a one-half hour
consulting call with a VisionLink
principal at no charge.
Indicate interest on final survey.
Consultation Offer & Survey
Request a copy of our slides
and complimentary
consultation.
We value your input.

55
Post Webinar Intro
5 Minutes:
 Who We Are
 What We Do
 How We Do It

66
23201 Lake Center Drive, Suite 207
Lake Forest, CA 92630
(888) 703 0080
www.vladvisors.com
www.phantomstockonline.com
www.bonusright.com
 Headquartered in Lake Forest, CA
 Founded in 1996
 Over 500 clients throughout North America

77
Key Question
What Does Employee Engagement Look Like?

88
Employee Engagement
 Passion
 Commitment
 Stewardship
 Owner Mindset
 Purpose
 Value

99
Key Question
How Does Engagement Happen?

1010
Typical Approach
Create a Strategy:
 Surveys
 Team Building Exercises
 Retreats
 Perks
 Online Tools
 Outside Consultants

1111
Results
 No ROI
 No Evidence of
Improvement
 Frustration
 Disillusionment

1212
Why?
Engagement is Organic. You Can’t
Manufacture It. You Can’t Actually
Improve Employee Engagement by
Focusing on Employee
Engagement.

1313
Dating
Imagine if You Approached Dating This
Way:
 Build a dating strategy
 Read articles about how to impress the
person you like and get them to like you.
 Ask the object of your affection lots of
questions.
 Start doing things that relate to the
answers to those questions.
 Check back and measure if what you did
had the desired affect.
 Ask more questions to see if you’re
making progress; see if the other person
is as committed as you are.

1414
Culture, Engagement & Line of
Sight
Culture
The self-sustaining
patterns of behaving,
thinking, feeling and
believing that determine
how things are done
within a company.
Engagement
A measure of how
committed employees
are to their roles and how
satisfied they are with
their experience within
the company.
Line of Sight
Level of alignment there
is between ownership
and employees regarding
purpose, strategy, roles
and expectations.

1515
Align Company Culture to
Business Priorities
We’ve learned through our work at Katzenbach
that the key to unlocking performance via
organizational culture is to align company culture
to business priorities. This requires the selection of
a “critical few” behaviors that enable the desired
business outcomes. When these behaviors are
coupled with structural and process changes that
support them, the entirety of these changes have
an impact on the employee
experience…Employee engagement should be
regarded as a byproduct of culture evolution
efforts rather than a tangible goal of them.
“Improving Company Culture Is Not About Providing Free Snacks,”
Strategy+Business, July 31, 2017, Alice Zhou
(Ms. Zhou is with Strategy+Business and part of the Katzenbach Center)

1616
Culture, Engagement & Line of
Sight
Culture
The self-sustaining
patterns of behaving,
thinking, feeling and
believing that determine
how things are done
within a company.
Engagement
A measure of how
committed employees
are to their roles and how
satisfied they are with
their experience within
the company.
Byproduct
Line of Sight
Level of alignment there
is between ownership
and employees regarding
purpose, strategy, roles
and expectations.

1717
Enabling the Byproduct
How Does a Company Create the
Environment in Which Engagement Can
Take Root?

1818
The 7 Secrets to Increasing Engagement
1. Offer a Compelling Purpose and Vision
2. Define Clear Roles
3. Characterize Success
4. Magnify Unique Abilities
5. Nurture a Stewardship Mindset
6. Adopt a Value-Sharing Philosophy
7. Establish a Partnership Relationship

1919
1. Offer a Compelling Purpose & Vision
 Deeply held beliefs about:
▪ The importance of the
company’s work
▪ The importance of the
company’s purpose—it’s
“why”
 Ability to paint a compelling
picture
▪ Here’s where we’re headed
▪ Here’s why it’s important
▪ Here’s why you are needed
▪ Here’s how others will benefit
▪ Here’s how you will benefit

2020
The Importance of Purpose
Sara Roberts: Ways to Cultivate Purpose in the
Workplace, Workspan Magazine, January 2017
“Organizations are waking up to an important
reality of human nature. We are hardwired for
connection. We have a fundamental need to
feel connected to the people we work with and
work for, to the work we are doing and to the
organization as a whole.

2121
The Importance of Purpose
“..The linchpin for connection is a sense of
purpose. Most leaders and managers I talk with
get this but don’t really know what to do about
it. A 2015 study by the Harvard Business Review
and EY Beacon Institute found that more than
80% of the 474 surveyed executives believe that
purpose is important to many key measures of a
business and 70% believe it is important to
integrate purpose into core business functions.
Less than half, however, believe that their
organization has a shared sense of purpose or
aligns its strategy to a purpose.”

2222
Case Study--Unilever
 A large, European company
that makes a variety of
consumer products (soap,
antiperspirant, mayonnaise)
 First half of 2017
▪ Revenue up 5.5%
▪ Earnings per share up 24% from
previous year
 CEO more impressed by
another number

2323
The Power of Purpose
 1.8 million
▪ The number of people who
apply for a job at the company
each year.
“According to the data, 60% more or less—I’m
rounding it—say it’s the Unilever Sustainable
Living Plan, and the bigger purpose that we
have as a business…Be it in employee
attraction, corporate image, education,
engagement, I think it pays back. It’s still
difficult to explain it to your shareholders,
obviously, but ultimately the people that you
employ—or the people you are able to
attract—is actually the backbone of your
success.”

2525
Start with Why
“When most organizations or people
think, act or communicate they do so
from the outside in, from WHAT to
WHY. And for good reason—they go
from clearest thing to the fuzziest
thing. We say WHAT we do, we
sometimes say HOW we do it, but we
rarely say WHY we do WHAT we do.
“When communicating from the inside
out, however, the WHY is offered as the
reason to buy and the WHATs serve as
the tangible proof of that belief.”
Simon Sinek

2626
 Positions are Filled
 Roles are Fulfilled

2727
Talent Assessment
 Define skill “categories” needed to
drive business model
 Identify gaps
 Form recruiting strategy

2828
Key Questions
 What outcomes need to be
achieved if the company’s growth
goals are going to be fulfilled?
 What specific skill sets are needed
to produce those outcomes?
 What value proposition will attract
and retain that kind of talent?

2929
The Role Principle
Three Components
 Establish Strategic
Purpose
 Define Outcomes
 Identify Resources

3030
What the People You’re Trying to
Recruit Want to Know
“If I’m meeting with you a year from now,
and your expectations of me have been
exceeded, what would I have achieved?
What outcomes would have been fulfilled
and results attained?”

3131
The Power of Clarity
When good employees are given a clear
vision of their role, have an unambiguous
understanding of how you define success,
and have access to the tools and resources
necessary to produce what you’ve asked
them to produce, they will break down
barriers to perform. However, without a
clear picture of your expectations, they will
play games and be self-serving in their
approach to the work.
And without clear performance standards,
how will you know if you are getting what
you want?

3232
What Needs to Be Clear
 Strategic Purpose
 Outcomes
 Impact
 Resources
 Measurement

3333
 People want to work within the realm of
their genius.
 People want to apply their unique abilities
to full effect.
 People want access to resources and
opportunities that will help them improve.
 People want to work on unique teams.

3434
Know What Talent You Need
Talent & Business Model
Alignment
 Have top performers
working in roles that
maximize their unique
abilities
 Avoid placement in roles
that don’t have a
strategic impact
 Make sure unique
abilities are aligned with
business model

3535
Top Producers Want to be
Mentored and Coached, not
Monitored and Managed

3737
What’s the Result?
Old Systems
▪ Accountability for past behavior at the
expense of improving current
performance.
▪ Excessive time devoted to holding
meetings, completing forms, creating
ratings.
▪ Managers influenced by personal biases.
▪ Impact of appraisal on compensation
influences feedback.

3838
What’s Driving the Revolution?
New Systems
▪ Emphasis on speed, agility and constant
(ongoing learning).
▪ Focus on continuous building of the
workforce.
▪ Emphasize mentoring and coaching
instead of assessing and correcting.
▪ Transition from measuring performance
to improving performance.

3939
Signs of Stewardship
Employees:
 Assume an ownership mindset in
decision making
 Take a strategic approach to their roles
 Focus on outcomes and results
 Protect shareholder interests
 Expect to create additional value
before receiving additional
compensation
 Make sacrifices to help the company
succeed

4040
Opposite of Stewardship is Entitlement
Employee lacks understanding of
value creation.
Employer lacks a coherent pay
philosophy and strategy.

4141
Value Sharing Concept
 “We are part of a team. If we all work
together we will generate greater
success. That success will be shared with
everyone if the company succeeds.”
 When structured appropriately, value
sharing programs are perceived as a
partnership.

4242
Results, not Methods
"You cannot hold people
responsible for results if you
supervise their methods.“
(Stephen R. Covey)
"You cannot hold people
responsible for results if you pay
them for their methods.“
42

4343
The Right Premise
Reward employees for
achieving the shareholders’
most important financial results
and treat them
as growth partners.

4444
Shareholder’s Most Important Result
Sustainable and growing
profitability
44

4545
Central Metric (for value sharing)
Focus on One of These:
 Profit
 Increase in Profits (% or $)
(Sometimes: Revenue Growth)
45

4646
Compensation Philosophy Statement
 How value creation is defined.
 How value is shared—and with
whom.
 Market pay standards.
 How guaranteed pay and value-
sharing will be balanced.
 How short and long-term value-
sharing will be balanced.
 When or if equity will be shared.
 How merit pay is defined.
What do you want pay to
communicate about what’s
important?

4747
Wealth Multiplier Philosophy
People Should
Participate in the
Wealth MultipleThey
Help Create

4848
The Value of Profit
Wealth Multiplier
Profits
Future
Business
Employees Shareholders

4949
A Sense of Partnership
Translates to a Growth
Multiple
The Value of Profit
Wealth Multiplier
Profits
ShareholdersFuture
Business
Employees

5050

5151
Reinforce Line of Sight
Vision
Where?
Model &
Strategy
How ?
Roles and
Expectations
My Contribution?
Rewards
What’s in it for
me?

5252
Market a Future that’s Relevant
 Here’s our future
 Here’s how we’re going to
get there
 Here’s the role we picture
for you
 Here’s how we encourage
our people to grow and
contribute
 Here’s our
philosophy about
pay and rewards
 Here are our specific
pay programs
 Here’s how our pay
programs could
work for you if we
achieve our plan

5353
Employee Value Statement
Year 1 2 3 4 5
Targeted
Results
100% 100% 100% 100% 100%
Salary $160,000 $166,400 $173,056 $179,878 $187,177
STVS $64,000 $66,560 $69,222 $71,991 74,871
LTVS
(EOY)
-- $74,000 $186,000 $311,000 $448,000
401(k)
@7%
$17,120 $36,123 $57,169 $80,428 $106,086
Total
Cash
$224,000 $232,960 $242,278 $251,970 $262,048
Wealth
Accrual
$17,120 $110,123 $243,169 $391,428 $554,086
Total
Value
$241,120 $567,083 $942,407 $1,342,636 $1,767,343

5454
The 7 Secrets to Increasing Engagement
1. Offer a Compelling Purpose and Vision

5555
Post Webinar Intro
5 Minutes:
 Who We Are
 What We Do
 How We Do It

5656
Take advantage of a one-half hour
consulting call with a VisionLink
principal at no charge.
Indicate interest on final survey.
Request Consultation & Take Survey
Request a copy of our
slides, report,
complimentary consultation
and BonusRight demo.
We value your input.

5757
www.BonusRight.com
www.bonusright.com

5858
 New SaaS tool
 Build and manage
your bonus plan
online.
 Indicate on survey
if you would like
to schedule a
demo.

5959
www.phantomstockonline.com
www.vladvisors.com
Subscribe to our blog!

6060
Free Report:
The Impact of Pay on Employee Motivation
Request your copy on the final survey.

6262
Ken Gibson
(949) 265-5703
ThankYou!

6363
Post Webinar Intro
5 Minutes:
 Who We Are
 What We Do
 How We Do It

VisionLink’s Focus: Help Business Leaders Build and
Sustain a High Performance Culture
Accelerate performance through pay strategies that
transform employees into growth partners.

If you do that…
• Quality of talent will improve.
• Employee engagement will expand.
• Performance will be magnified.
• Business growth will be accelerated.
• Shareholder value will increase.

6868
Ken Gibson
(949) 265-5703
ThankYou!

7 Secrets to Securing Increased Employee Engagement

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to 7 Secrets to Securing Increased Employee Engagement

Similar to 7 Secrets to Securing Increased Employee Engagement (20)

More from The VisionLink Advisory Group

More from The VisionLink Advisory Group (20)

Recently uploaded

Recently uploaded (20)

7 Secrets to Securing Increased Employee Engagement