Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
Staffing Trends You Need to Know When Planning for 2016CareerBuilder
Ever wonder what key opportunities your firm may be missing out on? Check out the slides from our recent webinar on "Staffing Trends You Need to Know When Planning for 2016". Learn more about the findings of our 10th annual Opportunities in Staffing study conducted by CareerBuilder and Inavero by visiting: www.opportunitiesinstaffing.com.
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansCareerBuilder
Looking to take your 2016 recruitment strategy to the next level? Check out slides from CareerBuilder’s latest webinar: Health Care Workforce Trends to Fuel Your 2016 Strategic Plan.
Learn more about:
- How the satisfaction of your workforce directly impacts patient referrals
- What employees are looking for when it comes to recognition, feedback and training
- How candidates feel about the overall application and interview process, and how that perception impacts their feelings toward your organization
Looking for more resources to have a successful 2016? Check out our Fall Health Care Resources landing page, where you can also find the full recordings for all of our latest webinars: http://bit.ly/1MTpUKO
How do employees reach their maximum potential? What is the one thing that is proven to transform "good enough" into "great? The simple answer: an accelerator. O.C. Tanner offers insights based on a 10-year, 200,000 person study of managers and employees, that unveils new tips, including groundbreaking statistics, strategies, and benchmarks for increasing employee engagement, retention, and results.
CareerBuilder For Staffing 2015 Q4 Pulse Survey CareerBuilder
Survey Findings to Give You The Edge You Need For 2016 Planning. For more staffing resources please visit: http://corporate.careerbuilder.com/staffingresources
In its “Employee Engagement Survey,” the International Association of Business Communicators (IABC) Research Foundation teamed with Buck Consultants, an ACS company, to determine how organizations are communicating with employees to keep them engaged and productive. The survey includes responses from nearly 1,500 participants representing a broad industry and geographic base.
Top 10 Findings From the 2015 Health Care Workforce StudyCareerBuilder
This guide highlights 10 key findings from CareerBuilder’s 2015 Health Care Work Force Study related to the areas of satisfaction, training, the job search, mobile optimization, referrals and retirement. It also reveals the implications for your organization and opportunities to readjust your recruitment and retention strategies to better meet the needs of today’s health care employees — while staying ahead of the competition.
Staffing Trends You Need to Know When Planning for 2016CareerBuilder
Ever wonder what key opportunities your firm may be missing out on? Check out the slides from our recent webinar on "Staffing Trends You Need to Know When Planning for 2016". Learn more about the findings of our 10th annual Opportunities in Staffing study conducted by CareerBuilder and Inavero by visiting: www.opportunitiesinstaffing.com.
Health Care Workforce Trends to Fuel Your 2016 Strategic PlansCareerBuilder
Looking to take your 2016 recruitment strategy to the next level? Check out slides from CareerBuilder’s latest webinar: Health Care Workforce Trends to Fuel Your 2016 Strategic Plan.
Learn more about:
- How the satisfaction of your workforce directly impacts patient referrals
- What employees are looking for when it comes to recognition, feedback and training
- How candidates feel about the overall application and interview process, and how that perception impacts their feelings toward your organization
Looking for more resources to have a successful 2016? Check out our Fall Health Care Resources landing page, where you can also find the full recordings for all of our latest webinars: http://bit.ly/1MTpUKO
How do employees reach their maximum potential? What is the one thing that is proven to transform "good enough" into "great? The simple answer: an accelerator. O.C. Tanner offers insights based on a 10-year, 200,000 person study of managers and employees, that unveils new tips, including groundbreaking statistics, strategies, and benchmarks for increasing employee engagement, retention, and results.
CareerBuilder For Staffing 2015 Q4 Pulse Survey CareerBuilder
Survey Findings to Give You The Edge You Need For 2016 Planning. For more staffing resources please visit: http://corporate.careerbuilder.com/staffingresources
In its “Employee Engagement Survey,” the International Association of Business Communicators (IABC) Research Foundation teamed with Buck Consultants, an ACS company, to determine how organizations are communicating with employees to keep them engaged and productive. The survey includes responses from nearly 1,500 participants representing a broad industry and geographic base.
Top 10 Findings From the 2015 Health Care Workforce StudyCareerBuilder
This guide highlights 10 key findings from CareerBuilder’s 2015 Health Care Work Force Study related to the areas of satisfaction, training, the job search, mobile optimization, referrals and retirement. It also reveals the implications for your organization and opportunities to readjust your recruitment and retention strategies to better meet the needs of today’s health care employees — while staying ahead of the competition.
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
KEY TAKEAWAYS
Engaged Employees Sustain Customer Experience Efforts
Customer experience professionals are typically part of very small teams. To succeed,
they need help from a broad base of engaged employees who are motivated to exceed
customer expectations.
Strong Employee Engagement Correlates With Higher Productivity And
Profits
Companies with higher employee engagement ratings have higher pro!t margins.
More engaged employees deliver better customer outcomes as measured by customer
satisfaction, loyalty, and likelihood-to-recommend scores.
Companies Can Create Highly Engaged Customer-Centric Employees
Customer experience teams must ensure that employees have the training, tools, and
autonomy they need to take control of the customer experience.
Recruitment Success in the Healthcare Industry | Talent Connect San Francisco...LinkedIn Talent Solutions
Hear how Memorial Sloan Kettering Cancer Center and Visiting Nurse Service of New York drive recruitment success.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Why Candidate Experience Will Make or Break More Than Just HiringMonster
Monster Vice President Eric Winegardner and Chris Hoyt delivered this presentation on the candidate experience during the 2015 Monster Recruitment Summit, held in Boston on Oct. 7-10.
The State of Employee Recognition in the UK: A 2015 Research StudyAchievers
According to a 2014 Harvard Business Review study, the most impactful driver of
employee engagement is recognition.We surveyed HR professionals in the UK to find out the state of employee recognition in their organisations.
MOVING BEYOND EMPLOYEE ENGAGEMENT: THE EMPLOYEE EXPERIENCE INDEXHuman Capital Media
Employee engagement is often viewed as the proxy for employee well-being. The line of thinking is that if engagement is good, that means employees are good, resulting in better business outcomes for employers. But is employee engagement the best construct that employers should use to positively impact productivity and performance?
New research suggests while engagement is important, it’s only one piece of the broader picture — the entire employee experience. In reality, people want to work for a company that allows them to bring their full selves to grow and thrive. Creating this kind of workplace goes beyond just ensuring that employees are engaged — discovering the ingredients that create the most positive employee experience, then creating the conditions to cultivate them. When companies enhance the employee experience, business benefits directly.
Join Chief Learning Officer magazine and BetterUp for a lively discussion where we’ll discuss:
Key findings from our research of more than 17,000 workers.
What the Employee Experience Index is, and why you’ll want to use it.
Why the EX Index will change how you think about traditional learning & development.
Strategies for optimizing six key experience areas for better business outcomes.
Employees and managers have spoken. It’s time to reinvent the “annual” performance review.
The conversation around the dysfunction of the performance appraisal has reached the tipping point. The truth is that the traditional process could actually be affecting employee engagement and productivity.
As an HR professional, you know the importance of eliminating unpopular and unproductive activities. But the performance review is still intended to serve a valuable purpose in the organization, which is why simply “making it go away” isn’t a real option. So what can take its place?
We’ll review alternatives to the concept of the “annual performance appraisal process” that still allow it to maintain its purpose as a feedback channel.
In this webinar, you’ll learn:
A deeper understanding of the current problems with a traditional performance appraisal process.
Five alternatives and different ways to think about performance management as an ongoing — not annual — activity.
Ideas on how to implement these alternatives in your organization using talent management technology and best practices.
In the fast-changing world of corporate recruiting, it’s important to be aware of and prepared for the problems and opportunities that you will soon face. In short, because it’s “better to be prepared than surprised”, both recruiting and hiring managers must find a way to be “proactive” in planning for these upcoming events, rather than being “reactive”. The most effective way to identify trends and to predict upcoming recruiting issues is through the use of analytics and predictive metrics This advanced webinar will be led by long time ERE.net author and global metrics expert Dr. John Sullivan. He will guide you through the goals, the action steps and the best emerging corporate practices in predictive recruiting metrics.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
To truly influence business decisions, you
need to understand where the industry is
going. This 5th annual report uncovers
worldwide recruiting trends that will move
your organization forward, and help position
you as a strategic business partner.
Get ahead in 2015 with LinkedIn's latest insights on sourcing, talent brand, and future recruiting trends. Download the full report: http://lnkd.in/2015recruitingtrends
KEY TAKEAWAYS
Engaged Employees Sustain Customer Experience Efforts
Customer experience professionals are typically part of very small teams. To succeed,
they need help from a broad base of engaged employees who are motivated to exceed
customer expectations.
Strong Employee Engagement Correlates With Higher Productivity And
Profits
Companies with higher employee engagement ratings have higher pro!t margins.
More engaged employees deliver better customer outcomes as measured by customer
satisfaction, loyalty, and likelihood-to-recommend scores.
Companies Can Create Highly Engaged Customer-Centric Employees
Customer experience teams must ensure that employees have the training, tools, and
autonomy they need to take control of the customer experience.
Recruitment Success in the Healthcare Industry | Talent Connect San Francisco...LinkedIn Talent Solutions
Hear how Memorial Sloan Kettering Cancer Center and Visiting Nurse Service of New York drive recruitment success.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Why Candidate Experience Will Make or Break More Than Just HiringMonster
Monster Vice President Eric Winegardner and Chris Hoyt delivered this presentation on the candidate experience during the 2015 Monster Recruitment Summit, held in Boston on Oct. 7-10.
The State of Employee Recognition in the UK: A 2015 Research StudyAchievers
According to a 2014 Harvard Business Review study, the most impactful driver of
employee engagement is recognition.We surveyed HR professionals in the UK to find out the state of employee recognition in their organisations.
MOVING BEYOND EMPLOYEE ENGAGEMENT: THE EMPLOYEE EXPERIENCE INDEXHuman Capital Media
Employee engagement is often viewed as the proxy for employee well-being. The line of thinking is that if engagement is good, that means employees are good, resulting in better business outcomes for employers. But is employee engagement the best construct that employers should use to positively impact productivity and performance?
New research suggests while engagement is important, it’s only one piece of the broader picture — the entire employee experience. In reality, people want to work for a company that allows them to bring their full selves to grow and thrive. Creating this kind of workplace goes beyond just ensuring that employees are engaged — discovering the ingredients that create the most positive employee experience, then creating the conditions to cultivate them. When companies enhance the employee experience, business benefits directly.
Join Chief Learning Officer magazine and BetterUp for a lively discussion where we’ll discuss:
Key findings from our research of more than 17,000 workers.
What the Employee Experience Index is, and why you’ll want to use it.
Why the EX Index will change how you think about traditional learning & development.
Strategies for optimizing six key experience areas for better business outcomes.
Employees and managers have spoken. It’s time to reinvent the “annual” performance review.
The conversation around the dysfunction of the performance appraisal has reached the tipping point. The truth is that the traditional process could actually be affecting employee engagement and productivity.
As an HR professional, you know the importance of eliminating unpopular and unproductive activities. But the performance review is still intended to serve a valuable purpose in the organization, which is why simply “making it go away” isn’t a real option. So what can take its place?
We’ll review alternatives to the concept of the “annual performance appraisal process” that still allow it to maintain its purpose as a feedback channel.
In this webinar, you’ll learn:
A deeper understanding of the current problems with a traditional performance appraisal process.
Five alternatives and different ways to think about performance management as an ongoing — not annual — activity.
Ideas on how to implement these alternatives in your organization using talent management technology and best practices.
In the fast-changing world of corporate recruiting, it’s important to be aware of and prepared for the problems and opportunities that you will soon face. In short, because it’s “better to be prepared than surprised”, both recruiting and hiring managers must find a way to be “proactive” in planning for these upcoming events, rather than being “reactive”. The most effective way to identify trends and to predict upcoming recruiting issues is through the use of analytics and predictive metrics This advanced webinar will be led by long time ERE.net author and global metrics expert Dr. John Sullivan. He will guide you through the goals, the action steps and the best emerging corporate practices in predictive recruiting metrics.
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Truly influence business decisions with emerging recruiting trends worldwide.
Learn top recruiting priorities, upcoming challenges and opportunities ahead in LinkedIn’s annual report.
To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
Global recruiting trends 2016 by LinkedIn Pierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
Top HR Processes Ripe for a Social EnterpriseKangoGift
Todd Horton from KangoGift shares a few HR best practices for organizations thinking about embracing social HR tools. Presentation given as part of Monster's thought leadership webinar series.
What drives effective customer and employee engagement? Why is getting this right supremely important to growth and profitability? Find the right questions and answers here.
Similar to American Society for Quality - Employee Engagement Presentation (20)
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
Turning Performance Feedback Into Positive Employee EngagementTalentMap
Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
How to Improve Engagement Through Better Teamwork (and It's Not Through "Team...TalentMap
A sense of team and camaraderie is one of the most important determinants of employee engagement. For the employee, good team spirit work creates that crucial sense of belonging which provides the emotional bond to the organization, which is a precursor to engagement. In turn, good team spirit creates an environment of cooperation and collaboration which improves productivity and output.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
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More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
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In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
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The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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19. Driver #1 – Innovation/Quality Improvement
18
15
7
23
16
29
24
29
11
23
22
33
59
56
83
54
62
38
0% 20% 40% 60% 80% 100%
Overall Innovation
Failure is viewed as an opportunity for
learning and improvement.
We are committed to doing high quality
work.
We systematically adopt new and
improved ways to work.
Learning is an important objective in our
day-to-day work.
There is a culture of innovation at this
organization.
% Frequency
Unfavourable Neutral Favourable
19
(67)
-5
-2
-6
-11
-20
Data is rounded to the nearest whole number
+/- TM Benchmark
20. 20Driver #1 - Innovation: Comments
191 respondents selected a theme for this comment
How could your organization improve innovation?
41% 40% 39%
32%
28%
19%
6%
0%
20%
40%
60%
80%
100%
Better
communication
Clearer
direction
More training
and
development
More freedom More
commitment
Satisfied with
innovation
Other
%Frequency
XYX Inc. Benchmark
27. A multi-year intervention in an American
chemical manufacturing plant
• 91% improvement in employee engagement
• 167% increase in production quality and an
• 83% decrease in reportable safety
incidents.
“Leaders Don’t Motivate – They Create the
Conditions for Self-Motivation.”
Show What Competitors Do
30. What are Stay Interviews
•Definition:
• A “stay interview” is a periodic one-
on-one structured discussion
between a manager and an
employee that identifies and then
reinforces the factors that drives an
employees retention and
engagement.
www.talentmap.com
30
31. Structure of Stay Interviews
A) Introductory questions
• Starting the conversation
B) Identify the factors that make the employee
want to stay and engage
• Positive stay factors
• Reasons you give to others
• “Best work of your life” factors
• “Job impact” factors
• Fully used factors
• Are you listened to and valued
www.talentmap.com
31
32. Structure of Stay Interviews (cont.)
C) Identify the positive actions related to retention that
might further increase engagement.
• Better managed/manage differently?
• More positive elements and fewer less desirable ones
• Dream job?
• Where would you like to be X years?
• Challenge factors
• How do you like to be Recognition?
• Exposure to executive?
• Learning, growth, and leadership
www.talentmap.com
32
33. Structure of Stay Interviews (cont.)
D) Identify the possible “triggers” that may cause the
employee to consider leaving
• Identify possible retention triggers
• Recent frustrations
• Others made you think
• Past triggers
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34. Many Benefits of Why-do-You-Stay? Interviews
• They stimulate the employee
• Personalized
• They typically limited to key employees
• They include actions
• Lower employee emotions
• Low time pressure on the manager
• A focus on the positive
• They don‟t require a lot of training
• They are inexpensive
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Well, we as a civilization have had the Stone Age. The Bronze Age. The Iron Age. The Industrial Age.The Space Age. The Age of Aquarius. The Information Age.It’s taken us several centuries but the world is finally recognizing one simple fact: WE NEED HUMANS. That’s why we here at TalentMap believe that this is the HUMAN AGE.All over the world, access to talent is replacing access to capital as the absolute #1 key competitive differentiator. The bottom line: Companies that have talent will win. Those that don’t, won’t. It’s that simple.And the absolute #1 way to make sure that your organization is the one with the talent? ENGAGEMENT.
30 years ago we did not expect much out of a job, - other than payWe did not expect it to get much meeting out of workWe did not expect to have much control over how work gets doneWe did not expect to use our natural talents and skills
IN the past 30 year al lot has change with respect to meaning and work, incidentally around 1975 around the time this book first came out In 1970 only 23 % expected to get work that was meaning full, today that % has tripled in the 67% would state that the work I do is meaningfulThe same with how work gets does and the expectation around using our natural and talents have changesWe expect a lot more out of work that we did 30 years ago.
New Generation have different expectations
Other things are changing:Communication tools have/change we expect companies organizations and institution to be more transparent, to talk, to dialogue, not to be spoken to
ExampleFirefox CEO fired over employee uprisingAnalysis and are looking at Glassdoor to predict growthBrendan Eich, Mozilla CEO, resigns after protests over anti-gay marriage stance
Another example of Positive Employee Activism1 in 5 (draw visibility to their organizations or defend it against criticism)Recent research indicated it could go as high as 40% in Canada1 Globally, an estimated one in five employees (21 per cent) is an ‘employee activist,’ meaning they draw visibility to their organization and defend their employer from negative criticism. An additional 33 per cent of employees have high potential to become employee activists.In Canada, the number of employee activists is in line with the 21 per cent global figure — but 43 per cent of employees are considered high-potentials when it comes to employee activism.“Canadian employers should embrace the engagement opportunity employee activism presents,” said Greg Power, president of Weber Shandwick Canada.“Identifying and activating employees willing to rise to levels of extraordinary support for their organizations should be on the C-Suite agenda at every Canadian company.”Social media is critical to employee engagement and helps fuel employee activism, found the study.Employees in Canada reported that:• 40 per cent of them post messages, pictures or videos about their employer on social media• 27 per cent have shared praise or positive comments about their employer online• 26 per cent share messages, pictures or video about their employer online without any encouragement from the employer• eight per cent have shared criticism or negative comments• three per cent have posted something about their employer on social media that they regret
CEO have taken notice around the worldCorporate leaders are going back to basics in 2014, positioning themselves for growth after a long post-crisis period of restructuring, according to a survey from the US-based Conference Board.
Here at home Engagement is being regulated (ECFAC Bill 146) & there is more legislation on the horizon
We better define it: One thing I want to point out is the difference between job satisfaction and engagement. They are not the same. Let me repeat that “they are not the same” in fact they are not even close.Satisfied employee are content, gratified even satiated but engage employee are focused, have a sense of urgency and intensity, are measurably more enthusitic, persistent and adaptable, this is where we want our employee to beSatisfied employee focus on what they get while engaged employees focus what they can give.Furthermore how we measure engagement is different.For the next Portion of my presentation I going talk about how to measure engagement concisely and more important how to ensure action is taken from your engagement survey & and give you some tips tactics to take away.
Links - Chapter 4Cost of keeping us employed – every year at risk - 2011 study completed by team of social sciences completed at University of Canberra in Australia having a job that we hate is as bad for our health sometime worse than not having a job at all – depression of those at work same or greater than those who are unemployed. People at work that care for us then our stress levels decrease.http://www.dailymail.co.uk/health/article-2237371/Hating-job-bad-health-unemployed-researchers-warn.htmlAnother study at University College of London 2011 people who not recognized at work have more heart disease – lack of control. Darrel O’Connor –professor of health phycology at University of Leeds Employees who put in a lot of effort in and are not recognized. Increases stressSaved in marketing/collateral dev/articles/stressGallup Poll 2013 state of the American work place when boss ignored us we disengage 40% , if boss citizen us 22% disengage, recognize one of our strengths 1% disengage.http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspxWhitehall study – higher we climb ladder more stress we feel, executive stress syndrome , Place in corporate ladder and stress , degree of control employees have throughout the day. Less control more stress.http://www.ucl.ac.uk/whitehallII/history2012 study at Harvard and Stanford stress level at Harvard MBA program, hormone levels at different levels, leaders had lower levels, the more Sr. you might expect to live longer than lower level employees, not a small discrepancy. Sense of control of our work, those empowered have less stress.http://www.hbs.edu/faculty/Pages/item.aspx?num=42987Human Resources consultant Mercer LLC 4th quarter 2010 and first quarter 2011 1 in 3 employees considered leaving their job up 23% from 5 years prior. Less than 1.5 employees voluntarily left. People feel stuck. http://www.mercer.com/press-releases/1418665A study by 2 researchers at graduate school of social work Boston College child’s sense of well being effected by parents that enjoy their workhttp://www.bc.edu/content/dam/files/centers/cwf/research/publications/pdf/Culture_%26_WorkLife_Balance_Scan.pdfhttp://workplaceflexibility.bc.edu/need/need_employees
Engagement refers to one’s emotional commitment to their organization and the organization’s goals. It leads to discretionary effort. A sales person who feels engaged will work just as hard on Friday afternoon as she does on Monday morning. A customer service professional who feels engaged will go the extra mile to resolve problems and complaints. An assembly line worker who feels engaged will work a little faster and is less likely to have an accident.Engagement is a feeling. It’s a feeling that makes you:More likely to refer a friend for employment at your companyLess likely to think about looking for a job with another companyMore likely to work extra hours without being askedMore likely to feel pride in your companyMore likely to be satisfied with your jobSo while it’s true we cannot put a numerical value on the feeling of engagement, we can certainly create proxy questions—validated over time—around the behaviors associated with engagement.Imperfect? Yes. That’s why we call them proxy questions. But still an invaluable tool to understand trends and correlations.
The left are all important – salient etc. (spend more time)We can pull out your top three – key driversThis is the output of a typical Key Driver Analysis It’s all about how the survey questions relate to engagement score (it is not if they are high or low but in the strengths of their relationship to engagement that is important)A Key Driver Analysis is a Powerful tool becauseFirst it tells you what the drivers are (what is important to your employees in terms of engagement)Second, a Key driver analysis can answer "What If?“ (“what if we increase the teamwork score by 10%)Third, key drivers can be different for different groupsIt needs to be built into survey design in that you have to design
In addition to showing causation, this study looked at the size of the effect(i.e., the strength of engagement) on customer satisfaction. Using a binomial effect size display for the link between engagement and subsequent customer satisfaction the findings were r = .43.To put this effect size into perspective for everyday practitioners, it can be compared to the effect sizes of many drugs as reported in the journal, American Psychologist:Chemotherapy and breast cancer survival: r = .03Antibiotics and the cure for pediatric ear pain: r = .08Smoking and incidence of lung cancer within 25 years: r = .08Effect of ibuprofen on pain reduction: r = .14Alcohol and aggressive behavior: r = .23Sleeping pills and improvement in insomnia: r = .30Viagra and improved male sexual functioning: r = .38
A multi-year intervention in an American chemical manufacturing plant led to a 91% improvement in employee engagement which was correlated with a 167% increase in production quality and an 83% decrease in reportable safety incidents. The project focused moving away from a “safety program” and replacing that with a “culture of safety” based on a clear understanding of the organizational climate and new management practices focused on Relationship-Centered Leadership. The case is summarized in a key concept: Leaders Don’t Motivate – They Create the Conditions for Self-Motivation.
A) Introductory questionsApproaching the employee – approach the targeted employee during a lull period and use an introductory statement something along this line. “I want you to know that both I and the firm appreciate your commitment to the firm and the great work that you have been doing. If you have a few minutes, I would like to have an informal conversation with you to ensure that we fully understand the factors that make you loyal and that keep you here, and any possible actions that we can take to bolster your job experience and to keep you happy.”Starting the interview – start the interview with a simple introductory statement like the following. “Thanks for taking the time to have this discussion. As one of our key employees, I want to informally pose some simple questions that can help me to understand the factors that cause you to enjoy and stay in your current role. During the interview I will also use a series of questions in order to identify any factor that could possibly frustrate you to the point where you might even begin to consider other job opportunities.”B) Identify the factors that make the employee want to stayPositive stay factors – tell me specifically, what factors cause you to enjoy your current job and work situation (including people, job, rewards, job content, coworkers, management etc.), and as a result, they contribute to your staying at our firm as long as you have? Help us identify the factors that make you more passionate, committed, and loyal to your team and the firm.Reasons you give to others – if you have ever been asked by a close friend or have been contacted by an external recruiter, can you tell me what reasons you gave them for wanting to stay at our firm?“Best work of your life” factors – do you feel that you are currently doing “the best work of your life?” Can you list for me the factors that could contribute to you” doing the best for your life?” (Note: this is the No. 1 key retention factor for top performers)“Job impact” factors – do you feel that your work makes a difference in the company and that externally it has a noticeable impact on customers and the world? Do you also feel that your coworkers think that you make a difference? (Note: this is the No.2 key retention factor for top performers.)Fully used factors – do you feel “fully utilized” in your current role? If so, can you identify the factors that make you feel fully utilized? Are there additional things that we can do to more fully take advantage of your talents and interests?Are you listened to and valued – do your colleagues and teammates listen to you and do they value your ideas, inputs, and decisions? How can that area be improved?
C) Identify the positive actions related to retention that might further increase this employee’s loyalty and commitment to your firmBetter managed – if you “managed yourself,” what would you do differently (in relation to managing “you”), that I, as your current manager, don’t currently do?More positive elements and fewer less desirable ones – can you make a list of the elements or motivation factors in your current role that you like best and that you would like “more of? What factors would you miss most if you transferred you to a completely different job? What things do you really miss from your last job at the firm? Can you also make a list of the less-desirable elements or frustrators in your current role that you would like to do “less of?” Are there any frustration factors that keep you up at night, that enter your mind while driving to work, or that cause you to dread having to come to work at all?Dream job – if you were given the opportunity to redesign your current role, can you make a list of the key factors that you would include in your “dream job?”Where would you like to be – can you help us understand your career progression expectations and let us know where you would like to be in the organization two years from now?Challenge factors – can you list for us the most challenging but exciting aspects of your current job situation? Are there actions that we can take to further challenge you?Recognition – can you highlight any recent recognition and acknowledgment that you have received that increased your commitment and loyalty? Are there actions that we can take to further recognize you?Exposure – can you highlight the recent exposure to executives and decision makers that you have experienced? And are there ways that we could increase or improve that exposure? Learning, growth, and leadership – can you highlight for me your positive experiences in the area of learning, development, and growth? And are there ways where we could increase that growth? The employee should also be asked if they desire to move into a leadership role, and if so, what are their expectations, their timetable, and their concerns?D) Identify the possible “triggers” that may cause the employee to consider leavingTriggers are occurrences or events that driver loyal employees to at least begin considering looking for new job.Identify possible retention triggers – if you were to ever begin to consider leaving … help me understand what kind of “triggers” or negative factors that might cause you to consider leaving? Please include both job and company trigger factors.Recent frustrators – think back to a time in the last 12 months when you have been at least slightly frustrated or anxious about your current role. Can you list for me the frustration factor or factors that most contributed to that anxiety? Can you also help me understand what eventually happened to lower that frustration level?Others made you think – if you’ve had conversations with other employees who have considered leaving or who have actually left our firm, did any of the reasons that they provided for leaving cause you to at least partially nod in agreement? If so, can you list those factors and tell me why they seemed to be at least partially justifiable as a reason for leaving to you?Past triggers – what are the prime factors that caused you to leave your last two jobs? Are there factors from your previous jobs that you hope you will never have to experience again at our firm?
D) Identify the possible “triggers” that may cause the employee to consider leavingTriggers are occurrences or events that driver loyal employees to at least begin considering looking for new job.Identify possible retention triggers – if you were to ever begin to consider leaving … help me understand what kind of “triggers” or negative factors that might cause you to consider leaving? Please include both job and company trigger factors.Recent frustrators – think back to a time in the last 12 months when you have been at least slightly frustrated or anxious about your current role. Can you list for me the frustration factor or factors that most contributed to that anxiety? Can you also help me understand what eventually happened to lower that frustration level?Others made you think – if you’ve had conversations with other employees who have considered leaving or who have actually left our firm, did any of the reasons that they provided for leaving cause you to at least partially nod in agreement? If so, can you list those factors and tell me why they seemed to be at least partially justifiable as a reason for leaving to you?Past triggers – what are the prime factors that caused you to leave your last two jobs? Are there factors from your previous jobs that you hope you will never have to experience again at our firm?
They stimulate the employee – most employees are excited simply by the fact that the organization is concerned about their future and that their manager took the time to consult with them.Personalized – unlike engagement surveys and many other retention tools that are focused on what excites a large number of employees, this approach is customized to a single identifiable individual and their wants.They are limited to key employees – by having a “stay” discussion exclusively with your key employees who are at risk of leaving, you focus the manager’s effort and you minimize the overall time that the manager must devote to retention.They include actions – unlike exit interviews, which only identify problems, stay interviews also encourage the parties to identify actions that can improve the employee experience and actions that can help eliminate any major frustrators or turnover triggers.Lower employee emotions – the discussion occurs before the employee has made the decision to consider leaving. As a result, the emotions of the employee (and perhaps the manager) are lower.Low time pressure on the manager – because the employee is not actively interviewing for a job, there is less time pressure on the manager to immediately solve the identified retention issues.A focus on the positive – most of the interview is focused on identifying and then reinforcing the positive factors that the employee enjoys about their job. Although some negative factors may be covered, they are not the primary focus of the interview.They don’t require training – most managers can successfully conduct stay interviews without any formal training. A simple “how-to toolkit” is generally all that a manager needs to successfully conduct these interviews.They are inexpensive – these informal interviews don’t require a budget. In most cases, an hour of a manager and an employee’s time are the only major cost factors.