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Beyond the Metrics:
Creating Meaningful
Engagement Through
Communications
April 2020
Today’s Presenters
Lauren Franklin
Senior Brand Manager
Limeade
2
Stefanie Lightman
Head of Brand Management
Limeade
Today’s
Agenda
1. Defining Employee Engagement
2. What’s Not Working
3. It’s about Care and Connections
4. Care in Crisis
5. Key Takeaways
6. Q & A
3
Defining Employee
Engagement
Employee engagement is a
deep connection and sense of purpose
at work that creates extra energy
and commitment.
Engagement Matters
2.5x
Companies with high employee
engagement have
Companies with higher
engagement are
Disengaged employees are
78% 5x
higher stock price
growth compared to
that of less engaged
peers1
more profitable and
40% more productive2
more likely to have
an accident3
61Hay Group, 2010; 2 Aon Hewitt, 2009; 3.SHRM,
2006
Manageable Stress
& Work Hours
Time Spent Wisely Ability to Focus
Commitment
Meaning & Purpose
Valued, Respected,
Connected
Growth
Personal Strengths
Drivers of Employee Engagement
7Limeade Institute, 2016
Job-Skill Fit
& Work Identity
Energizing
& Enjoyable Work
Impact
Organizational
Support
What’s Not Working
Current engagement
approaches miss the
mark
Only
35%
of HR practitioners believe their engagement
efforts lead to positive business outcomes
(Bersin & Associates, 2012)
The number of engaged
employees stayed around
30%
during the last decade
(Gallup, 2016)
Actively disengaged
employees cost the U.S.
upward of
$550Billion per year
(Gallup, 2017)
It’s About Care and
Connections
Meet
Josue
Marketing Manager
11
Meet
Aparna
Receptionist
12
Meet
Cameron
Physician
13
A Different
Experience
14
Do a
Well-Being Check-
In With Your
Team
Well-Being at
Work Course
Take
Time to
Recharge
20%
As CEO, I want to share mygratitude to each of
youand how what youdo matters every day.
You Matter!
Jose, thank youfor inspiring our team and
keepingus motivated.
Thank You
What’s your role in supporting
employee growth?
Learnmore»
Ask For More of
What You Like
Build a Bridge
Between Work
and Vision
Let’s get you set up with everythingyouneed at
Northwest Medical
Welcome Cameron!
Got a question?
We’re hereto help!
Ask HRSet-Up a
Feedback Web
For Your
Team
Recognize
Direct
Reports!
Audience Poll
How are your organizations demonstrating care for employees during the COVID-
19 crisis?
Care in Crisis
19
Weare in this together!
Daily Message from our CEO
Weekly Pulse
– How can we
help?
Schedule 1:1
Coaching
Take a well-
being pause
Ask HR
Got a question?
We’re hereto help!
It’s Not too Late to Get Started
• Manager Tools
• Videos from your leaders
• Encourage breaks
• Support at home
• Share more
• Be available
Key
Takeaways
• Engagement is a day-to-day experience
(not one-time survey!)
• Technology can help you personalize
engagement and the employee experience
• There’s no better time than the present to
care for employees
22
Thank You!
Reach out:
Info@limeade.com

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Beyond the Metrics: Creating Meaningful Engagement through Communication

Editor's Notes

  1. Katy B @ TCB
  2. Katy @ TCB
  3. Katy @ TCB *** Have you been spending time and money on surveys to engage your workforce to no avail? Are you trying to communicate critical and timely information to dispersed workforces in times of crisis? Limeade helps businesses take on these challenges, from everyday engagement struggles to unique crisis obstacles like showing care during the COVID-19 pandemic. We will show you how to empower executives to find effective and innovative approaches that actually move the needle and meet the needs of their leadership teams. Join these experts as they reveal: Engagement tools and procedures that effectively communicate your message and drive action  §  Research-backed approaches to overcoming formidable workforce engagement challenges  §  Strategies to bridge the gap between program results and effective outcomes   
  4. Lauren
  5. Lauren
  6. Lauren These are just samples of how having an engaged workforce leads to better business results Engaged workforces are related to higher stock price growth, more profitability, more productivity and fewer safety incidents And even when an employee has a safety incident, it costs less when you are employees are engaged Moreover, the average cost of a safety incident for engaged employees was $63, compared with an average of $392 for nonengaged employees (SHRM, 2006, Vance) Over and over the research shows this Almost any business results your organization might care about—it’s better to have an engaged workforce We accept this now as a truism
  7. Lauren So how to you create more engagement? You have to focus on the drivers of engagement—what are the conditions for your employees to be engaged? Research we conducted in the institute These are the constructs that have the strongest statistical relationship with “I feel personally engaged in my work” Does my work have meaning and purpose? Do I feel like I’m growing? Do I enjoy the work itself? Am I making a difference? Am I using my strengths? Am I valued and respected? Do I feel supported? Do I feel connected? Aspects of well-being—manageable stress, how am I using my time at work? Engagement is the engine, well-being is the fuel What I hope you see here it the mutual commitment—what is the org doing to support me? Is the organization creating the conditions for me to be engaged? And how do I feel about it—not just that I have access or that there are resources. For example, growth—there might be great learning resources, but do I feel like my manager is supporting me and encouraging me to grow? Does the organization have a growth mindset or a fixed mindset? Am I feeling like I am growing in my daily experiences? Enterprise Rent-A-Car: Shared Commitment (from SHRM) Enterprise Rent-A-Car is besting many competitors in part because of its focus on employee engagement. The local office is the focus of Enterprise Rent-A-Car’s engagement strategy. When someone joins the staff, a company representative and the new employee sign a “commitment success letter” that outlines their pledges and expectations for each other. “So there is a high-level reporting system in place,” McCarty explained, “but the power of engagement is really in the one-on-one connections that folks have with the managers of the local entities. Each branch manager has lots of autonomy, and the one-on-one things they do to keep their employees engaged are less glamorous than some corporate policies—but more real. So our engagement efforts must focus more on creating these conditions in the the daily work experience Lauren—let’s dig into some real examples of this
  8. Stefanie
  9. Stefanie
  10. Lauren -
  11. Lauren Meet Josue. He’s a couple months into his role on the marketing team and is realizing that he’s taking on a lot more responsibility than described during his interview process. He's noticed his weekends are even starting to be consumed by email catch-up or worrying about all the work to do on Monday. His engagement is quickly waning as he finds himself extra tired most days before work even starts. His boss is praising him about the great work he's doing but hasn't even noticed Josue's lack of energy and excitement. Despite only being a couple months in, Josue wonders how long he can keep this up. ​ 
  12. Stefanie Meet Aparna. Aparna is the receptionist at a remote location of her global company. She keeps the office moving and is respected by many of her colleagues for her organization and attitude. There’s an opportunity to apply for a women’s leadership course offered by the global HR team and she needs supervisor approval to apply. During the conversation with her supervisor, she is pretty clear with Aparna – “I think it’s great you want to apply, but your job is to answer the phones, greet people and keep us all organized and you seem really happy doing that. I don’t see why you need a leadership course for your job. Plus, I need you 100% here.” Aparna goes back to her desk and feels her opinion towards this company shifting.​ 
  13. Lauren Meet Cameron. Cameron is a doctor working the graveyard shift at a university hospital. It’s her first week on the job and she’s feeling at a loss for where she fits in and who to go to for what. Her manager seems so busy and stressed that she’s fearful to reach out to her for questions. Does she even know she’s here? Her peers try to help, but they’ve been at the hospital for so long, they don’t know how to point her in the right direction. Soon, Cameron just fades into the background doubting if she’s in the right place for her
  14. Lauren Now we’re going to talk about how their experience could have been different As Laura mentioned, engagement is about every day moments and I think sometimes when we’re so focused on how we’re measuring and when we are, we forget what changes the measurement – those small actions. And it’s hard to imagine what those might be when we’re operating at the high-level so we wanted to paint a picture of what those could like. And how it might be a couple subtle nudges that can shift an experience.
  15. Lauren
  16. Stefanie So remember Aparna? She was excited about the opportunity to grow her career, but wasn’t getting any encouragement from her supervisor What if her supervisor had gotten this clear message from her employee—outlining her role in supporting employee growth; that not only that it was okay, but it is very much encouraged Or Aparna was encouraged to talk with her manager and others about the areas of her role that she really liked and she felt were her strengths Or for her to show how her strengths could help the organization even more One company we work with has created a Talent Marketplace—a way to think about the talent in the organization and how people can get new career and growth opportunities within the company—talk about showing in the daily work that they support employee growth and development. Imagine what a different experience Aparna might have had if she worked there.
  17. Lauren
  18. Stefanie
  19. Stefanie *Share examples of how to connect with people and transition into care in crisis [potentially new slide with examples] Going for walks Checking in via text Support creating grocery lists Catering lunch for manufacturing workers Remind people of company values and why they’re working
  20. Lauren – first and third bullet Stefanie – second bullet