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How to Curb Clock-
Watching and Increase
Employee Engagement
Presented by Chris Dustin
Executive Vice President of Sales and Consulting
HR Solutions, Inc.
November 4, 2010
Is it 5 o’clock yet?
Agenda:
How to Curb Clock-Watching
and Increase Employee Engagement
What is Engagement?
The Joint Model of Engagement
How an Engaged workforce affects business outcomes
How to educate employees on Engagement
Employee benefits of being Engaged
Tips for employees to increase their own Engagement
How managers can support employees in
joint ownership of Engagement
Q & A
What is Engagement?
What is Employee Engagement?
Create a Magnetic Culture®
Engaged Employees share a strong
desire to be part of the value that the
organization creates.
These are the employees who choose
to exert discretionary effort to provide
better outcomes for customers and
the organization.
A Magnetic Culture®
is one that draws talented employees to the
workplace, empowers them, and sustains an environment in
which they are less likely to leave.
HR Solutions’ Engagement Transformation Model
Levels of Engagement
Employee Engagement
in the workplace
Source: HR Solutions’ National Employee Engagement Study
Three Types of Employees:
1. ENGAGED
• Highly Engaged and committed to the
mission, vision, and values of the organization.
2. AMBIVALENT
• They are not apt to “going the extra mile” or
have strong spirit and enthusiasm. Not likely
to quickly volunteer for extra assignments or
lead roles. They often can feel unappreciated,
and at times, unimportant.
3. DISENGAGED
• Negative energy, they focus on problems.
75 percent of the American workforce is NOT Engaged.
Workplace Engagement
Career Development
Employee Recognition Programs
Direct Supervisor/Manager Leadership Abilities
Open and Effective Communications
Senior Management’s Relationship with Employees
Strategy/Mission
Organizational Culture – diversity awareness and inclusion,
corporate social responsibility, work/life balance, etc.
Determination of key drivers based on survey responses in
HR Solutions’ National Normative Database, representing over
3.3 million participants and 2,400 organizations.
Top Drivers of Employee Engagement
The Joint Model
of Engagement
Are we on the same path
towards Engagement?
Correcting the Engagement Imbalance
How Engagement Affects
Business Outcomes
Why is Engagement Important?
Engaged Employees work harder
and produce higher quality work
than Disengaged Employees
Engaged Employees are 3.5
times more likely to stay with their
employer, lowering turnover costs
Satisfied employees are linked to
satisfied customers at a
correlation coefficient of .85
Why Engagement Matters:
What separates Good from Great?
Recognition/Rewards
Supervisory/
Management
Personal Awareness/
Commitment
Organizational
Effectiveness
Coworker
Performance/
Cooperation
Engagement
Our research shows
Engaged Employees are:
> 10 times more likely to feel
good work is recognized.
> 10 times more likely to feel Senior
Management is concerned about
the employees.
> 8 times more likely to feel their
supervisor encourages their growth.
> 7 times more likely to feel they receive
regular performance feedback.
> 4 times more likely to be
satisfied with their job.
> 3.5 times more likely to feel employees
genuinely care about the customer.
Customer Satisfaction and
Employee Engagement Levels
A typical organization spends five times more to attract a new customer than to
retain a repeat customer.
One happy customer will tell, on average, five other people about their
experience.
> Thus, about 5 others learn of the compliment.
On average, one unhappy customer will voice their dissatisfaction to 10
potential customers who, in turn, tell at least five other people.
> Thus, about 60 others eventually learn of the complaint.
The Rule of Six
Loyal customers are six times more likely to:
 Recommend your organization
 Resist competitive offers
 Buy your other products
 Invest in your company
 Give your brand the benefit of the doubt (if mistakes are
made, they’ll still stick with you.)
Customer Satisfaction and
Employee Engagement Levels
HR Solutions’ Research has consistently shown:
> Best-In-Class Companies can charge 10% more than other companies (without
adversely impacting revenue growth) and these companies commonly make twice
as much in profit.
While price and quality are important purchasing factors, these profits come
from somewhere else…
The Employee / Customer Interface
Educating Employees
on Engagement
Educating Employees on Engagement
While Engagement is a familiar term to managers,
employees may have no idea of what Engagement
is, what the characteristics of Engagement are, or
why Engagement is important.
Engagement Workshops
> Can be conducted internally or externally
Engagement Evaluations
Educating Employees on Engagement: PEER®
Personal Employee Engagement Report
Participants can opt for a confidential
Engagement Report.
> Discover their Engagement Level:
(Actively Engaged, Ambivalent, or
Actively Disengaged).
> Reveal areas where Engagement could
be bolstered.
> Recommend action steps for
individuals to improve their current
Engagement Level.
Best Practice: Encourage managers to
address employees and offer an
opportunity to discuss report findings
and work collaboratively on growing
Engagement Levels.
Employee Benefits of
Being Engaged
Communicate the Benefits of
Engagement to Employees
Make sure that employees know the benefits of
being Engaged.
> What’s in it for me?
Employees who take control of their
own Engagement can see several
benefits, including:
> The development of a clear career path.
> Learning how to make their jobs
more interesting.
> Getting the recognition they deserve.
> Helping their managers understand them.
> Learning how to work with a
difficult manager.
23
Health Benefits of Engagement
“Work positively contributes to
my physical health.*”
54% of actively disengaged employees
report that work life has a negative effect
on their physical health.
“Work positively contributes to
my mental health.*”
51% of actively disengaged employees report
that work life has a negative effect on their
psychological well-being.
% Favorable response
22%
39%
62%
Engaged
Not Engaged
Actively Disenaged
% Favorable response
15%
48%
78%
Engaged
Not Engaged
Actively Disenaged
Tips for Employees to
Increase their Engagement
11 Tips for Employees
1. Adopt a more positive “can-do” attitude
typically seen among those workers
considered Engaged, who seem universally
appreciated by both peers and management.
2. Accept some ownership for being proud of
where you work.
3. Ask for clarification if instructions from your
supervisor
are somehow unclear.
4. Set yourself up to be recognized.
5. Request a career planning meeting with
your manager.
26
11 Tips for Employees
6. Get to know your Senior Leadership.
7. Actively participate in, and contribute to, decisions
that affect
your work environment.
8. Ask for feedback about your work performance
and act on it.
9. If you don’t have the tools/resources to perform
your job effectively, ask for them!
10. Believe in yourself and in your ability to
contribute to the organization’s success.
11. Seek learning, knowledge, and satisfaction
from your co-workers.
27
Supporting the Joint
Model of Engagement
Management’s Role in
Joint Ownership of Engagement
Be seen as a leader, not a manager
> A resource to employees
> Set the tone for Engagement
Help your employees gain ownership in
their Engagement:
> Encourage employees to accept some ownership
for being proud of where they work.
> Hold staff accountable for their actions.
> Allow employees to actively participate in and
contribute to decisions that affect their work
environment.
> Encourage employees to request a career
planning meeting.
29
Final Thoughts
The numbers don’t lie: 75% of American workers are
not currently Engaged. This is a wake-up call for
organizations, regardless of industry or size, to develop
ongoing strategies to create Engaged workplaces and
continually seek employee feedback to measure levels of
Engagement and affect positive change.
Research indicates that a high percentage of
professionals will have up to 10 jobs in their lifetime.
Engagement is a key factor in retaining high
performers for long-term employment and maintaining
a Magnetic Culture®
.
30
Questions/Comments?
Please forward any additional questions to:
info@hrsolutionsinc.com
hrsolutionsinc.com | twitter.com/engageemployees | tinyurl.com/eeemporium

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How To Increase Your Culture of Employee Engagement

  • 1. How to Curb Clock- Watching and Increase Employee Engagement Presented by Chris Dustin Executive Vice President of Sales and Consulting HR Solutions, Inc. November 4, 2010
  • 2. Is it 5 o’clock yet?
  • 3. Agenda: How to Curb Clock-Watching and Increase Employee Engagement What is Engagement? The Joint Model of Engagement How an Engaged workforce affects business outcomes How to educate employees on Engagement Employee benefits of being Engaged Tips for employees to increase their own Engagement How managers can support employees in joint ownership of Engagement Q & A
  • 5. What is Employee Engagement? Create a Magnetic Culture® Engaged Employees share a strong desire to be part of the value that the organization creates. These are the employees who choose to exert discretionary effort to provide better outcomes for customers and the organization. A Magnetic Culture® is one that draws talented employees to the workplace, empowers them, and sustains an environment in which they are less likely to leave.
  • 6. HR Solutions’ Engagement Transformation Model
  • 7. Levels of Engagement Employee Engagement in the workplace Source: HR Solutions’ National Employee Engagement Study Three Types of Employees: 1. ENGAGED • Highly Engaged and committed to the mission, vision, and values of the organization. 2. AMBIVALENT • They are not apt to “going the extra mile” or have strong spirit and enthusiasm. Not likely to quickly volunteer for extra assignments or lead roles. They often can feel unappreciated, and at times, unimportant. 3. DISENGAGED • Negative energy, they focus on problems. 75 percent of the American workforce is NOT Engaged.
  • 9. Career Development Employee Recognition Programs Direct Supervisor/Manager Leadership Abilities Open and Effective Communications Senior Management’s Relationship with Employees Strategy/Mission Organizational Culture – diversity awareness and inclusion, corporate social responsibility, work/life balance, etc. Determination of key drivers based on survey responses in HR Solutions’ National Normative Database, representing over 3.3 million participants and 2,400 organizations. Top Drivers of Employee Engagement
  • 10. The Joint Model of Engagement
  • 11. Are we on the same path towards Engagement?
  • 14. Why is Engagement Important? Engaged Employees work harder and produce higher quality work than Disengaged Employees Engaged Employees are 3.5 times more likely to stay with their employer, lowering turnover costs Satisfied employees are linked to satisfied customers at a correlation coefficient of .85
  • 15. Why Engagement Matters: What separates Good from Great? Recognition/Rewards Supervisory/ Management Personal Awareness/ Commitment Organizational Effectiveness Coworker Performance/ Cooperation Engagement Our research shows Engaged Employees are: > 10 times more likely to feel good work is recognized. > 10 times more likely to feel Senior Management is concerned about the employees. > 8 times more likely to feel their supervisor encourages their growth. > 7 times more likely to feel they receive regular performance feedback. > 4 times more likely to be satisfied with their job. > 3.5 times more likely to feel employees genuinely care about the customer.
  • 16. Customer Satisfaction and Employee Engagement Levels A typical organization spends five times more to attract a new customer than to retain a repeat customer. One happy customer will tell, on average, five other people about their experience. > Thus, about 5 others learn of the compliment. On average, one unhappy customer will voice their dissatisfaction to 10 potential customers who, in turn, tell at least five other people. > Thus, about 60 others eventually learn of the complaint.
  • 17. The Rule of Six Loyal customers are six times more likely to:  Recommend your organization  Resist competitive offers  Buy your other products  Invest in your company  Give your brand the benefit of the doubt (if mistakes are made, they’ll still stick with you.)
  • 18. Customer Satisfaction and Employee Engagement Levels HR Solutions’ Research has consistently shown: > Best-In-Class Companies can charge 10% more than other companies (without adversely impacting revenue growth) and these companies commonly make twice as much in profit. While price and quality are important purchasing factors, these profits come from somewhere else… The Employee / Customer Interface
  • 20. Educating Employees on Engagement While Engagement is a familiar term to managers, employees may have no idea of what Engagement is, what the characteristics of Engagement are, or why Engagement is important. Engagement Workshops > Can be conducted internally or externally Engagement Evaluations
  • 21. Educating Employees on Engagement: PEER® Personal Employee Engagement Report Participants can opt for a confidential Engagement Report. > Discover their Engagement Level: (Actively Engaged, Ambivalent, or Actively Disengaged). > Reveal areas where Engagement could be bolstered. > Recommend action steps for individuals to improve their current Engagement Level. Best Practice: Encourage managers to address employees and offer an opportunity to discuss report findings and work collaboratively on growing Engagement Levels.
  • 23. Communicate the Benefits of Engagement to Employees Make sure that employees know the benefits of being Engaged. > What’s in it for me? Employees who take control of their own Engagement can see several benefits, including: > The development of a clear career path. > Learning how to make their jobs more interesting. > Getting the recognition they deserve. > Helping their managers understand them. > Learning how to work with a difficult manager. 23
  • 24. Health Benefits of Engagement “Work positively contributes to my physical health.*” 54% of actively disengaged employees report that work life has a negative effect on their physical health. “Work positively contributes to my mental health.*” 51% of actively disengaged employees report that work life has a negative effect on their psychological well-being. % Favorable response 22% 39% 62% Engaged Not Engaged Actively Disenaged % Favorable response 15% 48% 78% Engaged Not Engaged Actively Disenaged
  • 25. Tips for Employees to Increase their Engagement
  • 26. 11 Tips for Employees 1. Adopt a more positive “can-do” attitude typically seen among those workers considered Engaged, who seem universally appreciated by both peers and management. 2. Accept some ownership for being proud of where you work. 3. Ask for clarification if instructions from your supervisor are somehow unclear. 4. Set yourself up to be recognized. 5. Request a career planning meeting with your manager. 26
  • 27. 11 Tips for Employees 6. Get to know your Senior Leadership. 7. Actively participate in, and contribute to, decisions that affect your work environment. 8. Ask for feedback about your work performance and act on it. 9. If you don’t have the tools/resources to perform your job effectively, ask for them! 10. Believe in yourself and in your ability to contribute to the organization’s success. 11. Seek learning, knowledge, and satisfaction from your co-workers. 27
  • 28. Supporting the Joint Model of Engagement
  • 29. Management’s Role in Joint Ownership of Engagement Be seen as a leader, not a manager > A resource to employees > Set the tone for Engagement Help your employees gain ownership in their Engagement: > Encourage employees to accept some ownership for being proud of where they work. > Hold staff accountable for their actions. > Allow employees to actively participate in and contribute to decisions that affect their work environment. > Encourage employees to request a career planning meeting. 29
  • 30. Final Thoughts The numbers don’t lie: 75% of American workers are not currently Engaged. This is a wake-up call for organizations, regardless of industry or size, to develop ongoing strategies to create Engaged workplaces and continually seek employee feedback to measure levels of Engagement and affect positive change. Research indicates that a high percentage of professionals will have up to 10 jobs in their lifetime. Engagement is a key factor in retaining high performers for long-term employment and maintaining a Magnetic Culture® . 30
  • 31. Questions/Comments? Please forward any additional questions to: info@hrsolutionsinc.com hrsolutionsinc.com | twitter.com/engageemployees | tinyurl.com/eeemporium

Editor's Notes

  1. Is it 5 o’clock yet? As a manager, that is probably not your favorite thing to hear around the office. Although employees show up on time and get their work done, many are counting down the hours, minutes and seconds until they can go home. Wouldn’t it be great if employees enjoyed their job more? As a manager, there is only so much you can do to Engage an employee who has no interest in being Engaged. The real solution is for the employee to want to be more Engaged. When the responsibility for increasing Engagement is shared, outcomes are much more favorable for the employee and employer.
  2. HR Solutions’ definition of Engagement focuses on two components. Creating a Magnetic Culture® which draws talented individuals, engages them, empowers them, and makes it less likely that they will leave the organization. Second, our Engagement approach quantifies the number of employees choosing to exert discretionary effort to provide better outcomes for patients and the organization.
  3. The Employee/Customer Interface: This interface is a result of successfully transforming each and every employee and happy customer into brand champions, whose behaviors alter the purchasing decision away from price and quality, towards satisfaction with the interface itself, and a loyal, long-lasting relationship.
  4. Organizations need to facilitate workshops for employees to understand what Engagement is (whether it is internal or external through a workshop fashion), they need to create a means for employees to understand their Engagement level either by understanding the characteristics of Engagement. Engagement Evaluations – if employee is comfortable, have a one-on-one with manager to discuss Engagement level, find and resolve the issues that are bringing down Engagement.
  5. Chris – don’t spend too much time on this slide, as it can seem too “salesy”
  6. Employees should focus on creating a personal awareness and personal commitment in order to increase Engagement
  7. Organization should focus on the Organizational Resources and Organizational Culture in the transformation model to Engage their employees.
  8. Managers really need to be leaders, not managers. They need to be a resource to their employees to help them grow and develop personally and professionally. In order to enable an environment where Engagement exists the organization needs to have the resources and culture which management sets the tone for that. How the manager’s behaviors would support joint ownership – encouraging certain behaviors, holding staff accountable when they are not equally contributing, etc.