Employee Engagement: How Emotional Commitment Drives Great Customer Service, Productivity and Loyalty

1. Proprietary and confidential
Employee Engagement: How
Emotional Commitment Drives Great
Customer Service, Productivity and
Loyalty

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3. www.KevinKruse.com
Steven
Slater
JetBlue
Flight
A9endant

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Sources:
Blessing
White,
Conference
Board
1
in
3
engaged

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WHAT
IS
EMPLOYEE
ENGAGEMENT?
Now
let’s
talk
about…

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SATISFIED
HAPPY

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Employee
engagement
=
Emo.onal
commitment
to
organiza6on’s
goals.

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Employee
engagement
=
Emo.onal
commitment
DISCRETIONARY
EFFORT

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Discre6onary
Effort
in
QSRs:
• Customer
Service
• SuggesKve
Sells
• Speed
of
Service
• Accuracy
• Food
Prep
• Cleanliness
• REDUCES
TURNOVER!

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CRISIS
&
OPPORTUNITY
FOR
BUSINESS

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Campbell’s
Soup
in
2000
•
Sales
were
declining
•
Lost
54%
of
market
value
in
1
year
•
Engagement
scores
the
worst
of
any
Fortune
500
ever
polled
Source:
Forbes
06.23.09

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To
win
in
the
marketplace
you
must
first
win
in
the
workplace.

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Engagement-­‐Profit
Chain
Sources:
The
Service
Profit
Chain,
Heske9
&
Sasser

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QSR
Engagement-­‐Profit
Chain
Sources:
The
Service
Profit
Chain,
Heske9
&
Sasser

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InterConKnental
Hotels,
each
5
point
increase
in
engagement:
•
increases
RevPAR
by
$.070
•
increases
occupancy
by
1%
•
increases
Gross
Opera6ng
Profit
by
7
points

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Source:
Forbes
6.23.09
25:1
20:1
15:1
10:1
5:1
0:1

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Ten
Year
Total
Shareholder
Return
S&P
500
=
13%
Campbell’s
=
64%
Source:
Forbes
6.23.09

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Source:
Kenexa
2009
5x
Higher!

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ENGAGEMENT
&
OUR
PERSONAL
LIVES

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Spillover
&
Crossover

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Increased
risk
for
heart
aVacks
Source:
Nyberg,
et
al,
“Managerial
Leadership
and
Ischemic
Heart…”

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You
have
less
in6macy!
Source:
Ma9hews,
et
al,
“Work-­‐Family
Conflict
and
Marital
Quality:
MediaKng
Processes”

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Children
misbehave
Source:
Stewart,
Barling.
“Fathers’
Work
Experiences
Effect
Children’s
Behaviors…”

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Source:
Stewart,
Barling.
“Fathers’
Work
Experiences
Effect
Children’s
Behaviors…”

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WHAT
DRIVES
ENGAGEMENT?

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Surveys
of
10
million
workers
in
150
countries

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MANAGER/SUPERVISOR

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What
are
the
TOP
3
drivers
of
engagement?

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Growth
RecogniKon
Trust
+
Communica6on

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Personal
Engagement
Profile
www.MyEngagementProfile.com

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Growth
From
feedback
to
feedforward
coaching.

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Growth
Source:
Gallup
2005

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Growth
Source:
Gallup
2005
Manager
focuses
on
strengths:
61%
engagement

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Growth
Source:
Gallup
2005
Manager
focuses
on
strengths:
61%
engagement
Manager
focuses
on
weakness:
45%
engagement

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Growth
Source:
Gallup
2005
Manager
focuses
on
strengths:
61%
engagement
Manager
focuses
on
weakness:
45%
engagement
Manager
gives
no
feedback:
2%
engagement

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Growth
Source:
Gallup
2005
Career
Path
Conversa6ons

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Recogni6on
.

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things
leaders
can
do
to
drive
recogni.on
&
apprecia.on
We
value
thanks
based
on…
…the
.me
invested
in
it.

45. www.KevinKruse.com
To
win
in
the
marketplace
you
must
first
win
in
the
workplace.
20
notes
a
day?!
30,000
in
total?!

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things
leaders
can
do
to
drive
recogni.on
&
apprecia.on
Strategic
Recogni6on:
3
parts
1. Say
thanks
2. Specifically
menKon
the
behavior
you
are
grateful
for
3. Explain
what
it
means
to
the
company
and/or
how
it
aligns
with
company
values,
strategic
prioriKes,
etc.

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Trust
Certainty
defeats
anxiety.

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Trust
The
future
of
the
company
The
future
of
the
employee
What
future
goal
are
we
striving
toward?

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Example
BHAGs
20
by
2015!
2020
Vision!
Lead
the
future
of
networking

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Communica6on

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Communica6on
• Is
there
a
predictable
rhythm?
• Is
it
two-­‐way?

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OPERATIONALIZE
IT

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NEED
TO
KNOW
RESULTS
RECOGNITION
• Brand
messages
• Brand
prioriKes
• GOALS
*
50%
QSR
EEs
don’t
know
vision
for
growth
• Contest
results
• Metrics
• Guest
Sat.
• Names
• Photos
• Thank
you
cards

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SHIFT
HUDDLE
1) Sales
&
Svc
Goal
2) PromoKons
&
Suggested
Sells
3) RecogniKon

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It
all
comes
down
to
this…

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Ronald Bailey,
Lieutenant General,
USMC

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Wholehearted
Leadership
Be
tough
on
standards,
and
tender
on
people.

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The
WHY
of
Leadership