SlideShare a Scribd company logo
Employee Engagement
The human contribution to Lean



Brice Johnson




                                 1
Lean = Continuous Improvement
and Eliminating Waste

     “Plan, Plan, Plan, Act!”
Speed is important, but dangerous
without accuracy.
Don‟t organizations always seem to
find resources to repeat work?
                                     2
Lean…
  Getting it (more) right the first time,
  with greatest efficiency, reliably…
  Ensures position ahead of all
  competitors in a market.
  Materials and technology are
  available to all competitors. People
  are the great variable.
Enable your people to be excellent!
                                            3
Employee Engagement

 The Holy Grail of increasing
 productivity, profitability,
 and sustainability of all
 organizations – public or
 private.
                                4
Employee Engagement
• Fully engaged workforce is
  possible.
• Lean requires an engaged
  team.
• Engaging everyone enables
  maximum benefit of team
  diversity.
                               5
Result of millions polled in the workplace:

Engaged employees     – 28 %
Not-engaged employees – 54%
Actively Disengaged   – 17%

                               The Gallop Organization

                                                   6
71% of the workforce is
either under-performing or
actively undermining their work.

87,000 work units and 1.5 million
employees have participated in the surveys.

                                          7
• Engaged employees work with passion and feel
a profound connection to their company. They drive
innovation and move the organization forward.

• Not-Engaged employees are essentially
“checked out.” They are sleepwalking through their
workday. They are putting in time, but not enough
energy or passion into their work.

• Actively Disengaged employees aren‟t just
unhappy at work; they‟re busy acting out their
unhappiness. Every day, these workers undermine
what their engaged co-workers accomplish.
                                                  8
How did Gallup determine who was
“Engaged”?

… Twelve questions.

… Then divided into “Levels”
categorizing answers…”Dimensions” of
Engagement.

                                   9
Level One: “What do I get?”

1. Do you know what is expected of
you at work?

2. Do you have the materials and
equipment you need to do your work
right?

                                     10
Level Two: “What do I give?”

3. At work, do you have the opportunity to
do what you do best every day?

4. In the last seven days, have you received
recognition or praise for doing good work?

5. Does your supervisor, or someone at
work, seem to care about you as a person?

6. Is there someone at work who
encourages your development?                 11
Level Three: “Do I belong here?”

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your
company make you feel your job is
important?

9. Are your associates (fellow employees)
committed to doing quality work?

10. Do you have a best friend at work?      12
Level Four: “How can we all grow?”

11. In the last six months, has
someone at work talked to you about
your progress?

12. In the last year, have you had
opportunities at work to learn and
grow?
                                      13
4


    3


        2

                 1
            14
Within the U.S. workforce,
Gallup estimates the cost of
disengagement to be more than
$300 billion in lost productivity
alone.


  $300 BILLION!                 15
Over the years, we have all heard CEOs say
that their most valuable asset is their
employees. Yet the typical corporate strategy
to drive profit by increasing sales and cutting
costs does not reflect this „employee first‟
attitude. Budgets for employee recognition,
employee incentive programs, and employee
training are often the first to be cut, because
non-sales employees have been viewed as
„cost centers, not profit centers‟.


Human Resource Magazine, Where’s the Love?, September 16, 2009
                                                            16
“Most organizations simply do not consider the
adverse effects of narcissistic bosses on worker
productivity and stress,”
“In fact, many companies encourage it since
narcissists are often seen as outgoing and confident –
traits considered necessary for success in any
managerial role. …there is a fine line between self-
confidence…and selfishness that negatively affects
others... Unfortunately, the needed adjustments
simply do not take place in most organizations, for
any number of reasons.”


EHS Today Magazine, Narcissistic Bosses Damage Morale, Productivity, Augist 11, 2009
                                                                                 17
31% of respondents reported that their supervisor gave them
the "silent treatment" in the past year.

37% reported that their supervisor failed to give credit when
due.

39% noted that their supervisor failed to keep promises.

37% noted that their supervisor made negative comments
about them to other employees or managers.

34% reported that their supervisor invaded their privacy.

23% indicated that their supervisor blames others to cover up
mistakes or to minimize embarrassment.
                                                                18
"Employees stuck in an abusive relationship
experienced more exhaustion, job tension,
nervousness, depressed mood and mistrust.

They also were less likely to take on additional
tasks, such as working longer or on weekends,
and were generally less satisfied with their
job.

Also, employees were more likely to leave if
involved in an abusive relationship than if
dissatisfied with pay."
                                               19
Some hard-core [managers] have suggested
that all this talk about positivity in the
workplace is nothing more than a bunch of
fluff with little real application in the cutthroat
world of business.
Our research strongly suggests otherwise:
When human needs are met, the positive
emotions that result encourage employees to
look beyond the work in front of them and to
care about the overall welfare of the business.
More importantly, it's hard to create
passionate, engaged customers without
passionate, engaged employees.                    20
Thank you!




QUESTIONS?            21

More Related Content

What's hot

Getting Unstuck in Times of Change
Getting Unstuck in Times of ChangeGetting Unstuck in Times of Change
Getting Unstuck in Times of Change
InsideOut Development
 
Toxic employees in the workplace
Toxic employees in the workplaceToxic employees in the workplace
Toxic employees in the workplace
Paul Dixon
 
Making the Shift to a Hybrid Working Model: Are You Ready?
Making the Shift to a Hybrid Working Model: Are You Ready?Making the Shift to a Hybrid Working Model: Are You Ready?
Making the Shift to a Hybrid Working Model: Are You Ready?
Daggerwing Group
 
2020 People Success Predictions
2020 People Success Predictions2020 People Success Predictions
2020 People Success Predictions
GlintInc
 
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
JIGAR UNDAVIA
 
The 9 Circles of Employee Engagement Hell
The 9 Circles of Employee Engagement Hell The 9 Circles of Employee Engagement Hell
The 9 Circles of Employee Engagement Hell
Globoforce
 
How to Build the Perfect Team
 How to Build the Perfect Team How to Build the Perfect Team
How to Build the Perfect Team
Wrike
 
The Positive Effects of Relationships at Work
The Positive Effects of Relationships at WorkThe Positive Effects of Relationships at Work
The Positive Effects of Relationships at Work
O.C. Tanner
 
Webinar: 7 Employee Experience Trends That Will Dominate 2019
Webinar: 7 Employee Experience Trends That Will Dominate 2019 Webinar: 7 Employee Experience Trends That Will Dominate 2019
Webinar: 7 Employee Experience Trends That Will Dominate 2019
Limeade
 
Liquid Leadership
Liquid LeadershipLiquid Leadership
Liquid Leadership
Daggerwing Group
 
Engaging on Employee Disengagement
Engaging on Employee DisengagementEngaging on Employee Disengagement
Engaging on Employee Disengagement
Pivotal Practices Consulting LLC
 
The Roadmap to Great Work
The Roadmap to Great WorkThe Roadmap to Great Work
The Roadmap to Great Work
O.C. Tanner
 
Inside BCG's Smart Simplicity Approach
Inside BCG's Smart Simplicity ApproachInside BCG's Smart Simplicity Approach
Inside BCG's Smart Simplicity Approach
Boston Consulting Group
 
Ba 351 Ch 5 Presentation
Ba 351 Ch 5 PresentationBa 351 Ch 5 Presentation
Ba 351 Ch 5 Presentation
mattheweric
 
The top tens of employee engagement hundreds of brilliant engagement ideas
The top tens of employee engagement   hundreds of brilliant engagement ideasThe top tens of employee engagement   hundreds of brilliant engagement ideas
The top tens of employee engagement hundreds of brilliant engagement ideas
LuchoAlbertito
 
InsideOut Development
InsideOut DevelopmentInsideOut Development
InsideOut Development
InsideOut Development
 
What Will the Performance Review Look Like in 2016?
What Will the Performance Review Look Like in 2016?What Will the Performance Review Look Like in 2016?
What Will the Performance Review Look Like in 2016?
O.C. Tanner
 
Inclusion Confusion
Inclusion ConfusionInclusion Confusion
Inclusion Confusion
Limeade
 
5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace
Workfront
 
Help Them Help You: Good Managers Inspire Good Employee Performance
Help Them Help You: Good Managers Inspire Good Employee PerformanceHelp Them Help You: Good Managers Inspire Good Employee Performance
Help Them Help You: Good Managers Inspire Good Employee Performance
Flevy.com Best Practices
 

What's hot (20)

Getting Unstuck in Times of Change
Getting Unstuck in Times of ChangeGetting Unstuck in Times of Change
Getting Unstuck in Times of Change
 
Toxic employees in the workplace
Toxic employees in the workplaceToxic employees in the workplace
Toxic employees in the workplace
 
Making the Shift to a Hybrid Working Model: Are You Ready?
Making the Shift to a Hybrid Working Model: Are You Ready?Making the Shift to a Hybrid Working Model: Are You Ready?
Making the Shift to a Hybrid Working Model: Are You Ready?
 
2020 People Success Predictions
2020 People Success Predictions2020 People Success Predictions
2020 People Success Predictions
 
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...
 
The 9 Circles of Employee Engagement Hell
The 9 Circles of Employee Engagement Hell The 9 Circles of Employee Engagement Hell
The 9 Circles of Employee Engagement Hell
 
How to Build the Perfect Team
 How to Build the Perfect Team How to Build the Perfect Team
How to Build the Perfect Team
 
The Positive Effects of Relationships at Work
The Positive Effects of Relationships at WorkThe Positive Effects of Relationships at Work
The Positive Effects of Relationships at Work
 
Webinar: 7 Employee Experience Trends That Will Dominate 2019
Webinar: 7 Employee Experience Trends That Will Dominate 2019 Webinar: 7 Employee Experience Trends That Will Dominate 2019
Webinar: 7 Employee Experience Trends That Will Dominate 2019
 
Liquid Leadership
Liquid LeadershipLiquid Leadership
Liquid Leadership
 
Engaging on Employee Disengagement
Engaging on Employee DisengagementEngaging on Employee Disengagement
Engaging on Employee Disengagement
 
The Roadmap to Great Work
The Roadmap to Great WorkThe Roadmap to Great Work
The Roadmap to Great Work
 
Inside BCG's Smart Simplicity Approach
Inside BCG's Smart Simplicity ApproachInside BCG's Smart Simplicity Approach
Inside BCG's Smart Simplicity Approach
 
Ba 351 Ch 5 Presentation
Ba 351 Ch 5 PresentationBa 351 Ch 5 Presentation
Ba 351 Ch 5 Presentation
 
The top tens of employee engagement hundreds of brilliant engagement ideas
The top tens of employee engagement   hundreds of brilliant engagement ideasThe top tens of employee engagement   hundreds of brilliant engagement ideas
The top tens of employee engagement hundreds of brilliant engagement ideas
 
InsideOut Development
InsideOut DevelopmentInsideOut Development
InsideOut Development
 
What Will the Performance Review Look Like in 2016?
What Will the Performance Review Look Like in 2016?What Will the Performance Review Look Like in 2016?
What Will the Performance Review Look Like in 2016?
 
Inclusion Confusion
Inclusion ConfusionInclusion Confusion
Inclusion Confusion
 
5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace5 Shocking Revelations From the UK Workplace
5 Shocking Revelations From the UK Workplace
 
Help Them Help You: Good Managers Inspire Good Employee Performance
Help Them Help You: Good Managers Inspire Good Employee PerformanceHelp Them Help You: Good Managers Inspire Good Employee Performance
Help Them Help You: Good Managers Inspire Good Employee Performance
 

Viewers also liked

EDCA in Lean Sales and Marketing
EDCA in Lean Sales and MarketingEDCA in Lean Sales and Marketing
EDCA in Lean Sales and Marketing
Business901
 
Lean Sales and Marketing Engagement
Lean Sales and Marketing EngagementLean Sales and Marketing Engagement
Lean Sales and Marketing Engagement
Business901
 
Employee Engagement Thorugh Lean Initiatives
Employee Engagement Thorugh Lean InitiativesEmployee Engagement Thorugh Lean Initiatives
Employee Engagement Thorugh Lean Initiatives
JOHNFWHITE1
 
Employee Engagement
Employee EngagementEmployee Engagement
Employee Engagement
Sonnie Santos
 
The Past, Present and Future of Leading Lean
The Past, Present and Future of Leading LeanThe Past, Present and Future of Leading Lean
The Past, Present and Future of Leading Lean
Jamie Flinchbaugh
 
Standard Work in Lean Sales and Marketing
Standard Work in Lean Sales and MarketingStandard Work in Lean Sales and Marketing
Standard Work in Lean Sales and Marketing
Business901
 
PDCA in Lean Sales and Marketing
PDCA in Lean Sales and MarketingPDCA in Lean Sales and Marketing
PDCA in Lean Sales and Marketing
Business901
 
Lean A3 for SALES EDCA/PDCA/SDCA
Lean A3 for SALES EDCA/PDCA/SDCA Lean A3 for SALES EDCA/PDCA/SDCA
Lean A3 for SALES EDCA/PDCA/SDCA
Business901
 
How Do we Get Speed, Innovation & Engagement - A Leadership Journey
How Do we Get Speed, Innovation & Engagement  - A Leadership JourneyHow Do we Get Speed, Innovation & Engagement  - A Leadership Journey
How Do we Get Speed, Innovation & Engagement - A Leadership Journey
Erik Schön
 
5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting
Operational Excellence Consulting
 
Using the Employee Lifecycle as your Roadmap for Employee Engagement
Using the Employee Lifecycle as your Roadmap for Employee EngagementUsing the Employee Lifecycle as your Roadmap for Employee Engagement
Using the Employee Lifecycle as your Roadmap for Employee Engagement
Elizabeth Lupfer
 

Viewers also liked (11)

EDCA in Lean Sales and Marketing
EDCA in Lean Sales and MarketingEDCA in Lean Sales and Marketing
EDCA in Lean Sales and Marketing
 
Lean Sales and Marketing Engagement
Lean Sales and Marketing EngagementLean Sales and Marketing Engagement
Lean Sales and Marketing Engagement
 
Employee Engagement Thorugh Lean Initiatives
Employee Engagement Thorugh Lean InitiativesEmployee Engagement Thorugh Lean Initiatives
Employee Engagement Thorugh Lean Initiatives
 
Employee Engagement
Employee EngagementEmployee Engagement
Employee Engagement
 
The Past, Present and Future of Leading Lean
The Past, Present and Future of Leading LeanThe Past, Present and Future of Leading Lean
The Past, Present and Future of Leading Lean
 
Standard Work in Lean Sales and Marketing
Standard Work in Lean Sales and MarketingStandard Work in Lean Sales and Marketing
Standard Work in Lean Sales and Marketing
 
PDCA in Lean Sales and Marketing
PDCA in Lean Sales and MarketingPDCA in Lean Sales and Marketing
PDCA in Lean Sales and Marketing
 
Lean A3 for SALES EDCA/PDCA/SDCA
Lean A3 for SALES EDCA/PDCA/SDCA Lean A3 for SALES EDCA/PDCA/SDCA
Lean A3 for SALES EDCA/PDCA/SDCA
 
How Do we Get Speed, Innovation & Engagement - A Leadership Journey
How Do we Get Speed, Innovation & Engagement  - A Leadership JourneyHow Do we Get Speed, Innovation & Engagement  - A Leadership Journey
How Do we Get Speed, Innovation & Engagement - A Leadership Journey
 
5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting
 
Using the Employee Lifecycle as your Roadmap for Employee Engagement
Using the Employee Lifecycle as your Roadmap for Employee EngagementUsing the Employee Lifecycle as your Roadmap for Employee Engagement
Using the Employee Lifecycle as your Roadmap for Employee Engagement
 

Similar to Employee Engagement Pp 29 Jul2012

Employee Engagement 060512 Sbane Presentation
Employee Engagement 060512 Sbane PresentationEmployee Engagement 060512 Sbane Presentation
Employee Engagement 060512 Sbane Presentation
Karyn White, PHR
 
CNHRP Quarterly Session: ENGAGE: Employee Engagement
CNHRP Quarterly Session: ENGAGE: Employee EngagementCNHRP Quarterly Session: ENGAGE: Employee Engagement
CNHRP Quarterly Session: ENGAGE: Employee Engagement
Nakia Okafor Roundtree
 
4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy
4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy
4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy
Khorus
 
Slideshare effective growth
Slideshare effective growthSlideshare effective growth
Slideshare effective growth
Effective Growth
 
Mastering The Art of Human Engagement
Mastering The Art of Human EngagementMastering The Art of Human Engagement
Mastering The Art of Human Engagement
John Terhune
 
Helping Employees Increase Job Satisfaction
Helping Employees Increase Job SatisfactionHelping Employees Increase Job Satisfaction
Helping Employees Increase Job Satisfaction
O.C. Tanner
 
Employees rising - Seizing the opportunity in Employee activism
Employees rising - Seizing the opportunity in Employee activismEmployees rising - Seizing the opportunity in Employee activism
Employees rising - Seizing the opportunity in Employee activism
International Association of Business Communicators UK
 
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Agatha C Melvin
 
13 Realities of Employee Engagement
13 Realities of Employee Engagement13 Realities of Employee Engagement
13 Realities of Employee Engagement
Don Turner
 
Gallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement FindingsGallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement Findings
Paul Sohn
 
Leadership Key Whitepaper
Leadership Key WhitepaperLeadership Key Whitepaper
Leadership Key Whitepaper
Sonia McDonald
 
Leadership Key Whitepaper 2015 by LeadershipHQ
Leadership Key Whitepaper 2015 by LeadershipHQLeadership Key Whitepaper 2015 by LeadershipHQ
Leadership Key Whitepaper 2015 by LeadershipHQ
Sonia McDonald
 
Creating a Culture of Feedback at Work
Creating a Culture of Feedback at WorkCreating a Culture of Feedback at Work
Creating a Culture of Feedback at Work
Work.com - A Salesforce Company
 
Grow Regardless by Joe Mechlinski
Grow Regardless by Joe MechlinskiGrow Regardless by Joe Mechlinski
Grow Regardless by Joe Mechlinski
Joe Mechlinski
 
Employee Recognition and Creating Joy at Work: The Key to Engagement & Retention
Employee Recognition and Creating Joy at Work: The Key to Engagement & RetentionEmployee Recognition and Creating Joy at Work: The Key to Engagement & Retention
Employee Recognition and Creating Joy at Work: The Key to Engagement & Retention
Aggregage
 
Engaging Non Engaged Employees
Engaging Non Engaged EmployeesEngaging Non Engaged Employees
Engaging Non Engaged Employees
Sonny Navaratnam
 
8 Ways to Ensure Your Employees Give a Damn
8 Ways to Ensure Your Employees Give a Damn8 Ways to Ensure Your Employees Give a Damn
8 Ways to Ensure Your Employees Give a Damn
Khorus
 
Employee Engagement
Employee Engagement Employee Engagement
Employee Engagement
Scholar Consultants
 
Employee retention
Employee retentionEmployee retention
Employee retention
umesh yadav
 
15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams
David Hassell
 

Similar to Employee Engagement Pp 29 Jul2012 (20)

Employee Engagement 060512 Sbane Presentation
Employee Engagement 060512 Sbane PresentationEmployee Engagement 060512 Sbane Presentation
Employee Engagement 060512 Sbane Presentation
 
CNHRP Quarterly Session: ENGAGE: Employee Engagement
CNHRP Quarterly Session: ENGAGE: Employee EngagementCNHRP Quarterly Session: ENGAGE: Employee Engagement
CNHRP Quarterly Session: ENGAGE: Employee Engagement
 
4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy
4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy
4 Reasons CEOs Struggle to Align Employee Goals to Corporate Strategy
 
Slideshare effective growth
Slideshare effective growthSlideshare effective growth
Slideshare effective growth
 
Mastering The Art of Human Engagement
Mastering The Art of Human EngagementMastering The Art of Human Engagement
Mastering The Art of Human Engagement
 
Helping Employees Increase Job Satisfaction
Helping Employees Increase Job SatisfactionHelping Employees Increase Job Satisfaction
Helping Employees Increase Job Satisfaction
 
Employees rising - Seizing the opportunity in Employee activism
Employees rising - Seizing the opportunity in Employee activismEmployees rising - Seizing the opportunity in Employee activism
Employees rising - Seizing the opportunity in Employee activism
 
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02Gallupq12summaryboeingportlandr1 120223005928-phpapp02
Gallupq12summaryboeingportlandr1 120223005928-phpapp02
 
13 Realities of Employee Engagement
13 Realities of Employee Engagement13 Realities of Employee Engagement
13 Realities of Employee Engagement
 
Gallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement FindingsGallup Q12's Employee Engagement Findings
Gallup Q12's Employee Engagement Findings
 
Leadership Key Whitepaper
Leadership Key WhitepaperLeadership Key Whitepaper
Leadership Key Whitepaper
 
Leadership Key Whitepaper 2015 by LeadershipHQ
Leadership Key Whitepaper 2015 by LeadershipHQLeadership Key Whitepaper 2015 by LeadershipHQ
Leadership Key Whitepaper 2015 by LeadershipHQ
 
Creating a Culture of Feedback at Work
Creating a Culture of Feedback at WorkCreating a Culture of Feedback at Work
Creating a Culture of Feedback at Work
 
Grow Regardless by Joe Mechlinski
Grow Regardless by Joe MechlinskiGrow Regardless by Joe Mechlinski
Grow Regardless by Joe Mechlinski
 
Employee Recognition and Creating Joy at Work: The Key to Engagement & Retention
Employee Recognition and Creating Joy at Work: The Key to Engagement & RetentionEmployee Recognition and Creating Joy at Work: The Key to Engagement & Retention
Employee Recognition and Creating Joy at Work: The Key to Engagement & Retention
 
Engaging Non Engaged Employees
Engaging Non Engaged EmployeesEngaging Non Engaged Employees
Engaging Non Engaged Employees
 
8 Ways to Ensure Your Employees Give a Damn
8 Ways to Ensure Your Employees Give a Damn8 Ways to Ensure Your Employees Give a Damn
8 Ways to Ensure Your Employees Give a Damn
 
Employee Engagement
Employee Engagement Employee Engagement
Employee Engagement
 
Employee retention
Employee retentionEmployee retention
Employee retention
 
15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams15Five's Guide To Creating High Performing Teams
15Five's Guide To Creating High Performing Teams
 

Employee Engagement Pp 29 Jul2012

  • 1. Employee Engagement The human contribution to Lean Brice Johnson 1
  • 2. Lean = Continuous Improvement and Eliminating Waste “Plan, Plan, Plan, Act!” Speed is important, but dangerous without accuracy. Don‟t organizations always seem to find resources to repeat work? 2
  • 3. Lean… Getting it (more) right the first time, with greatest efficiency, reliably… Ensures position ahead of all competitors in a market. Materials and technology are available to all competitors. People are the great variable. Enable your people to be excellent! 3
  • 4. Employee Engagement The Holy Grail of increasing productivity, profitability, and sustainability of all organizations – public or private. 4
  • 5. Employee Engagement • Fully engaged workforce is possible. • Lean requires an engaged team. • Engaging everyone enables maximum benefit of team diversity. 5
  • 6. Result of millions polled in the workplace: Engaged employees – 28 % Not-engaged employees – 54% Actively Disengaged – 17% The Gallop Organization 6
  • 7. 71% of the workforce is either under-performing or actively undermining their work. 87,000 work units and 1.5 million employees have participated in the surveys. 7
  • 8. • Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. • Not-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. • Actively Disengaged employees aren‟t just unhappy at work; they‟re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish. 8
  • 9. How did Gallup determine who was “Engaged”? … Twelve questions. … Then divided into “Levels” categorizing answers…”Dimensions” of Engagement. 9
  • 10. Level One: “What do I get?” 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 10
  • 11. Level Two: “What do I give?” 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem to care about you as a person? 6. Is there someone at work who encourages your development? 11
  • 12. Level Three: “Do I belong here?” 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 12
  • 13. Level Four: “How can we all grow?” 11. In the last six months, has someone at work talked to you about your progress? 12. In the last year, have you had opportunities at work to learn and grow? 13
  • 14. 4 3 2 1 14
  • 15. Within the U.S. workforce, Gallup estimates the cost of disengagement to be more than $300 billion in lost productivity alone. $300 BILLION! 15
  • 16. Over the years, we have all heard CEOs say that their most valuable asset is their employees. Yet the typical corporate strategy to drive profit by increasing sales and cutting costs does not reflect this „employee first‟ attitude. Budgets for employee recognition, employee incentive programs, and employee training are often the first to be cut, because non-sales employees have been viewed as „cost centers, not profit centers‟. Human Resource Magazine, Where’s the Love?, September 16, 2009 16
  • 17. “Most organizations simply do not consider the adverse effects of narcissistic bosses on worker productivity and stress,” “In fact, many companies encourage it since narcissists are often seen as outgoing and confident – traits considered necessary for success in any managerial role. …there is a fine line between self- confidence…and selfishness that negatively affects others... Unfortunately, the needed adjustments simply do not take place in most organizations, for any number of reasons.” EHS Today Magazine, Narcissistic Bosses Damage Morale, Productivity, Augist 11, 2009 17
  • 18. 31% of respondents reported that their supervisor gave them the "silent treatment" in the past year. 37% reported that their supervisor failed to give credit when due. 39% noted that their supervisor failed to keep promises. 37% noted that their supervisor made negative comments about them to other employees or managers. 34% reported that their supervisor invaded their privacy. 23% indicated that their supervisor blames others to cover up mistakes or to minimize embarrassment. 18
  • 19. "Employees stuck in an abusive relationship experienced more exhaustion, job tension, nervousness, depressed mood and mistrust. They also were less likely to take on additional tasks, such as working longer or on weekends, and were generally less satisfied with their job. Also, employees were more likely to leave if involved in an abusive relationship than if dissatisfied with pay." 19
  • 20. Some hard-core [managers] have suggested that all this talk about positivity in the workplace is nothing more than a bunch of fluff with little real application in the cutthroat world of business. Our research strongly suggests otherwise: When human needs are met, the positive emotions that result encourage employees to look beyond the work in front of them and to care about the overall welfare of the business. More importantly, it's hard to create passionate, engaged customers without passionate, engaged employees. 20