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Employee Engagement Presentation By Big Pharma Jobs
- 2. Progress Inertia0 People in motion tend to stay in motion BIG PHARMA JOBS
- 3. We tend to be carried forward in life by the inertia of our past. The Law of Inertia BIG PHARMA JOBS
- 4. The Law of Inertia BIG PHARMA JOBS
- 6. Inertia Killers Path is Unclear Destination Ambiguity Progress Slows Restate and refocus on the objective Have a plan of attack Divide work into small chuncks BIG PHARMA JOBS
- 7. Task Autonomy Making your own decisions matters BIG PHARMA JOBS
- 8. Have a safe work environment Have the tools, training, and resources to do their jobs well Can get their jobs done efficiently, without excess bureaucracy Are valued and rewarded fairly Are pat of an extraordinary team Have autonomy to do their jobs Learn and grow every day Make a difference and have an impact Get meaning and inspiration from their company’s mission Are inspired by the leaders in their company Satisfied Employees… Engaged Employees Inspired Employees BIG PHARMA JOBS
- 9. It’s About Ownership BIG PHARMA JOBS
- 10. Task to Skill Alignment Getting to do what you do best BIG PHARMA JOBS
- 11. COP Model Competency Opportunity Passion The sweet spot BIG PHARMA JOBS
- 12. Optimizing for FLOW BIG PHARMA JOBS
- 13. Aligning to Attributes BIG PHARMA JOBS
- 14. Are your interviewers asking the right questions? 61 percent of employees say new job realities differ from expectations set during the interview process. BIG PHARMA JOBS
Editor's Notes
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- BHR overcoming negative inertia Gravity
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- BHR From Switch by Dan & Chip Heath A local car wash ran a promotion featuring loyalty cards. Every time customers bought a car wash, they got a stamp on their cards, and when they filled up their cards with 8 stamps, they got a free wash. Another set of customers at the same car wash got a slightly different loyalty card. They needed to collect ten stamps (rather than eight) to get a free car wash--but the were given a "head start." When they received their cards, two stamps had already been added. The "goal" was the same for both sets of customers: buy eight additional car washes, get a reward. But the psychology was different: in one case, you're 20% of the way toward a goal, and in the other case, you're starting from scratch. A few months later, only 19 percent of the eight stamp customers had earned a free wash, versus 34 percent of the head-start group. (And the head-start group earned the free was faster.) People find it more motivating to be partly finished with a longer journey than to be at the starting gate of a shorter one... One way to motivate action, then, is to make people feel as though they're already closer to the finish line than they have thought.
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- JV Dan Pink in his book Drive:The Surprising Truth About What Motivates Us demonstrated that the three things that lead to motivation are autonomy, mastery, and purpose. Psychologist Edward Deci, and his colleague Richard Ryan, have been exploring the nature of what’s called self-determination theory, a theory of motivation that takes into account people’s psychological needs. They discovered in a study of workers at an investment bank that managers who offered “autonomy support” — which means helping employees make progress by giving meaningful feedback, choice over how to do things, and encouragement — resulted in higher job satisfaction and better job performance. Workplaces can support autonomy by giving people real control over various aspects of their work — whether it’s deciding what to work on or when to do it.
- JV We saw Autonomy repeated in the research conducted by Bain & Company, that we referenced above.
- JV Really, it’s all about ownership. When people have autonomy to do their jobs they have an increased sense of ownership, they take more pride in their work, simply put… they care more. But when they don’t have autonomy, when they’re just doing what they’re told, that sense of ownership goes away, they care less about what they’re doing, and that leads not only to reduced engagement, but lower productivity and performance as well.
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- JV It’s critical that in our interview process, we’re asking the right questions, making sure that we’re not only measuring for competency and experience, but for attributes, especially because specific job duties tend to change.