The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.

1. March 12, 2010 Placeholder for Presentation Name

2. SHRM Presents The Changing Face of Employee Engagement Ryan Gunhold Associate Faculty & Education Consultant March 2010 Timothy Sprake HR Director

3. Workshop Learning Objectives Understand the importance and strategic impact of conducting an internal analysis of employee engagement that establishes the foundation for change to a culture where employees are genuinely engaged in the success of the organizations they support. Explore the different measurements of employee engagement and why these measures are more effective at achieving organizational success. Understand that an engagement survey is only one of the tools available that help organizations identify the need for change and improvement. More importantly participants will understand that an organizations willingness and ability to actively pursue their current reality on multiple fronts and through multiple methods is the primary path to improvement and ultimately greatness.

4. What is a Magnetic Culture™ in the Workplace? Redefining Employee Satisfaction Defining Employee Engagement. Outcomes Driven by Employee Engagement. The Numbers Behind the Story of Engagement & Diversity. Key Drivers. The Top Ten Tool Kit.

5. Satisfaction versus Engagement “ What do I get” Employees more focused on Pay Satisfaction, Benefits Satisfaction, Physical Working Conditions, and other factors that satisfy. “ What you give back” Employees more emotional, feeling of ownership, involvement in their job, passion, safe culture, and having meaning and purpose as an employee.

6. What is a Magnetic Culture™ in the Workplace? A Magnetic Culture™ is one that draws talented employees to the workplace, and sustains an environment in which they are less likely to leave. It is marked by engaged employees who share a strong desire to be part of the value that the organization creates.

7. Defining Employee Engagement Engaged Employees are: Motivated. Committed. Very involved in their work. An inspiration for others. Supportive of co-workers. Oriented to providing good customer service. Loyal. Optimistic about their work goals.

8. Outcomes Influenced By Employee Engagement The following business outcomes result from successful implementation of Employee Engagement programs: Top Employer Ranking. Stellar Productivity and Financial Success. Outstanding Performance from Employees. A Magnetic Culture™ is established at your organization.

9. Outcomes Influenced By Employee Engagement Reputation Customer Satisfaction Absenteeism Retention Employee Engagement

10. Employee Engagement – The Numbers Behind the Story Three Types of Employees 1 : ENGAGED Highly engaged and committed to the mission, vision and values of the organization. AMBIVALENT They are “checked out”, lack of spirit and vivacity, they feel unappreciated and insignificant. ACTIVELY DISENGAGED Negative energy, they focus on problems. 1 Source: HR Solutions National Study

11. Employee Engagement – The Numbers Behind the Story Percentage of Engaged Employees in the workplace 1 : 1 Source: HR Solutions National Study

12. Estimated costs of turnover in the United States economy: $5 trillion per year 1 . The cost of disengagement: $300 billion 2 . 1 Frank, F.D., Finnegan, R. P., & Taylor, C.R. (2004) The Race for talent: Retaining and engaging workers in the 21 st century. 2 Getting Engaged by Steve Bates, HR Magazine Feb 2004 Employee Engagement – The Numbers Behind the Story

13. Gender Quiz My job gives me the opportunity to do the things I do best. This organization provides me the opportunity to improve my professional knowledge. Senior Management of this organization is concerned about the employees. I have an opportunity to participate in decisions made by my supervisor that affect my work environment. All in all, I am satisfied with my job.

14. Changing Priorities Age Group Importance (6=Most Important)

15. Employee Engagement & Diversity Satisfaction % Favorable

16. Employee Engagement – The Numbers Behind the Story Mature Generation—A Different Perspective on Work. 47% increase in age 55+ workers by 2010 1 . 80% of Baby Boomers plan to work at least part-time during retirement 1 . 69% of age 45+ plan to work “well beyond age 65” 2 . Characteristics 3 Trust for authority; optimal in hierarchical structure. Compliant to organizational practices/policies. Team players. Long tenure at single company. Different appreciation characteristics: Value benefits programs, role within the organization, and recognition. Less value assigned to pay levels (not pay fairness). The older generation “lives to work” whereas the younger population “works to live.” 1 Source AARP, 2 Source J. Walter Thompson, 2004 3 Source – The Concours Group

17. Connecting the Generations Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veteran Baby Boomers Generation Xers Generation Y Millenials Outlook Practical Optimistic Skeptical Hopeful Work Ethic Dedicated Driven Balanced Ambitious View of Authority Respectful Love/hate Unimpressed Relaxed, polite Leadership by Hierarchy Consensus Competence Collaboration Relationships Personal Sacrifice Personal gratification Reluctant to commit Loyal Perspective Civic Team Self Civic Influencing Messages Make do or do without Stay in line Sacrifice Be heroic Consider the common good Be anything you want Change the world Work well with others Live up to expectation Duck and cover Don’t count on it Remember – heroes…aren’t Get real Survive – stayin’ alive Ask “why?” Be smart– you are special Leave no one behind Connect 24/7 Achieve now! Serve your community

18. The Face of CityU

19. Six Item Highlights from Data Analysis There is good communication between members of my work group. (80% Favorable, Education Norm: 67, National Norm: 68, BIC Norm: 80) My supervisor is friendly and helpful. (83% Favorable, Education Norm: 79, National Norm: 78, BIC Norm: 87) The person/persons doing my performance appraisal is/are aware of my work . (75% Favorable, National Norm: 69, BIC Norm: 79) My immediate manager’s actions are consistent with what she/she communicates. (74% Favorable, National Norm: 69, BIC Norm: 78) I can explain the organization’s strategy/mission to my family, friends and coworkers. (76% Favorable, National Norm: 69, BIC Norm: 84) I feel free to express new ideas and work methods which I feel will help this organization . (67% Favorable, National Norm: 55, BIC Norm: 81) BIC – Best in Class

20. CityU of Seattle’s Employee Engagement Levels 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. It is marked by engaged employees who share a strong desire to be part of the value that the organization creates.

21. Percent Favorable Best-in-Class – 90 th Percentile in our database. Three Dimension Opportunities from Data Analysis

22. Ancillary Highlights In addition, when closing each feedback session, the facilitator made a point to ask what employees liked most about their jobs and working at City University of Seattle. The most frequent responses included the following types of comments: Coworkers Benefits Empowerment President Variety of work Flexibility Supervisors Friendly and challenging environment

23. Male vs. Female

24. AGE

25. Years of Service

26. Training and Development Feedback sessions included the following types of comments: “ There is no training or development. Orientation to company is great. You learn about the benefits. The training is fine when you first come here. There are people here that help you out. Once you are trained that is it. It is pretty much it.” Nine agreed. “ I don’t feel organization is committed to Training & Development. I got some in my own department; but there is no institutional commitment to it.” [10 of 11 Managers agreed] Job-role specific department training IT Training, Seminars, MS Excel training, Phone etiquette/ transferring phone calls. SharePoint Leadership Development. How to hold people accountable. How to deal with underperformers.

27. Key Drivers Promotions/Career Advancement Strategy/Mission Satisfaction with the Work Customer Service Supervisory Promotion Teamwork Pay Satisfaction Coworker Performance/Cooperation Concern for Employees Job Stress Benefits Satisfaction Top 10 Influencers on Employees’ Overall Job Satisfaction/Engagement Determination of key drivers based on survey responses in our National Normative Database, representing over 2.2 million participants and 2,100 organizations.

28. Key Drivers of Employee Engagement

29. Action Planning in Action Pro ®

30. Action Pro ® / Action Planning Process

31. Action Planning to Lowest Organizational Level

32. Submit Action Plan to Supervisor & wait for approval Action Planning Process Meet with your Supervisor to discuss Department Opportunities Global Opportunities for Senior Management Develop Action Plan with Action Pro ® Implement & Communicate Action Plan APulse : Measure Results Discuss /adjust Action Plan with staff

33. Action Planning in 7 Simple Steps ROADMAP to EMPLOYEE ENGAGEMENT REVIEW INITIAL POST-SURVEY COMMUNICATION TO ALL EMPLOYEES POST-SURVEY COMMUNICATION AMONG ALL MANAGERS DEVELOP AND SAVE INITIAL ACTION PLANS IN ACTION PRO ® MEET WITH YOUR EMPLOYEES TO DISCUSS THE ACTION PLAN SUBMIT, COMMUNICATE, AND IMPLEMENT ACTION PLANS MEASURE THE RESULTS OF THE ACTION PLAN Senior Management All Management

34. The Top Ten Ways To Create a Magnetic Culture™: A Best Practices Tool Kit Provide career development opportunities. Competitive salary. Flexible work schedules. Optimal day-to-day work life. Provide top-notch customer service. Ensure company mission is clear. Retain best supervisors and managers. Strong senior management. Maintain positive organizational culture. Generous benefits. ©2007 HR Solutions, Inc.

35. Employee Engagement & Diversity Satisfaction

36. Creating a Magnetic Culture™ in the Workplace The kind of commitment I find among the best performers across virtually every field is a single-minded passion for what they do, an unwavering desire for excellence in the way they think and the way they work. Genuine confidence is what launches you out of bed in the morning, and through your day with a spring in your step. Jim Collins Source: Good to Great: Why Some Companies Make the Leap... and Others Don't , Page: 87

37. Questions / Comments October 2, 2007 Thank You!