Employee Engagement York - July 16 15
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This document discusses employee engagement and its impact on company culture. It defines employee engagement as the emotional commitment an employee feels toward their organization and its goals. When employees care and are engaged, they put in discretionary effort which leads to higher service, quality, productivity and customer satisfaction, ultimately increasing sales and profits. The document recommends companies instill confidence in leaders, contribute to their industry, introduce impactful jobs, and crowdsource innovation from employees to improve engagement. It concludes by asking what else could be done and quotes Margaret Mead about how committed groups can change the world.
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Employee Engagement York - July 16 15
- 1. EMPLOYEE ENGAGEMENT & WHAT IMPACT IT HAS ON YOU & COMPANY CULTURE WHAT CAN WE DO ABOUT IT? Michael Lines
- 2. What do I even mean by Employee Engagement? Employee engagement does not mean employee happiness Employee engagement doesn’t mean employee satisfaction Employee engagement doesn’t mean a pool table
- 3. What do I even mean by Employee Engagement? Employee engagement is the emotional commitment the employee has to the organization and its goals. When employees care – they are engaged – they use discretionary effort …Forbes 2014
- 4. What are we going to talk about today? Companies small and large are losing the employee engagement game Let’s talk about what we would do to change that.
- 5. When you care about people
- 7. Build, nurture, stoke, maintain
- 8. The corporate talk… Engaged Employees lead to… higher service, quality, and productivity, which leads to… higher customer satisfaction, which leads to… increased sales (repeat business and referrals), which leads to… higher levels of profit, which leads to… higher shareholder returns (i.e., stock price)
- 10. Here’s what companies should do… 1. INSTILL GENUINE CONFIDENCE IN THE COMPANY’S LEADERS 2. CONTRIBUTE TO THE INDUSTRY 3. INTRODUCE IMPACT JOBS 4. CROWDSOURCE INNOVATION FROM WITHIN
- 11. What would you do to improve engagement?
- 12. “Never doubt that a small group of thoughtful, committed people can change the world. Indeed. It is the only thing that ever has” …Margaret Mead
Editor's Notes
- Dana to intro Mike and Mel
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mike – 2 minutes They’ll move mountains for you. They can make $$ some place else They can get fancy titles some place else The probably won’t feel the love some place else – so give them some special sauce
- Mike – 2-3 minutes
- Mel – 2-3 minutes Amazing cultures are built, cherished and maintained by everyone in the organization Culture is like a fire, you’ve got to start it (tinder), tend to it, feed it and keep it from burning down your house. Some people want quick wins so they pour gasoline on it… get a flare up then it goes out… not sustainable. A good steady fire, with hot coals that burn forever is what you need. Cultures are dysfunctional when they’re imposed from the top or created by free radicals – needs to be a joint effort and there need to be guardrails Leaders have the responsibility of setting the guardrails – mission, vision, values Leaders also have the responsibility of walking the talk – BEHAVIOUR General Brock – War of 1812. – Battle of Queenston Heights – Niagara River Oct 1812. his philosophy of never ordering men where he would not lead them, he personally led the charge on foot. Brock was struck in the wrist of his sword arm by a musket ball but continued to press home the attack. His height and energetic gestures, together with his officer's uniform and a gaudy sash given to him by Tecumseh made him a conspicuous target – struck in the chest – dying words "Push on, brave York Volunteers” Low walled offices (collaboration is important, except for me in my corner office with walls) Importance of collaboration – (collaboration is important, yet I won’t talk with you when we’re in the elevator together) We all must walk the talk or a culture we don’t want (or perhaps say we don’t want) grows Leaders have the responsibility for holding everyone accountable for living the values We all have the responsibility of contributing to the culture, stoking the fire, living the values
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- Mel 3-4 minutes: Tell brief story of our shared history – together at Cadbury – from 2002 we: five restructures and downsizings, one massive acquisition and merger, and two divestitures. Along the way we introduced completely new ways of working for sales and marketing; installed SAP; implemented significant cost-saving measures; and merged the Canadian and US divisions of our confectionery business. When the dust settled, over 30% of our employees were gone, including one of us. while we were unleashing these massive changes along with profound uncertainty on our employees and driving for unbelievable efficiencies and growth, our engagement scores actually went up. Even after five years of transformational change, when we asked our colleagues how proud they were to work for the company, how much they believed in our core purpose and values, and how committed they felt, they scored us in the high 90s. At the same time we increased our market share and quadrupled our profit margin. The secret – our culture. It was the combination of honesty, trust, equality, high performance, and heart. That was our secret sauce.
- 5 mins