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![CURRENT MACRO SITUATION
Less than 1/3 of employees [US] engaged
(2012 Gallup, Conference Board, et al)
50% of people not engaged
Notengaged = neutral or ineffective
Compliance vs. commitment
~20% of employees dis-engaged
Dis-engaged = actively working on goals/needs
other than ours](https://image.slidesharecdn.com/engagementmodel-13433149305476-phpapp02-120726100245-phpapp02/85/Engagement-Model-10-320.jpg)
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Engagement Model
- 1.
- 2. OBJECTIVES Business Casefor Engagement Strategy & Process Summary
- 3. THE BASIC QUESTIONS What Why How
- 4. SATISFACTION IS NOTENGAGEMENT Satisfaction = contentment Contentment = lack of disturbing status quo Satisfaction in and of itself ≠ action
- 5. WHAT IS ENGAGEMENT Passion for excellence Self-generated enthusiasm Commitment to action beyond the obvious
- 6. ENGAGED TO THE… Organization Manager Customer
- 7. ENGAGEMENT Taps reserve energy enabling us to do more and replenish ourselves at the same time
- 8. ENGAGEMENT IS Emotional,energizing and contagious Done right, it will spread organically
- 9. WHY WE CARE Engaged employees share two key traits IncreasedProductivity Decreased Attrition In addition these people tend to be more… Collaborative, creative and flexible
- 10. CURRENT MACRO SITUATION Less than 1/3 of employees [US] engaged (2012 Gallup, Conference Board, et al) 50% of people not engaged Notengaged = neutral or ineffective Compliance vs. commitment ~20% of employees dis-engaged Dis-engaged = actively working on goals/needs other than ours
- 11. CURRENT MICRO VIEW Mxxx 2/3 people “new” (<6 mo’s) No history to rely on/carry forward – as positive as it is negative Within this calendar year the excitement of being “newly-hired” ceases Absent overt intervention our engagement rates will approximate the US avg
- 12. SEVEN FACTORS FUELENGAGEMENT Relationship with boss Personal recognition Professional development Coaching & feedback Inclusion & involvement Social systems Communication
- 13. ENGAGEMENT OBJECTIVE Create and sustain environment that moves beyond the four walls causing people to embody healthy, productive and renewing work relationships for the long-term
- 14. ENGAGEMENT STRATEGY Leveragecurrent highly engaged people with additional responsibilities & challenges Focus on the interface between team and direct manager Collaboratively develop culture using the seven factors
- 15. RATIONALE Near-term “wins”excite teams Focus on existing believers redefines nature of work Relationship of managers and teams most visible opportunity for engagement Culture based on seven factors sustains healthy workplace long-term
- 16. IMPLICATIONS Not everyonemakes the transition Divergence in prior experience of talent means un-doing poor cultural habits Working in highly engaged environment increases expectations of leaders Engagement is emotional; not always comfortable or predictable Avoid the extremes; concentrate on the mid
- 17. ENGAGEMENT PROCESS Leverageearly adopters Develop healthy teams Build culture
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- 19. LEVERAGE EARLY ADOPTERS Identify resources who are already “there” Enroll believers in creating action plans Immerse in change management practices Provide technical leadership opportunities Invest in interpersonal skills training Envelop informal communication systems
- 20. HEALTHY TEAMS Believework is fun; amplify this Support model behaviors Develop healthy interactions for conflict, debate and problem-solving Reach-out plans for distressed members Every member adds value
- 21. CULTURE Define theMxxx culture incorporating the forward mission Celebrate successes Act collaboratively Openness in sharing good & bad news Fully immersed in customer engagement
- 22.
- 23. RELATIONSHIP Role clarityfor manager and team members Manager as coach Manage vs. lead Situational leadership Learn employees’ stories Recognize life is larger than work; things happen
- 24. RECOGNITION Timeliness ApplyStrategically Peer recognition Appropriate venues
- 25. DEVELOPMENT Career planninglong and short-term Baseline of technical, business and social skills Development as active vs. passive Limited time roles key to learning Post-completion assessment foundational
- 26. COACHING Separate coachingand counseling Train effective coaching techniques Use critical incidents as profile material Selective coaching techniques
- 27. INCLUSION Share broadlyas much as possible Retain right to not share Inclusion brings responsibility Ideas are the price of admission Delegation and inclusion work together Willingness to let others lead the way
- 28. SOCIAL Cross functionalfun Event driven excuse to party Business case reasons to learn about others Community outreach opportunities Social media presence Family inclusion Humanize each other
- 29. COMMUNICATION Develop employeevoice Cultural sync of messaging High-touch, low-tech Listening skills Formal and informal tools Testing for understanding (tribute to Covey) Recap
- 30. SUSTAINING PRACTICES People Process Measures
- 31. SUSTAINING PRACTICES, PEOPLE Identity non-performers Management/non-management Promote active/visible leadership Reviews/ratings/results Remain open to contrary views Openness drives inclusion and involvement Open ≠ loose
- 32. SUSTAINING PRACTICES, PROCESS Ensure support processes are in sync Recruiting/hygiene/strategy Renew systemic approach over time Remain current in cultural practices Leverage communication system as the key
- 33. SUSTAINING PRACTICES, MEASURES Baseline, 2012 Internalmeasures Key needs Primary focus Customer view On-going data collection/analysis
- 34. SUMMARY Engagement drivesgreater return on people Systemic element allowing us to focus Executed well, becomes a competitive advantage and a differentiator