The document discusses employee engagement, highlighting that only 21% of employees are highly engaged, costing U.S. employers an estimated $350 billion annually. It outlines key drivers of engagement, with understanding organizational strategy being crucial but only 37% of employees currently comprehend it. Additionally, it emphasizes the need for effective communication, leadership trust, and strategic alignment to foster a results-driven engagement strategy.

1. January 19, 2012
Engaging Employees in the Strategy
for Performance-Driven Results
FCN Lunch & Learn Webinar
Posted by FCN with Permission of Chris Gay
Connecting People and Strategy

2. Our Purpose
To help organizations connect
people and strategy to
achieve results
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3. The State of Engagement
21% of employees today identify themselves as highly
disengaged, a three-fold increase since 2007.1
The cost of disengagement to U.S. employers is estimated to
be as much as $350 billion per year.2
Engaged employees outperform disengaged ones by 20-28%.3
Organizations with engaged employees showed a 19% increase
in operating income 1-year period, compared to a 33%
decrease in companies with disengaged employees.4
1The Corporate Executive Board, Employee Engagement Study, 2010 3The Conference Board, Global Engagement Study, 2010
2Human Capital Institute, The Economics of Engagement, 2009 4Towers Perrin, International Survey Research, 2009
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4. What Drives Engagement?
Employee understanding of the
strategy and how their work
contributes to company performance is one
of the top drivers of engagement
However...
Source: The Conference Board (included review of Gallup, Towers Perrin, Blessing White, the
Corporate Leadership Council and others)
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5. What Drives Engagement?
Only 37% of employees
understand what the
organization is trying to
achieve
20% of employees have
a clear line of sight
between their work and
organizational goals
Source: Stephen Covey, The 8th Habit: From Effectiveness to Greatness
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6. Two Kinds of Engagement
OR
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7. Definition of Employee
Engagement
Employees are engaged when they:
Understand the organization and their role in its success
Trust leadership and believe leaders are making decisions
with the best interest of the organization and the people
in mind
Are engaged in making a difference in their jobs every day
Feel valued and appreciated
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8. Federal Employee Viewpoint
Survey Overall Results
Strengths
Survey Item % Favorable
The work I do is important. 92%
I like the work I do. 85%
I know how my work relates to my agencies goals and priorities. 85%
I am held accountable for achieving results. 84%
My agency is successful at accomplishing its mission. 79%
The people I work with cooperate to get the job done. 75%
My work gives me a feeling of personal accomplishment. 74%
I have enough information to do my job well. 73%
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
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9. Federal Employee Viewpoint
Survey Overall Results
Opportunities
Survey Item % Favorable
My training needs are assessed. 54%
Policies and programs promote diversity in the workplace. 59%
Employees have a feeling of personal empowerment with respect 48%
to work processes.
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
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10. DEVELOPING A RESUTS-DRIVEN
ENGAGEMENT STRATEGY
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11. Cornerstones of Strategic Planning
Planning is a process, not an event
Values will be key in trust, openness and ability to take risks
The way stakeholders currently view the organization will
heavily influence the discussion of the future
A clear, compelling view of the future will serve as a
motivator for the organization
Stakeholders must be willing to move from goals to the
behavior changes required to achieve the strategy
Success demands follow-up, accountability and rewards that
show the organization is serious about its objectives
Copyright © 2012 Bridge Consulting
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12. The Strategic Planning Process
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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13. Assess the Landscape
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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14. Gather Data Assess the
Landscape
Gather data to ensure thorough understanding of:
External and internal factors
impacting the agency and
employees
and alignment of organization
behind them
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15. SWOT Analysis Assess the
Landscape
Strengths Weaknesses
What are we really Where are we most
good at? What is our vulnerable? What are
competitive the biggest issues?
disadvantage?
Opportunities Threats
How can we improve What will cause low
employee engagement engagement or high
to deliver agency turnover?
results?
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16. Set Objectives & Priorities
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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17. Overview Set
Objectives
& Priorities
Set objectives
Brainstorm strategies for each objective
Prioritize strategies
Develop tactics for each strategy, with timeline and
resource requirements
Identify next steps
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18. Criteria for Strategic Objectives Set
Objectives
& Priorities
Strategic objectives should be:
Realistic can be achieved in timeframe
Communicable easy for others to understand
Measurable state how you will
Relevant achievement will make
a major contribution to vision and/or
mission
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19. Brainstorming Methods Set
Objectives
& Priorities
Mind-mapping
Storyboarding
Brain writing
Attribute change
Logistics Themes Content
Rolestorming
Trigger method
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20. Set Objectives and Priorities Set
Objectives
& Priorities
The Bottom Line
FOCUS
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21. Create the Plan
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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22. Messaging The Context Create the
Plan
Employees need to
understand the context for
priorities?
What are other agencies
doing?
How does your agency want
to be positioned with its
constituencies?
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23. Stakeholder Analysis Create the
Plan
Stakeholder Key Issues Key Impact Comm.
Group Constituents Tactic
Call Center Rep Need context and Managers/ 9 Create online tip
detail to ensure Employees sheets
they can explain Prepare role
differences to plays for
people and manager to use
proactively with team
respond
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24. Identify Vehicles Create the
Plan
Top Communication Methods Used to Engage Employees and Foster Productivity
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2011
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25. Align Leaders
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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26. Federal Employee Viewpoint Align
Survey Perceptions of Leaders Leaders
Survey Item % Favorable
Managers communicate the goals and priorities of the 64%
organization.
Overall, how good a job do you feel is being done by 58%
the manager directly above your immediate
supervisor/team leader?
My organization's leaders maintain high standards of 57%
honesty and integrity.
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
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27. Leader Roles in Engagement Align
Leaders
Agency Director
Sets the vision and brings it to life
Holds others accountable for communication
Leadership, above plus:
Builds context around the vision
Creates a communication culture
Managers
Makes the vision meaningful locally
Creates a communication culture
Serves as an advocate for employees
Copyright © 2012 Bridge Consulting
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28. Building Trust Align
Leaders
Employees with a high degree of
trust in management are more
committed and less likely to leave:
80% with high trust in
management are committed to
the organization, compared
with 25% with a low trust
60% with low trust in
management intend to leave
their organization, compared to
20% with high trust
Source: CCL, World Leadership Survey, 2010
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29. Leadership Sphere of Engagement Align
Leaders
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Workshops
Toolkits
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Ongoing feedback 1#/.&%#%$( Results 8-)9/(
on progress
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Copyright © 2012 Bridge Consulting
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30. Engage Employees
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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31. Federal Employee Viewpoint Engage
Survey Motivation & Commitment Employees
Survey Item % Favorable
In my organization, leaders generate high levels
45%
of motivation and commitment in the workforce.
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
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32. Engagement Pyramid Engage
Employees
DO
COMMIT
UNDERSTAND
KNOW
Copyright © 2012 Bridge Consulting
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33. Using Creativity Engage
Employees
Discovery Maps
Social media blogs, discussion boards, podcasts, wikis,
webcasts
Contests
Opportunities for dialogue and employee input
Storytelling
Be Creative Find Ways to Truly Connect
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34. Discovery Maps Engage
Employees
A discovery map is an interactive, visually compelling
communication tool that can be used to:
Create strategic clarity throughout the organization
Align leaders to ensure they are consistently
communicating and modeling behaviors for success
Actively engage employees in the strategy and
achieving it
Build pride throughout the organization
Discovery maps leverage visual learning
and active dialogue, which is how over
60% of people learn
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35. Growth of Social Media Engage
Employees
Streams 3 billion
750 million videos per day 100 million
active users user accounts
Used by over
175 million 100,000 companies
user accounts
93% of social media
4 out of 5 in U.S. create, users believe a company
participate in or read social should have a presence
media each month in social media
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36. Most Commonly Used Social Engage
Media Tools Employees
Internal and External Social Media Tools Currently Used
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2010
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37. Use of Social Media Example Engage
Employees
Employee film festival employee created videos
with voting, comments and sharing
Social media portal blogs, social games, photo
sharing and forums
Employee jams to generate ideas, spur creativity
and build community
Intranet tools polls, focused discussions and
recognition mechanism
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38. Measure
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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39. Measuring Progress Along the
Engagement Pyramid
Measure
Engagement Surveys
Transactional Outcomes DO
Pulse Takers COMMIT
Focus Groups
Knowledge Tests UNDERSTAND
Distribution Surveys KNOW
Copyright © 2012 Bridge Consulting
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40. In Summary
Set
Assess the Create the Align Engage
Objectives Measure
Landscape Plan Leaders Employees
& Priorities
R E S U LT S
Copyright © 2012 Bridge Consulting
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41. Contact Info
Chris Gay
o: 614.775.9706
c: 614.370.7055
Chris.Gay@bridgecnslt.com
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