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Keeping Employee’s Engaged
            in Difficult Times
Lori M. Smith, Capstone Coaching & Consulting, Inc.
   Nikki Novotney Rieck, Strategic Programs, Inc.
Session Overview


•   A Few Basics About Engagement
•   What Are We Seeing In The Workplace Right Now?
•   Ways To Re-engage Dis-engaged Employees
•   The OD Network: Future Focus
Starting Close to Home



What does it mean to be engaged in
 your work? What helps keep you
              engaged?
What is Engagement?


   Engaged Employees:
      consistently speak positively about the organization to
       coworkers, potential employees, and customers
      have an intense desire to be a member of the
       organization despite opportunities to work elsewhere
      exerts extra time, effort, and initiative to contribute to
       business success
                                    ―Employee engagement is about translating employee
                                                   potential into employee performance
                                                                 and business success.‖
                                                                                             Melcrum Report




Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
Why is Engagement Important to
                                     Your Organization?


   Multiple studies show a correlation between levels of
    engagement and business performance
      (Gallup, Towers Perrin, Great Places to Work, International Survey Research)

   Engagement studies reveal companies with higher
    percentages of highly engaged employees also have:
         Strong customer-focused organizations
         Increased retention, decreased absenteeism and staff turnover
         Better financial performance:
            (Revenue growth (Towers Perrin), Operating Margin And Net Profit Margin (1999, 2001
            ISR), Total Shareholder Return (2003, Hewitt), Stock Market Performance (2002, The
            Frank Russell company)




Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
Engagement Measures a Composite:



      The words and actions of senior management
      The words and actions of direct supervisors
      Informal recognition of work well done
      Clarity around one‘s roles and responsibilities
      An equitable basic workplace environment
      Clear and regular communication
      The opportunity to develop skills and talents
      Belief in the future of the company
      Formal reward and recognition


Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
Top 6 Drivers Of Employee
                                                 Engagement

               Actions of Senior leadership
               Actions of Direct supervisors
               Opportunities for career advancement
               Belief in vision, values and strategy
               Fostering of people culture
               Compensation and benefits




Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005. p. 59, North America.
Employee Engagement Cycle


                      Fully
                     Engaged

                                Passive
        Commitment

                                          Active



Evaluation
                                                   Complete
Impact of Loss of Engagement &
                          Turnover



         Financial
Organizational performance
 Customer dissatisfaction
 Loss of competitive edge
     Reduced safety
    Decreased quality
What Are We Seeing Right Now?
                              Reactions to the Recession

  In your organizations?

  72% of companies have reduced their
  workforce in response to the recession
  (Towers Perrin)

  The number of actively disengaged workers has
  gone from 3% to 24% in organizations who have
  laid off workers (Gallup)


Source: Re-Engage Disengaged Employees, Alison Davis, SHRM website
Reactions to the Recession




      47% of high performers are looking to leave
        their jobs when the economy picks up


             Only 18% of low performers want to
                           leave



Source: Leadership IQ.com
Engagement Factors




                       50

                       40

                       30
     Frequency Count




                       20

                       10

                        0




Source: Research by Strategic Programs, Inc.
Importance vs. Performance


        4.00


        3.50


        3.00
                                                                      Importance
        2.50                                                          Performance


        2.00

        1.50


        1.00




Source: Research by Strategic Programs, Inc.
Top 6 Drivers Of Employee
                                                 Engagement

           Listed in order of impact:
            Actions of Senior leadership
            Actions of Direct supervisors
            Opportunities for career advancement
            Belief in vision, values and strategy
            Fostering of people culture
            Compensation and benefits




Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005. p. 59, North America.
Ways to Re-engage
                     Dis-engaged Employees

• Your thoughts
• Ask team members (customers) what engages them and then
  take meaningful action – 1 on 1
• Talk with your team members—ask them what they need to be
  successful? what drives them crazy? Determine what is
  actionable and then follow through
• Create ownership for the work and for success
• Help team members see how their work contributes to the
  overall success of the business and to the customer
• Find meaning in your work – how does it contribute to the
  overall good?
Ways to Re-engage
                       Dis-engaged Employees


• Use the ―Swiffer Strategy‖ – find ways to look at the same ‗ole
  problems from a new perspective – ask those closest to the
  work
• Focus on using team member‘s strengths – and leveraging
  strengths of the whole team to get the work done
• Get team members more information – and deliver it face-to-
  face and in small doses, more often
• Use Skype—or other ways to add faces to virtual meetings
• Use social media to help employees connect across the
  organization – Best Buy Blue Shirt Nation
Ways to Re-engage
                        Dis-engaged Employees


•   Take a personal approach -- get to know one another
•   Use f2f recognition, at least once a week within your team
•   Increase ownership for the results
•   Expect team members to contribute
•   Invest in your people – if you don‘t have $, invest time
•   Find humor – appropriately of course
•   Uncover the collective genius of your team members – they
    just might surprise you
The Role of Senior Leaders in
                                          Building Engagement



  The top six most important actions for senior
  leaders to build employee engagement:
  1. Communicate a clear vision                                                          70%
  2. Build trust in the organization                                                     46%
  3. Involve employees in decision making that                                           40%
     will affect them
  4. Demonstrate commitment to the company‘s values                                      39%
  5. Being seen to respond to feedback                                                   33%
  6. Demonstrate genuine commitment to                                                   28%
     employees‘ well being



Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
How Organizations Measure the Impact
                                    of Engagement Efforts



 By evaluating fluctuations in our employee survey scores                                            55%
 By evaluating anecdotal feedback from employees through                                             49%
  focus groups, online forums, etc…
 By observing employees‘ willingness to participate in                                               32%
   company programs
 By observing increases in employees‘ receptiveness to change                                        29%
 By analyzing other data in the business,                                                            29%
   i.e. profitability, retention, etc..)
 Through other means                                                                                  4%
 We do not formally measure the impact of our engagement                                             32%
   endeavors at this time


  Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
Keeping employee's engaged in difficult times
Board Planning Retreat


• Held in mid-September
• Included past, present and future board membership
• Used several sources for planning:
   –   Historical context of who we are
   –   Vision
   –   Purpose
   –   Results of Member Survey
• SOAR Analysis
• Goal Setting
Where Omaha OD Network is
                 Going: Our Focus for 2010-2015

Four Key Areas in Five Years:
• Create multiple avenues to help members explore, learn
  and apply OD methods, tools and techniques.
• To be the preferred source for our members by providing
  education about leading edge topics incorporated into
  programs and professional development.
• Create a 5-year plan for creating a more robust website.
• Create increased awareness with senior leaders in the
  business community about how OD can help them achieve
  business results.
In 2010


Create Multiple Avenues
• Use round table discussions to create intentional connections
  between members—deepen knowledge & networking
• Provide three additional program opportunities for
  professional development outside the monthly programs

Leading Edge Topics
• Identify two leading-edge, OD-related topics to incorporate
  into 2010 programming
In 2010


More Robust Website
• Create a plan for website development that will include the
  features most in demand from members, as indicated in 2009
  (and future) member survey

Increased Awareness with Senior Leaders
• Target one event per year to invite and target the interests of
  a broader audience, including business leaders
How Can You Make a Difference?


• Stake a claim in the success of Omaha OD Network
   – We‘re striving to move from less than 10% members actively
     involved, contributing to the organization beyond monthly meetings, to 20%
     members actively involved in 2010.
• Use your strengths to contribute to our cause:
   – Program and Professional Development Committees Need People Who:
       • have ideas or who
       • ―know people‖ who would be good resources or who
       • Like to organize or people who
       • Get smarter or people who
       • Like to network or people who
       • Just want to make this a stronger, more vibrant and exciting chapter
       Contact Nikki Novotney Rieck (303-596-3357) or Pam Nienaber (402-481-5693) --
         Program Committee or Todd Conkright (777-3925) for Professional Development
   – Communications Committee Needs a Few People who are Interested in Working
     with our Website Strategy and Vendor,
       Contact Dani Evans (361-7471)
"I dwell in possibility."
                         Emily Dickinson (1830-1886)
                                       American poet



"We do not describe the world we
   see, we see the world we
                    describe. "
                                 by Joseph Jaworksi,

            Synchronicity the Inner Path of Leadership

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Keeping employee's engaged in difficult times

  • 1. Keeping Employee’s Engaged in Difficult Times Lori M. Smith, Capstone Coaching & Consulting, Inc. Nikki Novotney Rieck, Strategic Programs, Inc.
  • 2. Session Overview • A Few Basics About Engagement • What Are We Seeing In The Workplace Right Now? • Ways To Re-engage Dis-engaged Employees • The OD Network: Future Focus
  • 3. Starting Close to Home What does it mean to be engaged in your work? What helps keep you engaged?
  • 4. What is Engagement?  Engaged Employees:  consistently speak positively about the organization to coworkers, potential employees, and customers  have an intense desire to be a member of the organization despite opportunities to work elsewhere  exerts extra time, effort, and initiative to contribute to business success ―Employee engagement is about translating employee potential into employee performance and business success.‖ Melcrum Report Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
  • 5. Why is Engagement Important to Your Organization?  Multiple studies show a correlation between levels of engagement and business performance (Gallup, Towers Perrin, Great Places to Work, International Survey Research)  Engagement studies reveal companies with higher percentages of highly engaged employees also have:  Strong customer-focused organizations  Increased retention, decreased absenteeism and staff turnover  Better financial performance: (Revenue growth (Towers Perrin), Operating Margin And Net Profit Margin (1999, 2001 ISR), Total Shareholder Return (2003, Hewitt), Stock Market Performance (2002, The Frank Russell company) Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
  • 6. Engagement Measures a Composite:  The words and actions of senior management  The words and actions of direct supervisors  Informal recognition of work well done  Clarity around one‘s roles and responsibilities  An equitable basic workplace environment  Clear and regular communication  The opportunity to develop skills and talents  Belief in the future of the company  Formal reward and recognition Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
  • 7. Top 6 Drivers Of Employee Engagement  Actions of Senior leadership  Actions of Direct supervisors  Opportunities for career advancement  Belief in vision, values and strategy  Fostering of people culture  Compensation and benefits Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005. p. 59, North America.
  • 8. Employee Engagement Cycle Fully Engaged Passive Commitment Active Evaluation Complete
  • 9. Impact of Loss of Engagement & Turnover Financial Organizational performance Customer dissatisfaction Loss of competitive edge Reduced safety Decreased quality
  • 10. What Are We Seeing Right Now? Reactions to the Recession In your organizations? 72% of companies have reduced their workforce in response to the recession (Towers Perrin) The number of actively disengaged workers has gone from 3% to 24% in organizations who have laid off workers (Gallup) Source: Re-Engage Disengaged Employees, Alison Davis, SHRM website
  • 11. Reactions to the Recession 47% of high performers are looking to leave their jobs when the economy picks up Only 18% of low performers want to leave Source: Leadership IQ.com
  • 12. Engagement Factors 50 40 30 Frequency Count 20 10 0 Source: Research by Strategic Programs, Inc.
  • 13. Importance vs. Performance 4.00 3.50 3.00 Importance 2.50 Performance 2.00 1.50 1.00 Source: Research by Strategic Programs, Inc.
  • 14. Top 6 Drivers Of Employee Engagement Listed in order of impact:  Actions of Senior leadership  Actions of Direct supervisors  Opportunities for career advancement  Belief in vision, values and strategy  Fostering of people culture  Compensation and benefits Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005. p. 59, North America.
  • 15. Ways to Re-engage Dis-engaged Employees • Your thoughts • Ask team members (customers) what engages them and then take meaningful action – 1 on 1 • Talk with your team members—ask them what they need to be successful? what drives them crazy? Determine what is actionable and then follow through • Create ownership for the work and for success • Help team members see how their work contributes to the overall success of the business and to the customer • Find meaning in your work – how does it contribute to the overall good?
  • 16. Ways to Re-engage Dis-engaged Employees • Use the ―Swiffer Strategy‖ – find ways to look at the same ‗ole problems from a new perspective – ask those closest to the work • Focus on using team member‘s strengths – and leveraging strengths of the whole team to get the work done • Get team members more information – and deliver it face-to- face and in small doses, more often • Use Skype—or other ways to add faces to virtual meetings • Use social media to help employees connect across the organization – Best Buy Blue Shirt Nation
  • 17. Ways to Re-engage Dis-engaged Employees • Take a personal approach -- get to know one another • Use f2f recognition, at least once a week within your team • Increase ownership for the results • Expect team members to contribute • Invest in your people – if you don‘t have $, invest time • Find humor – appropriately of course • Uncover the collective genius of your team members – they just might surprise you
  • 18. The Role of Senior Leaders in Building Engagement The top six most important actions for senior leaders to build employee engagement: 1. Communicate a clear vision 70% 2. Build trust in the organization 46% 3. Involve employees in decision making that 40% will affect them 4. Demonstrate commitment to the company‘s values 39% 5. Being seen to respond to feedback 33% 6. Demonstrate genuine commitment to 28% employees‘ well being Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
  • 19. How Organizations Measure the Impact of Engagement Efforts  By evaluating fluctuations in our employee survey scores 55%  By evaluating anecdotal feedback from employees through 49% focus groups, online forums, etc…  By observing employees‘ willingness to participate in 32% company programs  By observing increases in employees‘ receptiveness to change 29%  By analyzing other data in the business, 29% i.e. profitability, retention, etc..)  Through other means 4%  We do not formally measure the impact of our engagement 32% endeavors at this time Source: Employee Engagement, How to build a high-performance workforce. Melcrum Publishing, 2005.
  • 21. Board Planning Retreat • Held in mid-September • Included past, present and future board membership • Used several sources for planning: – Historical context of who we are – Vision – Purpose – Results of Member Survey • SOAR Analysis • Goal Setting
  • 22. Where Omaha OD Network is Going: Our Focus for 2010-2015 Four Key Areas in Five Years: • Create multiple avenues to help members explore, learn and apply OD methods, tools and techniques. • To be the preferred source for our members by providing education about leading edge topics incorporated into programs and professional development. • Create a 5-year plan for creating a more robust website. • Create increased awareness with senior leaders in the business community about how OD can help them achieve business results.
  • 23. In 2010 Create Multiple Avenues • Use round table discussions to create intentional connections between members—deepen knowledge & networking • Provide three additional program opportunities for professional development outside the monthly programs Leading Edge Topics • Identify two leading-edge, OD-related topics to incorporate into 2010 programming
  • 24. In 2010 More Robust Website • Create a plan for website development that will include the features most in demand from members, as indicated in 2009 (and future) member survey Increased Awareness with Senior Leaders • Target one event per year to invite and target the interests of a broader audience, including business leaders
  • 25. How Can You Make a Difference? • Stake a claim in the success of Omaha OD Network – We‘re striving to move from less than 10% members actively involved, contributing to the organization beyond monthly meetings, to 20% members actively involved in 2010. • Use your strengths to contribute to our cause: – Program and Professional Development Committees Need People Who: • have ideas or who • ―know people‖ who would be good resources or who • Like to organize or people who • Get smarter or people who • Like to network or people who • Just want to make this a stronger, more vibrant and exciting chapter Contact Nikki Novotney Rieck (303-596-3357) or Pam Nienaber (402-481-5693) -- Program Committee or Todd Conkright (777-3925) for Professional Development – Communications Committee Needs a Few People who are Interested in Working with our Website Strategy and Vendor, Contact Dani Evans (361-7471)
  • 26. "I dwell in possibility." Emily Dickinson (1830-1886) American poet "We do not describe the world we see, we see the world we describe. " by Joseph Jaworksi, Synchronicity the Inner Path of Leadership