Mending the engagement Gap AP FINAL (1).pdf

Mending The Engagement Gap
Mending the Engagement Gap
Insights For Performance

New Hire – Welcome Aboard

What could possibly go wrong?
impressive resume
and experience
solid interview and
recommendations
glowing
performance review

I’m in the
wrong job

Was there anything I could’ve done to
avoid this?
Was this all the new employee’s fault?
What could I have done differently to
have helped this person elevate their
performance?
What could I have done to clarify the
expectations of the role?
How could I have built a more effective
relationship with them?
How could I have better understood how
they think and work to keep them
engaged and drive results?

6
E m p l o y e e
E n g a g e m e n t
I n c r e a s e d
P r o f i t a b i l i t y
I n c r e a s e d
P r o d u c t i vi t y

What five conditions allow
employees to engage with
their work and drive results
W H AT ?
The full value of PXT Select as a tool
for nurturing, engaging, and
developing your workforce to success
H O W ?
Why employee engagement
is so critical to an
organization’s bottom line
W H Y ?
Today we will learn…

is that it’s not the cause of something.
The employee experience is the cause.
An engaged workforce is the effect.
Jacob Morgan
Best-Selling Author, Futurist

D I S E N G A G E D
A C T I V E L Y
D I S E N G A G E D
E N G A G E D
3 0 %
52%
1 8 %
The facts

How far do you think this team can ride?

cost of lost productivity from actively
disengaged employees in the U.S
Gallup Report 2017
$550+ billion
per year

Why does disengaged employees matter?
No initiative
Liar
Make
excuses
Know-It-All
Doesn’t help
others
Gossip
Distracted
No growth
No questions
Lack of
enthusiasm
Complain
Irresponsible

Why does engaged employees matter?
Trusts and
respects others
Take initiative
Collaborate
with others
Resilient
Speak the truth
Focused
Interested in
growth
Ask questions
Ownership
Responsibility
Enthusiasm
Deliver on
commitments

• Productivity
• Attendance
• Employee + Customer Satisfaction
• Innovation
• Retention
• Collaboration
E n g a g e d e m p l o y e e s d r i ve
h i g h - p e r f o r m i n g c u l t u r e s

5 conditions to a stronger employee experience
Bersin by Deloitte, Josh Bersin, Becoming irresistible: A new model for employee engagement, Deloitte Review Issue 16, January 27, 2018,
1
M e a n i n g f u l
W o r k
2
H a n d s - o n
M a n a g e m e n t
3
P o s i t i v e W o r k
E n v i r o n m e n t
4
G r o w t h
O p p o r t u n i t i e s
5
T r u s t i n
L e a d e r s h i p

M e a n i n g f u l
W o r k
H a n d s - O n
M a n a g e m e n t
G r o w t h
T r u s t i n
L e a d e r s h i p
2
1
3 4 5

Meaningful
Work
1
“The only way to do great
work is to love what you do.
If you haven’t found it yet,
keep looking. Don’t settle”
Steve Jobs

Job - Person Fit
Autonomy
Empow ered t eams
Time f or slack
1
M e a n i n g f u l
W o r k

Job Fit. The Missing Link
Skill Fit
Education, Training,
Experience, Skills
Company Fit
Attitudes, Values,
Appearance, Integrity
1
M e a n i n g f u l
W o r k

Skill Fit
Education, Training,
Experience, Skills
Job Fit
Thinking Style, Behavioral Traits,
Motivational Interests
Company Fit
Attitudes, Values,
Appearance, Integrity
Job Fit. The Missing Link
1
M e a n i n g f u l
W o r k

Past
application, resume, experience,
education, background checks,
references
Present
interview, 360 reviews, year-end
appraisals
Future
predictive Job-Fit assessment data
NOW
PAST
FUTURE
1
M e a n i n g f u l
W o r k

CAN they do the job?
Cognitive skills
WILL they enjoy the job?
Motivational interests
HOW do they do the job?
Behavioral traits
1
M e a n i n g f u l
W o r k

I n d i v i d u a l ’s
c h a r a c t e r i s t i c s
• thinking style
• behavioral traits
• interests
J o b
r e q u i r e m e n t s
• thinking style
• behavioral traits
• interests
JOB FIT
1
M e a n i n g f u l
W o r k

The PXT Select Performance Model
Report presents the traits and
behaviors required to perform
successfully in a given role
A great tool to define what the ‘ideal
candidate’ looks like and assess
potential candidates against it
1
M e a n i n g f u l
W o r k

How are Performance Models built?
R e p l i c a t e t o p
p e r f o r m e r s
C u s t o m
m o d e l s
P e r f o r m a n c e
m o d e l l i b r a r y
1
M e a n i n g f u l
W o r k

Assessment data helps create
a personalized profile that compares
a person’s characteristics against the
role’s performance model
The higher the number, the closer the
fit
The PXT Select Comprehensive
Selection Report helps predict future
job success
Operations Manager
Oliver Chase
1
M e a n i n g f u l
W o r k

Matching Talent to Opportunity Meaningful
Work

1
M e a n i n g f u l
W o r k

Results Summary Performance Model Interview Questions

M e a n i n g f u l
W o r k
H a n d s - o n
M a n a g e m e n t
G r o w t h
T r u s t i n
L e a d e r s h i p
2
1
3 4 5

Hand-on
Management
2
“A good manager is a someone
who isn’t worried about their
own career but rather the
careers of their people”
H. S. M. Burns

Clear goals
Manager - Employee f it
C oaching
Perf ormance management
2
H a n d s - o n
M a n a g e m e n t

The PXTS Select Manager
Employee Report compares an
manager’s result with those of a
candidate or employee.
A great tool for developing
strong manager-employee
relationships
2
H a n d s - o n
M a n a g e m e n t

The PXTS Select Coaching
Report provides a deeper
understanding of the person’s
motivations, strengths, and
challenge areas.
It provides useful tips on how an
individual may approach different
aspects of their role to maximize
their performance on the role.
2
H a n d s - o n
M a n a g e m e n t

Positive Work
Environment
3
“The strength of the team is each
individual member. The strength
of each member is the team”
Phil Jackson

Team f it
Flexible w ork
environment
Inclusive and diverse
Culture of recognition
3

The PXTS Select Team
Report helps predict team
dynamics
Compares potential candidates
and team members against
each other to provide insight on
their behavioral characteristics
Oliver with Operations Team
3

3

Growth
Opportunities
4
“The growth and development
of people is the highest calling
of leadership”
Harvey S. Firestone

Training and support
C areer mobilit y
Dynamic learning
Learning cult ure
4
G r o w t h

The Individual’s Feedback
Report provides guidance for
interpretation for the results
Recommended to be provided
with the Individual Graph
Report
Growing In The Job Today! 4
G r o w t h

The PXTS Select Individual Graph
Report shows a participant’s results
across all 20 characteristics
G r o w t h

The PXTS Select Coaching Report provides
a deeper understanding of the person’s
motivations, strengths, and challenge areas.
It provides useful tips on how an individual
may approach different aspects of their role
to maximize their performance on the role.
G r o w t h

G r o w t h

The PXTS Select Multiple
Positions Report compares an
individual’s results against other
positions to identify other roles
where they might be a good fit
85%
83%
80%
75%
Materials Sourcing Manager…2
Facilities Supervisor…3
Logistics Team Leader …4
Plant Manager …5
When It Comes to Tomorrow’s Job! 4
G r o w t h

Oliver Chase
Materials Sourcing Manager
Oliver Chase
Operations Manager

Trust in
Leadership
5
“No company can win over the long
run without energized employees
who believe in the mission and
understand how to achieve it”
Jack Welch

Mission and purpose
Leadership development
Transparency
Inspirat ion
5
T r u s t i n
L e a d e r s h i p

Leadership is for everyone.
Leadership is a mindset.
5
T r u s t i n
L e a d e r s h i p

Transform goals and ideas into
action plans leveraging unique
resources and challenges to be
agents of change.
D E V E L O P S T R AT E G I E S
Implement organizational priorities,
set the pace of work and establish
expectations of quality throughout
their teams.
E N S U R E R E S U L T S
Imagine new ideas, directions, and
innovations for the future. Think big
and redefine the boundaries of
what’s possible.
C R E AT E A V I S I O N
6 Leadership Skills
5
T r u s t i n
L e a d e r s h i p

Seek clarification, address concerns,
and present ideas. Cultivate a sense of
openness to feedback. Build morale.
B E A P P R O A C H A B L E
Mentor others and help team members
develop the skills, connections, and
confidence to do their jobs more effectively.
M E N T O R I N G O T H E R S
Create clarity and unity around ideas.
Communicate with contagious
enthusiasm.
I N S P I R E P E O P L E
6 Leadership Skills
5
T r u s t i n
L e a d e r s h i p

The PXTS Select Leadership Report
provides insight into a candidate’s
leadership potential and their approach
to meeting leadership challenges.
A great tool for talent selection and
leadership development opportunities.
5
T r u s t i n
L e a d e r s h i p

5
T r u s t i n
L e a d e r s h i p

M e a n i n g f u l
W o r k
H a n d s - o n
M a n a g e m e n t
G r o w t h
T r u s t i n
L e a d e r s h i p
2
1
3 4 5

A simple solut ion f or your t alent management needs

Are you ready to drive business results?
• Str onger employee exper ienc e
• Inc r eas ed employee engagement
• H igher pr oduc tivity
• Low er tur nover c os ts

Let’s Connect
Ron Hiller
Insights For Performance
rhiller@insightsforperformance.com
Thank you!

Mending the engagement Gap AP FINAL (1).pdf

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Mending the engagement Gap AP FINAL (1).pdf