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NJ IABC Chapter Ultimate Engagement 110811
- 1. Let Your NextEmployee Survey Open the Door to Ultimate Engagement IABC NJ Chapter Nov. 8, 2011 Linda Dulye, president/founder, Dulye & Co.
- 2. Dulye & Co.Spectator-Free Workplace™ Employee Engagement 2-Way Communications Pulse Check Measurement™ Leadership Development © 2011 Dulye & Co. www.dulye.com 2
- 3. Toolkit Available atDulye.com Specialized IABC Toolkit includes: • IABC Quill Winning Case Study • Fox Business and Communication World Articles • Spectator-Free Workplace™ newsletter • NJ IABC presentation Now at dulye.com © 2011 Dulye & Co. www.dulye.com 3
- 4. This is NOTa Magnet for Engagement © 2011 Dulye & Co. www.dulye.com 4
- 5. So Here’s theGift! Results of an employee engagement survey reveal less than 50% of employees feel leadership communicates effectively with them. © 2011 Dulye & Co. www.dulye.com 5
- 6. Another Gift! Quality, customer satisfaction, and employee morale show a sinking trend! © 2011 Dulye & Co. www.dulye.com 6
- 7. Fantastic! Yes! BelieveIt or Not! ‘Bad’ data is a great catalyst for employee engagement. © 2011 Dulye & Co. www.dulye.com 7
- 8. Ultimate Engagement Model/CaseStudy Game Plan Equipment Scoreboard © 2011 Dulye & Co. www.dulye.com 8
- 9. Case Study: GamePlan • Share the data • Prioritize issues • Set measurable goals • Share the ownership Shift gears from top-down driven culture © 2011 Dulye & Co. www.dulye.com 9
- 10. Game Plan: Forma Front-Line Partnership Bottom-up nominations for change leaders Leader-led selection process 2 diverse Action Teams (11 exempt/non- exempt/hourly; 1 supervisor per team) On-the-job work time and training Defined schedule with clear deliverables and reporting process © 2011 Dulye & Co. www.dulye.com 10
- 11. Game Plan: EngageAssociates in Problem Solving Work Schedule Week Outcome Site, Division, Corporate Review data and Leadership 1/2 priorities with exec. team Conduct root cause Employee Action Team 2/3 analysis Brainstorm 4 improvement ideas Develop corrective actions and present 5/6 for decision to exec. team Expand ownership of results beyond the leader level. © 2011 Dulye & Co. www.dulye.com 11
- 12. Game Plan: DriveInteractivity and Accountability Searching for a New Direction • Redesign existing communication practices OUTGOING • Add new channels to increase cross-department/cross- level/upward communications Direct Dialogue • Establish shared responsibility for communications • Track performance INCOMING • Hold people accountable Maximize conversations, minimize presentations. © 2011 Dulye & Co. www.dulye.com 12
- 13. Game Plan: OverhaulQuarterly Town Hall Process •Top-down, 1-way delivery yields to 2-way exchange •Meeting time and powerpoint charts cut by 100% •New dynamics of feedback and measurement Employee-managed process drives culture change— and improved front-line engagement. © 2011 Dulye & Co. www.dulye.com 13
- 14. Game Plan: Create2-Way Connection Points VIP Visits Team Huddles 100% employee managed! Workplace Info Center Customer Visits © 2011 Dulye & Co. www.dulye.com 14
- 15. Game Plan: MobilizeLeaders via Walkarounds • Weekly, entourage-free • In-person (virtual if necessary) • Direct connections where employees work New way of leading—feet first. © 2011 Dulye & Co. www.dulye.com 15
- 16. Equipment: Develop Leaders’Skills Walkaround Toolkit Walkaround Guidelines • Formal guidelines • Skills coaching • Common metrics • Weekly polling • Corrective plans “Street” Maps 3V Coaching © 2011 Dulye & Co. www.dulye.com 16
- 17. Equipment: Conduct PerformanceMeasurement RRESO Quarterly Meeting Feedback Form—July 2007 Your candid feedback will help to improve future meetings like this. Please answer all questions by checking Just-in-time capture the appropriate box. Please return your completed form before leaving the meeting. Thank you. Very Very 1. Rate the quality of today’s meeting: Poor Good Poor Good Impact metrics a) Topics covered b) Format of the meeting c) Presentation materials d) Question and answer session e) Your comfort speaking up f) Quality of information presented g) Overall format of the meeting Transparent results h) Your level of interest in the information covered i) The range of topics covered j) The variety of speakers k) The room setup and logistics reporting l) Presentation skills of the speakers 2. Identify 1 thing that you learned from today’s presentations that you didn’t know before: Data driven priorities – 3. What did you like about today’s meeting? improve people and 4. Please list any subjects you would like to hear about next quarter that we didn’t cover today: 5. Provide 1 improvement idea for this meeting: practices Very Very Other feedback systems: 6. Please rate the following: Poor Good Poor Good a) Quality and usefulness of the weekly newsletter, The Voice •Weekly assessments b) Quality of your weekly departmental Huddle c) Effectiveness of Leadership Walk-Arounds to provide interaction with the RRESO Leadership Team •Huddle feedback d) Overall effectiveness of the Winning Workplace Program •Quad chart reviews 7. Are you interested in being on a Winning Workplace team? a) YES Please use a feedback form and submit your name using the blue box at the Info Center. b) NO Please indicate your primary reason: Too much work in my area Not enough time No interest in the process •Hallway chatter Not sure what it entails Other, please specify: Supervisor/Manager won’t support me •Corporate employee survey © 2011 Dulye & Co. www.dulye.com 17
- 18. Scorecard: Track ManagerEngagement Week Week Week Week Participating Leaders in 1 4 2 3 Walkaround Program Mary Barron Tom Miller Marion Jones Michael Phillips Chris Arielini Chip Copeland John Bulson Kitt Potter Peter Nakasian Aaron Stein Red = Incomplete Yellow = Late complete Green = Complete © 2011 Dulye & Co. www.dulye.com 18
- 19. Scorecard: Track EmployeeEngagement Year 1 Cost Innovation Savings $1.5 40 ideas Million Walkaround program replaced formal, bureaucratic, static suggestion program. © 2011 Dulye & Co. www.dulye.com 19
- 20. Scorecard: Year 1Results 400% cash flow improvement 400% reduction in errors 27% reduced labor on major programs 90% senior leader engagement in communications 30-50% gains in employee knowledge/engagement Faster identification of high-potential talent Company, industry, customer benchmarked practice IABC Gold Quill winner. © 2011 Dulye & Co. www.dulye.com 20
- 21. Scorecard: Baseline Assessment Year 1 Results: More than 70% of employees feel leadership communicates effectively with them. (Up from 48%) Dramatic turnaround in leader and employee engagement and its impact on organizational performance. © 2011 Dulye & Co. www.dulye.com 21
- 22. Summary: Real Valuein Top & Front-Line Engagement For every 1% percent gain in an executive’s time spent with at least one (company) insider, productivity advanced 2.14%. --- 2011 Harvard Business School research © 2011 Dulye & Co. www.dulye.com 22
- 23. Summary: Tips forGetting Started Pilot first! Involve ‘client’ in program Game Plan design Build internal capability Equipment and ownership, then let go! Expand with engaged Scoreboard group as program champions Enforce accountability © 2011 Dulye & Co. www.dulye.com 23
- 24. Thank You. Questions? poll Your feedback wanted! Go to dulye.com/quickpoll The contents of the presentation are considered proprietary to Dulye & Co. Any reproduction or disclosure requires the consent of Dulye & Co. For more information, please contact Roger Gibboni, COO, at 845-987-7744, rgibboni@dulye.com. © 2011 Dulye & Co. www.dulye.com 24
Editor's Notes
- #3 LINDALet me briefly acquaint you with Dulye & Co. -- an award-winning change management and workplace communications consultancy. Since 1998, the firm has offered comprehensive capabilities to help change-challenged organizations reach their full potential and business objectives.Eric, Bev, Roger and I are members of a US-based team of organizational change experts—who collectively harness our expertise to design and implement Spectator Free Workplace solutions. These are communication and collaboration practices that engage an entire workforce, not just select management or functional groups, to support business strategies and success. That full engagement is what we mean by Spectator-Free.We specialize in four practice areas—our Core 4: They are:-leadership development, training and development program for leaders at all levels-employee engagement, with emphasis on cross-functioonal action teams-2-way, workforce communications programs that drive a steady stream of feedback-Non-intrusive, measurement tools and practices that deliver hard data to guide strategies, decisions and action plans. We’ll be highlighting of measurement approaches in this roundtable.The platform of experience that we’re about to share has been garnered through work with many outstanding companies and organizations. The logos of our client-partners appear on the right side of this chart. As you can see, our experience straddles numerous industries.So let’s move forward with our roundtable session, I’d like Eric to get us on the same plane with a working definition of a communications audit.
- #4 LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
- #5 LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
- #6 LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce
- #15 LINDA
- #17 26 leaders —all responsible for 30 minute walks and talks per weekQuality checks conducted weekly by front-line employeesPerformance and completion charts publicized to entire workforceMetrics:ComplianceQuality On-Time
- #18 Online tools made measurement, compilation easy - 1-4 scale for quantitative measures - Area set aside for qualitative commentsConsistent metrics and review process drove participation and sense of “team” among the leadership groupWeekly report organized data in a visual way that was easy to see trends, target improvement areas
- #21 LindaOne of our most benchmarked practices was a communications and engagement program that we developed for Rolls Royce. It’s been featured in business magazines and major conferences. It’s been benchmarked by our client’s number 1 client, the FAA. Using the model of Manager as Communicator, front-line action teams, a disciplined, 4R driven internal communication system, and continuous measurement, Rolls Royce achieved dramatic operational and organizational improvements. We’ve cited some of the heavy hitters here. What isn’t noted here is that the program, after year 1 of implementation, was managed exclusively by the Rolls Royce team. Employees and managers, multiple departments—all had a role in sustaining the Winning Workplace initiative. That is still true today. That really is how we measure success. Improved communications and collaboration yielded new workplace and workforce