The Canadian Management Centre presents authors of "Enemy of Engagement," Mark Royal and Tom Agnew of leadership coaching company The Hay Group as they share their insights on Employee Engagement. Sign-up for the free Enemy of Engagement Webinar taking place on December 8, 2011 at 1pm EST at http://www.cmctraining.org/enemy‐of‐engagement‐webinar

2. A Little Background On CMC …
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pp
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4. en gage ment
1. A result achieved by stimulating employees’
enthusiasm for their work and directing it toward
organizational success. (Hay Group)
2. A heightened emotional and intellectual
connection that an employee has for their
job/organization/manager that in turn influences
j b/ i i / h i i fl
them to apply additional discretionary effort to
their work. (Conference Board of Canada)
their work (C f B d fC d )

5. Employee Engagement - The Research
• ‘The Critical Human
The
Capital Issues of 2011’
Report

6. Employee Engagement – The Research
Top 10 Critical Issues for 2011:
• #9 in the overall Study
• #6 issue for all high performing companies
• #3 issue for high performers, 1-999
employees

7. Employee Engagement – The Research
% of Employees ‘engaged in their work’:
… the last decade
29% ---------- 33%

8. Employee Engagement – The Research
Engaging the C S i
E i h Suite
• Organizations with highly engaged
workforces have:
• +19% higher net income
• + 3.75% higher operating margins
3 75%
• 4X the EPS growth rate
Sources:
Towers Perrin – ISR
Gallup

9. Today’s Speakers
• A focus on Employee Engagement is important ….
but …
• “… engaging employees is not alone sufficient to
engaging employees is not alone sufficient to
sustain maximum levels of individual & team
effectiveness …”
• Principals with the Hay Group
• Ground breaking work, going ‘beyond
db k k ‘b d
engagement’ published through AMA’s AMACOM
Publishing Unit
Publishing Unit

10. The Enemy of Engagement
Put an end to workplace frustration – and get the most from your employees
p g y p y

11. What is the “enemy of
enemy
engagement?”

12. Why the title?

13. The more you want something,
the worse you feel
when you can’t get it. it
In organizations, it’s the highly motivated
employees who are most prone to frustration.
© 2011 Hay Group. All rights reserved 13

14. The voice of the frustrated employee
Employees are all fired up…
Employees are all fired up
 “I’ve never worked for a better company”
 “I’m excited about our future”
…but their motivation is going to waste
…but their motivation is going to waste
 “I can’t get things done”
 “Everything is urgent”
 “Why does everything have to go through 12 people?”
 “We tend to manage around performance problems”
Frustrated employees may represent
20 percent
p
or more of your workforce

15. Reactions to frustration at work
“There are three things that can happen when
you pass, and two of them ain’t good.”
-- Former Ohio State football coach Woody Hayes
Similarly, frustrated employees will either:
 Break through
g
 Break down
 Break free
unstable state,
Frustration is an
meaning that you have li
limited time to act
i d i

16. High
Hi h performing employees
f i l
are most likely to
Your best people leave
always
have options
And they
suffer most
when not well supported
pp
© 2011 Hay Group. All rights reserved 16

17. Frustration is a silent killer
Organizations often overlook these employees because:
They aren’t
y They can’t hear
They can t
asking them them
They don t want
They don’t want
to know

18. Frustration is everywhere
Between 28 and 53
The issue spans percent of employees
report work conditions
geographies . . . that do not allow them
to be as productive as
they could be
Over one‐third of
employees in Canada
fall into this group
fall into this group

19. Engagement alone is not enough.
People must be
enabled
to channel their motivation
into productive effort.
When this happens,
the benefits are huge.
© 2011 Hay Group. All rights reserved 19

20. What is employee enablement?
What is employee enablement?

21. The frustrated
The frustrated
employees’ plea:
employeesp
p y
employees’ plea:
“Put us in roles that use our
“Put us in roles that use our
skills and abilities and allow
skills and abilities and allow
us to do what we do best.
us to do what we do best.
Give us the support we
Give us the support we
need to be effective.
effective
need t b effective.
d to be ff ti
Don’t introduce barriers that
Don’t introduce barriers that
y
will interfere with our ability
will interfere with our ability
to get things done. And
to get things done. And
don’t dilute our focus and
don’t dilute our focus and
consume our energy with
consume our energy with
tasks that don’t add value.
tasks that don’t add value.
And, finally, get out of our
And, finally, t t f
A d fi ll get out of our
way!”
way!”
© 2011 Hay Group. All rights reserved 21

22. The story…
story
Bernette Financial:
A fictional firm but typical of many successful businesses
businesses…
Bernette has loyal customers and motivated
employees who believe their purpose in the
popular online banking division is to improve
customers’ lives.
But employees are struggling with frustration
– and managers are grappling with how to
better enable people.
© 2011 Hay Group. All rights reserved 22

23. The tenure effect
Trends in engagement and Some solutions:
enablement by tenure  Realistic job previews
80  Effective onboarding
Employee Employee
engagement enablement
70
But ultimately, managing enablement
levels is the way to maintain the energy
and positive outlook of new hires over
60
Less than time
1 year but
1 year but 2 years but
2 years but 5 years but
5 years but 10 years
10 years
1 year less than 2 less than 5 less than 10 or more
years years years
It’s hard to keep the flame alive…
“Smile!”
The initial burst of enthusiasm on taking a new job
can easily fade over time.

24. Helping employees work “smart”
as well as hard is key to
work-life
k lif
balance
In some roles,
enablement
bl t
trumps Enablement is key to
engagement
g g
sustaining
performance
© 2011 Hay Group. All rights reserved 24

25. When engagement meets enablement,
it translates into dollars
4.5x revenue growth
versus companies in the bottom
quartile on both measures
40-60 percent
better returns on assets,
Investment, and equity
54 percent
reduction in voluntary staff
y
turnover
People
50 percent
more likel to outperform
likely o tperform
expectations
© 2011 Hay Group. All rights reserved 25

26. Helping employees to work well: The usual suspects
“Help me understand “Don’t make me struggle
what you want from through inefficient work
me.” processes.”
“Provide me the “We need solid working
freedom to make
freedom to make relationship within our
decisions.” team – and with other
teams.”
“Give me the resources I
“Make training for me and
need to get things
others a priority.”
done.”

27. A checklist of enablement strategies
Refer to chapter 10

28. ‘Do more with less.’
It’s a familiar cry in challenging times.
But
B t if you’re not enabled,
’ t bl d
it just sounds like Mission Impossible.
Instead of concentrating exclusively on
fostering higher levels of motivation,
managers and leaders
need to take better advantage of the
motivation they already have.
© 2011 Hay Group. All rights reserved 28

29. Thank you!
Join us . . .
Join us
Thursday, December 8, 2011 at 1:00pm ET
for The Enemy of Engagement Webinar
www.cmctraining.org/enemy‐of‐engagement‐webinar
Your feedback is important to us!
Please email us at:
cmc_events@cmctraining.org