Why People Leave
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Decoding the Engagement Challenge
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Why People Leave
- 3. #EmployeeEngagement It’s not about happiness. ENGAGEMENT 3
- 4. #EmployeeEngagement The emotional commitment to the company and its goals. ENGAGEMENT 4
- 5. #EmployeeEngagement Performance Time Minimum Requirements “Want to” curve “Have to” curve Discretionary Effort • Not working for a check • Go the extra mile • Care what customers think • Know that time is money • Work more efficiently • Put in longer hours Discretionary Effort 5
- 6. #EmployeeEngagement When people are engaged 37% lower absenteeism 25% lower turnover (in high-turnover organizations) 65% lower turnover(in low-turnover organizations) 28% less shrinkage 48% fewer safety incidents Engaged companies… See a 6% higher net profit margins (Towers Perrin) Receive 5X higher shareholder returns across five years (Kenexa) 41% fewer patient safety incidents 41% fewer quality incidents (defects) 10% higher customer metrics 21% higher productivity 22% higher profitability 6
- 7. #EmployeeEngagement . The Problem is Real Motivosity7
- 8. #EmployeeEngagement The Problem is Very Real Motivosity8
- 9. #EmployeeEngagement Most Common Strategies They don’t seem to be working. 9
- 10. #EmployeeEngagement Connected Credit: James Fowler and Nickolas Christakis 10
- 11. #EmployeeEngagement Connected A person is 15% more likely to be happy if directly connected to a happy person. At 2 Degrees, 10% more likely. At 3 degrees, 6% more likely. Each unhappy connection decreases the likelihood of happiness by 7%. Credit: James Fowler and Nickolas Christakis 11
- 12. #EmployeeEngagement Group versus the Individual Real changes in Engagement occur at the person and group levels. Measure Global – Act Local 12
- 13. #EmployeeEngagement The PI Behavioral Assessment identifies the key behavioral drives of each employee. Dominance Extraversion Patience Formality HighLow The Individual 13
- 14. #EmployeeEngagement Decoding Engagement Individual Work Environment Pressures + 14
- 15. #EmployeeEngagement Work Environment Pressures Culture Job Fit Manager Impact Team Dynamics 15
- 16. #EmployeeEngagement Job Fit WORK ENVIRONMENT PRESSURE 17
- 17. #EmployeeEngagement Disengagement Forces Misalignment between natural tendencies and key responsibilities of the job JOB FIT 18
- 18. #EmployeeEngagement The Job Sales Hunter • Quick to connect with people • Natural juggler • Goal orientation • Risk tolerance • Self driven Dominance Extraversion Patience Formality All recommended behaviors for the job 19
- 19. #EmployeeEngagement • Seeks results • Likes perfection • “Tasks” over “people” • Slower to connect Heather Sales Hunter 20
- 21. #EmployeeEngagement Dominance Extraversion Patience Formality Tasks / People 22 TASK Planning Analysis Problem solving Synthesis A > B PEOPLE Communicating Motivating Team building Trusting B > A
- 22. #EmployeeEngagement Lively Enthusiastic Optimistic Stimulating QUICK B > C SLOW Reserved Serious Introspective Quiet C > B Dominance Extraversion Patience Formality Connection Speed 23
- 23. #EmployeeEngagement Heather / The Job Dominance Extraversion Patience Formality HEATHER Dominance Extraversion Patience Formality SALES POSITION 24
- 25. #EmployeeEngagement Disengagement Forces Misalignment between manager and self MANAGER IMPACT 26
- 26. #EmployeeEngagement Management Style Highest drives – great predictor of management style 27 Dominance Authoritative ”tell” Extraversion Persuasive ”sell” Patience Process “experience” Formality Structure “rules”
- 27. #EmployeeEngagement “Do unto others as you would have them do unto you” 28
- 28. #EmployeeEngagement Employees Needs Highest drives – also great predictor of employee needs Dominance Needs impact Extraversion Wants feedback Patience Give them time Formality Explain details 29
- 29. #EmployeeEngagement Allan • Needs Feedback • Opportunity to influence • People connection Head of Sales 30
- 30. #EmployeeEngagement Mark • Direct • Data-oriented • Operationally focused New CEO 31
- 31. #EmployeeEngagement Allan / Mark (CEO) Dominance Extraversion Patience Formality ALLAN’S SELF PATTERN Dominance Extraversion Patience Formality MARK’S SELF PATTERN 32
- 32. #EmployeeEngagement Allan / Mark (CEO) Dominance Extraversion Patience Formality Behavioral Comparison • Different Needs • Different Behaviors 33
- 33. #EmployeeEngagement Employees’ needs come first. It is important for a manager to understand the needs of their employees based on their behavioral drives. 35
- 35. #EmployeeEngagement Disengagement Forces Feeling like what the culture expects of you isn’t who you really are. CULTURE 37
- 38. #EmployeeEngagement Dominance Extraversion Patience Formality Development Team • Rules based • Patient • Structure • Heads down PI Management Team v. Development Team Management Team • Proactive • Impatient • Risk Tolerant • Verbal • Less Formal 40
- 40. #EmployeeEngagement Disengagement Forces Being unlike the team TEAM DYNAMICS 42
- 41. #EmployeeEngagement Daniel • Driven, dominant • Reserved • Fast-paced, intense • Formal, established rules President, The Predictive Index 43
- 42. #EmployeeEngagement Dominance Extraversion Patience Formality Team Behavior Highly extraverted. Lower attention to detail. Brainstorming culture. 44
- 43. #EmployeeEngagement Team Fit | Behavioral Drives Dominance Extraversion Patience Formality • More aggressive • Thinks before speaking • More data driven Team Average Misalignment Daniel 45
- 44. #EmployeeEngagement Team & Daniel must be aware of the differences and how they can be used to an advantage. He is the most important member of the team (the challenger) as he pushes group to think differently. Black Sheep or Savior? Dominance Extraversion Patience Formality THE TEAM DANIEL 46
- 45. #EmployeeEngagement Fixing the engagement problem is possible when you understand behavior. 47
- 46. #EmployeeEngagement Who you think you need to be Self / Self-Concept Who you are 48
- 47. #EmployeeEngagement An increase of $10,000 of income per year yields only a 2% increase in happiness. Measure Globally – Change Locally 56
- 48. #EmployeeEngagement An additional $11 billion is lost annually due to employee turnover. 50
Editor's Notes
- MC is Drew intro webinar and intro mike and greg
- Greg to lead from here until slide 10 or 13.
- Steve – pretty this up. Add and image. Add the quotes.
- GREG LAST SLIDE
- Z TAKE OVER
- THESIS
- START with NO DOTS and then include dots CREATE BUILD OF BEHAVIORAL PATTERN BY FACTOR AND THEN TO Z’s PATTERN
- MZ first slide
- Need to make a,c,d black not grey
- Animate in headshots as talking about each factor
- Animate the drives and install each mode / model of leadership: Impact People Familiarity Structure
- Animate
- Grey / Black
- Grey / Black
- Grey / Black
- Z’s LAST SLIDE
- GB
- GB’s LAST SLIDE
- Z BACK IN