Jarlath Dooley 3/3/2011 Employee Engagement
PART 1: THE BUSINESS ISSUE
2008 - The Business Issue <ul><li>The Symptoms: </li></ul><ul><ul><li>Falling Net Profit </li></ul></ul><ul><ul><li>Custom...
PART 2: DESIGNING THE SOLUTION
Strategic Triangle
Strategic Triangle
Strategic Triangle
Strategic Triangle
Extreme 1: Engagement  = Holy Grail!
Extreme 2: Disengagement =Holy S**t
Engagement Hierarchy
Engagement Hierarchy
Engagement Hierarchy
2 Basic Premises <ul><li>Premise 1: You cannot engage employees </li></ul><ul><li>Premise 2: You can create the environmen...
<ul><li>No society can remain vital or even survive without a </li></ul><ul><li>reasonable base of shared values. Where co...
Community <ul><li>No society can remain vital or even survive without a reasonable base of  shared values . </li></ul><ul>...
 
PART 3: THE IMPLEMENTATION
 
<ul><ul><li>Run Appreciative Inquiry workshops  </li></ul></ul><ul><ul><ul><li>http://www.appreciativeinquiryunlimited.com...
<ul><ul><li>Core Values  </li></ul></ul><ul><ul><ul><li>built into recruitment, goals, career planning, performance mgt </...
<ul><ul><li>New Rewards system based on performance </li></ul></ul><ul><ul><li>Recognition programmes  </li></ul></ul><ul>...
Version 1 Rhythm - 2008 V1 Rhythm 2008 Objective setting Few & Far Performance Mgt Annual (at best) Staff Engagement Surve...
Version 1 Rhythm 2010 V1 Rhythm 2008 2010 Objectives Few & Far Quarterly Performance Mgt Annual (at best) Quarterly Staff ...
PART 4: THE RESULTS
Consistently Focus on Initiatives
Consistent high engagement scores Post Redundancy Bounce Horrid Biz environment Quarterly Rhythm Now Established Consisten...
How do we fare against Gallup?   73% 8% 19% V1
PART 5: THE BUSINESS IMPACT
Good Very Good Sustained Performance Improvement
Net Profit Revenue Revenue/Net Profit Growth Highest Ever Double Digit NB :  Figures are indicative only & are not based o...
8.3 Customer Engagement 8.3
Growth in Company – staff numbers
Key Messages <ul><li>Build a Community not a Company </li></ul><ul><li>Use Appreciative Inquiry as a kick off tool </li></...
<ul><li>Build an Appreciation Culture </li></ul><ul><li>Remember to say “Thank You” often.  </li></ul><ul><li>Work on Care...
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Jarlath Dooley Staff Engagement

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Jarlath Dooley Staff Engagement

  1. 1. Jarlath Dooley 3/3/2011 Employee Engagement
  2. 2. PART 1: THE BUSINESS ISSUE
  3. 3. 2008 - The Business Issue <ul><li>The Symptoms: </li></ul><ul><ul><li>Falling Net Profit </li></ul></ul><ul><ul><li>Customer Complaints </li></ul></ul><ul><ul><li>Increasing Staff Turnover </li></ul></ul><ul><li>The Causes: </li></ul><ul><ul><li>Low Engagement </li></ul></ul><ul><ul><li>Fast growth – no time for process improvement </li></ul></ul><ul><ul><li>Kicking the can down the road </li></ul></ul><ul><ul><ul><li>Focus on managing the now – not on managing growth </li></ul></ul></ul>
  4. 4. PART 2: DESIGNING THE SOLUTION
  5. 5. Strategic Triangle
  6. 6. Strategic Triangle
  7. 7. Strategic Triangle
  8. 8. Strategic Triangle
  9. 9. Extreme 1: Engagement = Holy Grail!
  10. 10. Extreme 2: Disengagement =Holy S**t
  11. 11. Engagement Hierarchy
  12. 12. Engagement Hierarchy
  13. 13. Engagement Hierarchy
  14. 14. 2 Basic Premises <ul><li>Premise 1: You cannot engage employees </li></ul><ul><li>Premise 2: You can create the environment where ‘community can flourish’ </li></ul>
  15. 15. <ul><li>No society can remain vital or even survive without a </li></ul><ul><li>reasonable base of shared values. Where community </li></ul><ul><li>exists, it confers upon its members, identity, a sense of </li></ul><ul><li>belonging, a measure of security. </li></ul><ul><li>A community has the power to motivate its members to </li></ul><ul><li>exceptional performance. Community can set standards </li></ul><ul><li>of expectations for the individual and provide the climate </li></ul><ul><li>in which great things happen. </li></ul><ul><li>— JOHN W. GARDNER, FORMER </li></ul><ul><li>Professor, Activist, Author, Reformer , </li></ul>Community
  16. 16. Community <ul><li>No society can remain vital or even survive without a reasonable base of shared values . </li></ul><ul><li>Where community exists, it confers upon its members , identity, a sense of belonging, </li></ul><ul><li>a measure of security . </li></ul><ul><li>A community has the power to motivate its members to exceptional performance . </li></ul><ul><li>Community can set standards of expectations for the individual and provide the </li></ul><ul><li>climate in which great things happen. </li></ul>
  17. 18. PART 3: THE IMPLEMENTATION
  18. 20. <ul><ul><li>Run Appreciative Inquiry workshops </li></ul></ul><ul><ul><ul><li>http://www.appreciativeinquiryunlimited.com/Powerpoint/Short%20Presentation%20-%20Intro%20AI_files/frame.htm </li></ul></ul></ul><ul><ul><li>2011 Strategy Development Program </li></ul></ul><ul><ul><ul><li>collaboration exercise involving 71 staff members </li></ul></ul></ul><ul><ul><li>Mission in Action </li></ul></ul><ul><ul><ul><li>included in induction, news, project briefs, customer bids, mandatory companywide workshops </li></ul></ul></ul>Over 60 HR initiatives!
  19. 21. <ul><ul><li>Core Values </li></ul></ul><ul><ul><ul><li>built into recruitment, goals, career planning, performance mgt </li></ul></ul></ul><ul><ul><li>Communications </li></ul></ul><ul><ul><ul><li>ICG, Weekly News, Quarterly briefings, Team Meetings, CEO updates </li></ul></ul></ul><ul><ul><li>PMG established ( People Management Group ) </li></ul></ul><ul><ul><li>Focus on Engagement points </li></ul></ul><ul><ul><ul><li>1:1’s, email, meetings, career planning, performance reviews etc </li></ul></ul></ul><ul><ul><li>Change Management approach adopted for initiatives </li></ul></ul><ul><ul><li>New Career Planning & Development model rolled out </li></ul></ul>HR Initiatives
  20. 22. <ul><ul><li>New Rewards system based on performance </li></ul></ul><ul><ul><li>Recognition programmes </li></ul></ul><ul><ul><li>Communities of Practice </li></ul></ul><ul><ul><li>Rotation Process introduced </li></ul></ul><ul><ul><li>First Quarter Induction Process introduced </li></ul></ul><ul><ul><li>Plus lots of other small initiatives such as CEO monthly update, Quarterly themes relevant to the business, Open book mgt, facilities improvements. </li></ul></ul>HR Initiatives
  21. 23. Version 1 Rhythm - 2008 V1 Rhythm 2008 Objective setting Few & Far Performance Mgt Annual (at best) Staff Engagement Survey Seldom Customer Satisfaction No real measure Strategy Review Inconsistent Company Briefings Two/three per year Budgets Annual Targets Mainly Annual Key Account Plans Annual Profit Share NA Company Theme The odd one Communications Sporadic
  22. 24. Version 1 Rhythm 2010 V1 Rhythm 2008 2010 Objectives Few & Far Quarterly Performance Mgt Annual (at best) Quarterly Staff Engagement/Survey Seldom Quarterly Customer Satisfaction No real measure Quarterly Strategy Review Inconsistent Quarterly Company Briefings Two per year Quarterly Budgets Annual Quarterly Targets Mainly Annual Quarterly Key Account Plans Annual Quarterly Profit Share NA Quarterly Company Theme The odd one Quarterly Communications Sporadic Quarterly, Monthly, Weekly
  23. 25. PART 4: THE RESULTS
  24. 26. Consistently Focus on Initiatives
  25. 27. Consistent high engagement scores Post Redundancy Bounce Horrid Biz environment Quarterly Rhythm Now Established Consistent High Scores Start of HR Initiatives 2011 Strategy 0% NP
  26. 28. How do we fare against Gallup? 73% 8% 19% V1
  27. 29. PART 5: THE BUSINESS IMPACT
  28. 30. Good Very Good Sustained Performance Improvement
  29. 31. Net Profit Revenue Revenue/Net Profit Growth Highest Ever Double Digit NB : Figures are indicative only & are not based on actuals for confidentiality purposes.. The important point is the continuous improvement in both graphs through the programme
  30. 32. 8.3 Customer Engagement 8.3
  31. 33. Growth in Company – staff numbers
  32. 34. Key Messages <ul><li>Build a Community not a Company </li></ul><ul><li>Use Appreciative Inquiry as a kick off tool </li></ul><ul><li>Inspire </li></ul><ul><li>We all love to follow a Vision, feel Purpose and Share Values. </li></ul><ul><li>Build Confidence </li></ul><ul><li>In leadership & the strategy – walk the talk, act on feedback </li></ul><ul><li>Know Your Community </li></ul><ul><li>Take the temperature of engagement often. </li></ul><ul><li>Communicate Often </li></ul><ul><li>You can’t over communicate </li></ul>
  33. 35. <ul><li>Build an Appreciation Culture </li></ul><ul><li>Remember to say “Thank You” often. </li></ul><ul><li>Work on Career Paths & Skills Development </li></ul><ul><li>It is more important now than ever </li></ul><ul><li>You cannot fake it </li></ul><ul><ul><li>Don’t even try to engage insincerely! </li></ul></ul><ul><li>It is simple, but it ain’t easy </li></ul><ul><ul><li>In fact it is very hard! </li></ul></ul>

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