employee engagement: why all the fuss ?

Employee Engagement: Employee Engagement: Why all the fuss? Why all the fuss?

Tom Coffey, M.S., SPHR, CBM, CPLPTom Coffey, M.S., SPHR, CBM, CPLP

Effective Performance Solutions, LLCEffective Performance Solutions, LLC

The importance of employee engagement

“There is something that is greater than anybody...and that’s everybody.” - Capt. Eddie Rickenbacker

The importance of employee engagement

• 71% 71% of the U.S. workforce is either “not engaged” or “actively disengaged”

• Actively disengaged employees – the least productive – cost the American economy up to $350 billion $350 billion per year in lost productivity

• Highly engaged workers believe they can and do contribute more directly to businessbusiness resultsresults than do less engaged employees

Source: Gallup

The importance of employee engagement

• In average organizations, the ratio of engaged to actively disengaged employees is 1.83:11.83:1.

• In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:19.57:1.

Source: Gallup

The importance of employee engagement

Source: Gallup

The importance of employee engagement

• 84%84% of highly engaged employees believe they can positively impact the quality of their company’s products, compared with 31%31% of the disengaged

• 72%72% of the highly engaged believe they can positively affect customer service, versus 27%27% of the engaged

• 68%68% of the highly engaged believe they can positively impact costs in their job or unit, versus 19%19% of the disengaged

Source: Towers Perrin

Employee engagement vs. employee satisfaction

• The normal response to employee engagement issues has been to focus on increased job satisfaction

• The rationale was that a satisfied employee is a productive employee

• Research indicates that in actuality, a productive employeeproductive employee is a satisfied satisfied employeeemployee

Employee engagement vs. employee satisfaction

• Motivation Theory reminds us that in order to remain motivated, engaged, empowered...

• We must be able to...

See the chips flySee the chips fly

Employee engagement vs. employee satisfaction

• Thirty years of industry research indicates that employees who apply their talents and abilities to enhance the organization, make a significant impact on key business results

• The outcome is a more engaged employee, which results in a higher contributing and more satisfied employee

Source: Client Skills

• Increased productivity (34%)• Increased discretionary behavior (28%)• Great place to work status (27%)• Increased profitability (27%)• Reduced absenteeism (25%) (1,000-plus corporate surveys)

Improved Business Outcomes

Source: Melcrum Publishing

• Improve the quality of organizational leadership

• Create opportunities for OJL and development

• Empower employees with decision-making opportunities

• Improve the people management skills of immediate supervisors

Actions to Promote Engagement

Source: Melcrum Publishing

• According to Schein (1999), culture is the sum total of all the shared, taken-for granted assumptions that a group has learned throughout its history

• Culture is linked to the mission, strategy and goals of the organization

• As culture evolves slowly over time, it is difficult to change

The effects of culture

Source: Edgar Schein

• Having a high-performing business culture is a competitive advantage today

• The locus of culture is at the local level, where individuals work together every day

The effects of culture

Source: Gallup

• We must focus on those things that we have some control over (circle of influence)

Working within the “circle of influence”

Circle of concernInfluence

• Regardless of the culture or top leadership’s strategies, employee engagement can begin within the individual supervisor’s circle of influence

Working within the “circle of influence”

Circle of influence

• When human needs are met, the positive emotions that result encourage employees to look beyond the work to care about the overall welfare of the business.

Bottom line:“Organizational citizenship”

• It is difficult to create passionate, engaged customerscustomers without passionate, engaged employeesemployees

• This concept is displayed in many of these organizations (Best Places to Work)

Bottom line:“Engaged Customers”

Source: Great Place to Work Institute

• Everything rises and falls on leadership – John Maxwell• Nearly all companies on the list of The Best Places to

Work have proactive leaders at top levels of the organization

• However, we have learned that engagement actually happens in individual work groups

The Leader’s Role

Influence

• Social Intelligence, is a set of interpersonal competencies built on specific neural circuits (and related endocrine systems) that inspire others to be effective.

The Leader, SI, and Neuroscience

Source: Goleman & Boyatzis, 2008

• S I is based on research involving the interactions of the three neurons: mirror neurons, spindle cells and oscillators

The Leader, SI, and Neuroscience

Source: Freedman, 2007

“Mirror neurons” form a kind of biological map of the observed

world, literally imprinting others’ behaviours in our brains.”

• S l accentuates the importance of all leaders’ role in modeling behaviors that are expressed and valued by the organization

• The leaders’ behaviors will be reflected and reciprocated by the subordinates, especially if accountability is required to align with the core values

The Leader, SI, and Neuroscience

• Employee engagement has several associated « spin off » results, including innovation, collaboration, teamwork, empowerment

• The focus of the video is innovation, but look for these other elements as you watch, especially the roles of the leaders

Video

So, Now What?

Make an Action Plan

Thank You for your time and attention

www.effectiveperformancesolutions.com

tom@effectiveperformancesolutions.com