employee engagement: myth or magic · effective practices manage performance •make sure employees...
TRANSCRIPT
Employee Engagement: Myth or Magic
Gary A. Higbee EMBA CSP
CEO Higbee & Associates, Inc.
North American Management Institute
Senior Global Consultant SafeStart
Key Points
1. What is employee engagement?
2. Why does it matter?
3. How do we know if our employees are engaged?
4. How have organizations achieved high levels of engagement?
5. How to get started
In Addition - Maybe
6. Complacency Curve
7. Risk Assessment Study
8. Managing Complex Change
9. Data from Gallup & NAMI
Employee Engagement Matters
Supervision
is always a
Key Factor
Engagement
should be
measured
(Surveyed)
Engagement is
not just an
“initiative” or
“program”
HR has
critical role There are
some simple
thing we can
do to get
started
Key Factors
Retention is Important
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Under 30 30-39 40-49 50+
Federal
State
Local
Private
What is Employee Engagement?
Heightened connection to work, organization, mission or co-workers
Beyond job satisfaction or happiness
Personal meaning in work
• Pride valued by society
• Belief their organization values them
More likely to go above minimum and provide “discretionary effort.”
Goe for customers
Volunteers ideas
Works hard – and smart
Doesn’t quit
Calls in sick only when ill
Stays alert to safety hazards.
Discretionary Effort
Go extra mile for customers
Volunteer ideas
Work hard – Smart - Suggestions
Don’t quit
Call in sick only when ill
Stay alert to safety hazards, Report Them, Suggest Improvements
Why Does Engagement Matter?
Lack of Demotivators
What Might Cause This?
Pressure to complete the task in a certain amount of time
Lack of Personal Pride
What Else?
Power of Employee Engagement
-70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30%
Absenteeism
Turnover (high-turnover orgs))
Turnover (low-turnover orgs)
Lost or stolen inventory
Safety incidents
Customer scores
Productivity
Profitability
Key Performance Indicators
Top- and Bottom-Quartile Work Groups
Power of Employee Engagement
-70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30%
Absenteeism
Turnover (high-turnover orgs))
Turnover (low-turnover orgs)
Lost or stolen inventory
Safety incidents
Customer scores
Productivity
Profitability
Key Performance Indicators
Top- and Bottom-Quartile Work Groups
Safety
Deloitte
Higher levels of engagement drive:
Improved employee performance to support mission
More collaborative and innovative work environments
Lower costs of disengagement.
Levels of Employee Engagement
13
63
24
Engaged Not Engaged Actively disengaged
Worldwide
Engagement in the U.S.
28
54
18
Engaged Not Engaged Actively disengaged
US Employees are the most productive in the world
Engaged Employees
Highly motivated to work hard
Go the extra mile
Recommend organization as good place to work
Stay – even for
less money
(IH Calling)
Have strong relationships
in organization
On the Other Hand …
Not engaged
Not strongly committed to organization
Feels trapped
Gives bare minimum
Actively disengaged
Poor relationship with organization
Only going through the motions
On the Other Hand …
It’s About Leadership
35% of U.S. workers polled
said they’d willingly forgo a
substantial pay raise in
exchange for seeing their
direct supervisor fired
How Do We Know If
Our Employees
are Engaged?
Ask Them!
Engagement Survey Questions
Pride in work or workplace
1. My organization is successful at accomplishing its mission
2. My work unit produces high-quality products and services
3. The work I do is meaningful to me
4. I would recommend my organization as a place to work
Satisfaction with leadership
5. Overall, I am satisfied with my supervisor
6. Overall, I am satisfied with managers above my immediate supervisor
Opportunity to perform well
7. I know what is expected of me on the job
8. My job makes good use of my skills and abilities
9. I have the resources to do my job well
10. I have sufficient opportunities (such as challenging assignments or projects) to earn a high performance rating
Satisfaction with recognition received
11. Recognition and rewards are based on performance in my work unit
12. I am satisfied with the recognition and rewards I receive for my work
Engagement Survey Questions
Prospects for personal and professional growth
13. I am given a real opportunity to improve my skills
Positive work environment and teamwork
14. I am treated with respect at work
15. My opinions count at work
16. A spirit of cooperation and teamwork exists in my work unit
17 – 20. Additional Questions Unique to the
Organization
Engagement Survey Questions
Observation Feedback Leading Indicators
Job Instructions
Written procedures
2 of 8
Machine Utilization Key Performance Indicator
Run Time measured by machine cycle
Are these people engaged?
Are they allowed to be engaged?
Engagement Story
Engagement Process Model
Communicate
4. Take Action
1. Plan
2. Survey
3. Analyze
5. Sustain Engagement
and Resurvey
“Measurement Without Targeted Action is Useless”
“You Said, We Did”
Taking Action on Survey Data
Taking Action on Survey Data
Form engagement teams
Collect additional data
Identify priorities – areas of strength
and weakness
Focus on individual work units
Develop and implement action plans
Provide education and training
Identify outcome measures
Establish accountabilities
Communicate
How Do We Achieve High Levels of Engagement?
Managing Complex Change & Employee Engagement Criteria
Effective Practices
Engagement is everyone’s responsibility
It must be a strategy
Lead from the top
Involve labor
Hire with care; probation is part of selection
Onboard well.
Effective Practices
Select supervisors who can supervise – and build engagement
Give them training, resources and support
Hold supervisors accountable for engagement
Careful about assignments
Effective Practices
Manage performance
• Make sure employees know what is expected – and how work links to mission
• Meet regularly with employees
• Provide opportunities to grow and develop
• Hold employees accountable – avoid transferring poor performers
Recognize contributions
Make sure employees’ opinions count
Create a positive work environment –respect work/life balance
Communicate
Measure and re-measure engagement.
What is HR’s Role?
Champion engagement
Facilitate
process
Identify
organization-
wide issues
Lead action
Be a
role model
Drive cultural
change
Building a Culture of Engagement
A set of accepted
organizational values,
behaviors, and practices
that promotes increasing
levels of engagement as a
cultural norm
Getting StartedGetting Started
Make the long-term commitment
Communicate the business case
Get leaders, managers and supervisors on board
Involve unions
Plan and communicate strategy
Survey employees
Follow through
Key Take-Aways
Employee engagement matters
Engagement
levels are low
But can be
improved
Engagement
should be
measured
Survey results must
be acted on
Engagement is
not just an
“initiative” or
“program”
HR has
critical role –
champion,
facilitator and
model
Complacency Curve
Time
Task Skills
Awareness Awareness: risk consciousness while driving, working, walking, biking, etc.
First Stage of Complacency(mind can wander)
First Stage of Complacency: no longer pre-occupied with the
risk so your mind can wander
Second Stage of Complacency: no
longer thinking about the risk unless
external stimulus occurs (no “internal”
stimulus or fear)
The Awareness/Complacency Continuum
Time
Second Stage
of Complacency[requires external
stimulus]
The Awareness/Complacency Continuum
First Stage of Complacency[mind can wander]
Awareness
Time
Second Stage
of Complacency[requires external
stimulus]
Observations
Pre-Job Checks
Annual Training
Units/EAUs/TT
Etc.
The Awareness/Complacency Continuum
Awareness
First Stage of Complacency[mind can wander]
Time
The Awareness/Complacency Continuum
Awareness
First Stage of Complacency[mind can wander]
Second Stage of Complacency[requires external stimulus]
Perceived
Risk
Actual Risk
(SIFs & SIDs)
Questions?
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• I will be around for a if you want to talk!
• My personal Cell number is 586-604-3765