employee engagement opportunity scan · employee engagement opportunity scan u t h l ith l ti in...

Recalibrate the commitments that inspire engagement

Employee Engagement Opportunity Scan

U t h l ith l ti

In today’s business environment one thing is absolutely clear: you need all hands on deck. You simply cannot afford not to have the committed, intelligent action of every member of your team -- and

Uncover ways to reach your goals with less time, money,and stress by keeping commitments real.

Sample Report

y ynot just following orders but taking the initiative to attract and retain customers, improve processes, reduce waste, and minimize risks.

Studies show that highly engaged employees are up to 25% more productive and 80% more likely to stay – yet only a small percentage of employees are highly engaged and employees tend to disengage with time on the job

Includes:• Commitments by stakeholder• Team alignment levels• “Realness” of commitments• Engagement skills/practices

with time on the job.

Why? Often because they face unhealthy pressure to compromise on the commitments and responsibilities that initially inspired them. Sadly, this pressure is often unintentional, a product of “commitment drift” that naturally occurs as organizations change and grow.

The good news is that one of the fastest ways to mobilize engagement and performance is simply to take stock of those

Sample ProcessTeam Orientation

Data Gathering

commitments and recalibrate to make them real again.

The Employee Engagement Opportunity Scan does just that, providing a powerful accelerant for leaders and teams facing:

• New leadership• Major change initiatives• Uneven engagement• Ambitious values-based missions

Dialogue

Action

Report Generation

• Greater alignment around core team commitments• “Critical few” areas for improvement & innovation• Specific commitments to be renegotiated & a strategy for

approaching other stakeholders• Shared principles for weighing tradeoffs & compromises• Improved team engagement skills & practices

What You Will Take AwayPlus expenses.Through 1/31/11, using on-line data-gathering and a single dialogue session.

Additional Options:• 1:1 interviews or focus groups• Engagement skill-building for leaders or team members

$1,000/person

Elizabeth Doty is a consultant and coach who has spoken with over 400 people about the challenges and triumphs of doing work they are

Improved team engagement skills & practices leaders or team members.

888-WorkLorewww.WorkLore.com [email protected]

over 400 people about the challenges and triumphs of doing work they are proud of. Her firm, WorkLore, partners with organizations such as Intuit, Archstone-Smith, and Hewlett Packard to increase the alignment, integrity, and engagement that allow them to generate extraordinary value. Ms. Doty’s book The Compromise Trap: How to Thrive at Work without Selling your Soul was rated among the top 7 Career Management books of 2010.

© 2010 WorkLore. All rights reserved.

Building Employee Engagement…Engagement…

… Without Working Harder Lessons from The Compromise Trap

www.WorkLore.com 1-888-WorkLore (voice) • 510-559-3689 (fax) © 2010 WorkLore, All rights reserved.

Employee engagementEmployee engagementIncreasingly recognized as a strategic opportunity

Higher Performance Higher Performance Up to 60% higher discretionary effortUp to 20% higher performanceHigher Retention • Pride, commitment

Core Characteristics

Up to 87% less likely to leaveIncreased Organizational EffectivenessCorrelations with Quality, Ethical Cultures, Relationships

• Intent to perform• Motivation to stay &promote the company

Definition -- Sirota Consulting – Sirota.com, and BlessingWhite.com

www.WorkLore.com 1-888-WorkLore (voice) • 510-559-3689 (fax) © 2010 WorkLore, All rights reserved. 2

1990’s Delta Airlines Commercial with halfback Sam Singletary http://www.youtube.com/watch?v=0JQ8jNAodu0Corporate Leadership Council (50,000 employees, 59 global corp’s, 10 industries, 27 countries)http://www.lloydmorgan.com/PDF/Driving%20Performance%20and%20Retention%20Through%20Employee%20Engagement.pdfEthics Resource Council - http://www.ethics.org/page/nbes-supplemental-research-briefs

The Leadership Challenge: How do I improve engagement?How do I improve engagement?

I know engagement paysI know it’s a business priorityI know it s a business priorityI know there’s room to improveBut my plate is already full

Engagement Survey Results


Sample based on Sirota Consulting Group, a highly respected provider of engagement data. http://www.sirota.com

3

The Opportunity: Engagement is a barometerEngagement is a barometerReflecting the health of all your business relationships & commitmentsNot just commitments to employees

Customers

Leaders

Investors

Brand Promises, Quality,Customer Relationships

Effort, Information Flow, Ethics, Retention

Cost Effectiveness, Risk Management, Reporting Accuracy, Ethics

Health & Safety,

Engagement

Society

Environ-

Other Employees

Coordination, Equity, Camaraderie

Environmental Responsibility & Benefits

Health & Safety, Corporate Citizenship, Regulatory Standards

Employees


Environment

Engagement tends to decline with

46%W k P id

time on the job

33%

26% 26%

Work Pridevs Tenure< 1 Year

1 3 Years 26%21% 22%

26%1-3 Years

3-5 Years

5-10 Years 10-20 Years

>20 Years

Pride correlates with:QualityQualityOrganizational effectivenessStaff retention

Source: Sirota Consulting


ghttp://www.sirota.com/pdfs/Pride_The_Hidden_Corporate_Asset.pdf, p 3

Because commitments often “drift”Because commitments often driftOrganizational promises, values and practices naturally erode over time as:naturally erode over time as:

Leaders and roles changeReorganizations cause “resets”

I swear we’ll come back & do it right later!

gNew programs crowd out old best practicesComplexity makes coordination Complexity makes coordination and follow-through harderMisinterpretations replicate

Which causes employees to Is this real change or fake change?

Which commitments

Which causes employees to disengage if they feel pressed to compromise

fake change?

I’m feeling the “wounds of commitment”

Talk Walk


Which commitments are real?

Image inspired by Walter L Livingston,’s “fuzzball” in Have Fun at Work

It is these compromises that ultimately cost the businessultimately cost the businessThe Business Costs of (Unhealthy) Compromise

Decreased productivity & engagementPoor quality & execution Increased rework

I’m not going to fight you to help you!

Leadership overload Lost talent Lost customersLost customersLost opportunities to innovateIncreased risk


Photo of Deepwater Horizon explosion from http://en.wikipedia.org/wiki/Deepwater_HorizonSwiss cheese metaphor adapted from James Reason, author of Human Error

What can you do?What can you do?Use periodic Opportunity Scans to keep commitments realRecalibrate rather than adding new programsReinforcing a culture of high-engagement

Dialogue & RecalibrationOpportunity Scan Action

Renegotiate

Clarify/align

Improve

Innovate

LeaderToolkit

Team MemberToolkit


Sample scanSample scan

1. How Real Are Our Commitments to Customers In Practice?

Stakeholder Group: Customers2. How Aligned Are We?

Promise Reality

Keep all data absolutely private

Respond quickly to all requests

gWidth=% Responses; Forward = High Priority(Accounting example)

Offer cutting edge advice

Save money on client taxes

Complete returns on time

Avoid audits for clients

3 How Frank Can We Be?

Current

Desired

Level 2: Safe to Talk About Positive Subjects

Level 3: Safe to Talk About Whatever Is Important

3. How Frank Can We Be?


10Level 1: Safe to Talk With

Specific Individuals

Business payoffs after recalibratingBusiness payoffs after recalibrating

“We will no longer

Textile Manufacturer

6 weeksOrder Delivery Time

be able to escalate delayed orders.”

6 weeks

2 weeks Reduction

Design Changes

“Let’s invest the time we need to do it right

Custom Test Development

60 weeks

Test Development Time

Design Changes & Quality Issues

10-25%

5%

15%

the first time.” 40 weeks Reduction

Design Changes

QA Rejects

0%

5%

“No interruptions between 8 and 10am.”

Complex Insurance Claims5-7 days

24 hours Reduction

Time to First Claimant Contact

20%

80% Attorney Involvement


20%

InvitationInvitationTo take the next step…

Pil h O i S i h ll Pilot the Opportunity Scan with a small team High potentials struggling with engagement?Overloaded team needing more time?gCritical team not making sufficient progress?Global team struggling for alignment?

Get a rough Costs of Compromise estimateGet a rough Costs of Compromise estimateReview related blog post2-day review and rough calculation of opportunity

Provide feedback or suggestions888-WorkLore or [email protected]


http://www.worklore.com/Teams-Learning-Communities/using-compromise-to-diagnose-engagement.html

employee engagement opportunity scan · employee engagement opportunity scan u t h l ith l ti in...

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