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Motivating & Engaging Employees Kyle Couch Spectrum Organizational Development

Author: spectrum-organizational-development

Post on 31-Oct-2014




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These slides are a subset of a presentation delivered as part of a Customer Contact conference in Toronto, ON. The slides outline the two key components of keeping your contact centre employees engaged with your organization, and personally motivated. The presentation features research findings from a number of world-class sources.


  • 1. Motivating & Engaging Employees Kyle Couch Spectrum Organizational Development
  • 2. Two Aspects of Human Capital Engagement Motivation
  • 3. Two Aspects of Human Capital Motivation Individual Intrinsic vs. Extrinsic Want to vs. Have to Engagement Community Connection I Belong or I Dont Organizational Performance
  • 4. Know the Range
  • 5. Do you feel that your employer knows how to motivate you? 25% 18% Agree Somewhat Slightly Not at All 16% 41%
  • 6. Key Motivators
  • 7. Motivation Motivation is not a one-size-fits-all solution
  • 8. Discretionary Effort Performance Want to Do Curve Have to Do Curve Minimum Requirements Time
  • 9. Discretionary Effort (and a Bucket)
  • 10. Discretionary Effort Perks Irks Monetary Discretionary Effort
  • 11. People Are Different Trailblazers 45% Workhorses 23% Heavyweights 12% Gen-Yers 11% Explorers 9%
  • 12. Trailblazers Want to make an impact on people and leave their mark on the world in general. Altruism, customer orientation, inspiration, achievement, socia l contact, identity and purpose, learning, creativity, contribution/le gacy and fun and enjoyment
  • 13. Workhorses Are dedicated to getting the job done and getting it done well. Achievement, stability, financial reward, structure and order, recognition and appreciation, power and status.
  • 14. Heavyweights Can be an unstoppable force when given the right incentive and pushed in the right direction. Achievement, responsibility, active/highpressure work environment, power, status, and contribution/legacy.
  • 15. Gen-Yers Want to do what they love and love what they do. Inspiration, social contact, financial reward, recognition and appreciation, creativity, power, status, mob ility, contribution/legacy and fun and enjoyment.
  • 16. Explorers Want to experience everything the job world has to offer. Learning, change and variety, jobhopping, creativity, independence, power, mobility and contribution/legacy.
  • 17. Engagement
  • 18. The Reality
  • 19. By the Numbers 84% of highly engaged employees believe they can POSITIVELY IMPACT THE QUALITY OF THEIR ORGANIZATIONS PRODUCTS compared with only 31% of the disengaged.
  • 20. By the Numbers 72% of highly engaged employees believe they can POSITIVELY AFFECT CUSTOMER SERVICE versus 27% of the disengaged.
  • 21. North American Perspective
  • 22. Engagements Effect on KPIs
  • 23. Worth the Effort? When organizations successfully engage their customers and their employees, they experience a 240% boost in performance-related business outcomes.
  • 24. Best In Class Approach Strategy & Leadership Accountability & Performance Communication & Knowledge Learning & Development
  • 25. Fostering Engagement Being Engaged Being Enabled Feeling Energized
  • 26. Fostering Engagement Traditional Engagement Enablement Energy Belief in company goals and objectives Freedom from obstacles to success at work Ability to maintain energy at work Emotional Connection Availability of resources to perform well Supportive social environment Willingness to give extra effort to support success Ability to meet work challenges effectively Feelings of enthusiasm/accomplish ment at work
  • 27. Drivers of Engagement Leadership Organizations Reputation Supervisors Stress, Balance & Workload Goals & Objectives
  • 28. Leadership Is effective at growing the business Shows sincere interest in employees well-being Behaves consistently with the organizations core values Earns employees trust and confidence
  • 29. Stress, Balance & Workload Manageable stress levels at work A healthy balance between work and personal life Enough employees in the group to do the job right Flexible work arrangements
  • 30. Goals & Objectives The organizations business goals Steps they need to take to reach those goals How their job contributes to achieving goals
  • 31. Supervisors Assign tasks suited to employees skills Act in ways consistent with their words Coach employees to improve performance Treat employees with respect
  • 32. Organizations Reputation Highly regarded by the general public Displays honesty and integrity in business activities
  • 33. Maximizing Human Capital Mastery Membership Meaning
  • 34. Mastery Even in the most seemingly routine areas, when people are given difficult problems to tackle, with appropriate and tools and support, they can do things faster, smarter, and better.
  • 35. Membership Community solidarity comes from allowing the whole person to surface, which means going beyond superficial conformity to know what else people care about.
  • 36. Meaning Clarity about how your products or services can improve the world provides guideposts for employees priorities and decisions.