sample slide presentation
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These are some sample slides from our employee engagement leadership trainingTRANSCRIPT
HELPING PEOPLE
MAKE LASTING CHANGES IN THEIR CAREERS & LIVES
www.eddielemoine.com
• Introduction
• Why now, why engagement
• About the numbers
• Three steps to closing the engagement gap
• Getting to know your team
– Gender
– Culture
– Age
• Growth and engagement
• Creating a vision
• Building a competitive advantage
• How do you get there from here
The evolution of Employee
Engagement
Are employees
happy
1990
Employee satisfaction
Are employee motivated
2000
Employee Commitment
Are employees motivated
and do they know what to do
2007 Employee Engagement
Business Trend
Job Market
2:00
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
35%
40%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 1950-1960
-10%
0%
10%
20%
30%
40%
50%
60%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 1960-1970
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 1970-1980
-20%
-10%
0%
10%
20%
30%
40%
50%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 1980-1990
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 1990-2000
-20%
-10%
0%
10%
20%
30%
40%
50%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 2000-2010
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
under 14 15-24 25-34 35-44 45-54 55-64 65+
Population Growth 2000-2020
Traditional
The New Retirement
67%
22%
8%
3%
Baby Boomers
X Gens
Y Gens
Matures
Generational Composition of the Core
Public Administration (March 2007)
*Baby-boomers account for 2 out of 3 employees of the Core Public Administration.
―a way of thinking first, a way of
working second.‖
Telling the many what
has been decided by
the few
Selling the many what
has been decided by
the few
Environment conformant compliant Low engagement
―a way of thinking first, a way
of working second.‖
Environment
Inclusion-looking
for ideas and support
throughout the
organization.
Co-creation—leveraging the strengths
of the individual
members of the team to
identify better ways to
achieve corporate goals.
Enthusiastic participants Enthusiastic participants High Engagement
Discretional Effort
What does an engaged employee think,
feel and do?
Think
I understand how my
unit/department
contributes to the success
of the organization
I understand how my role
in my organization is
related to my
organization’s overall
goals, objectives and
direction
I am willing to put in a
great deal of effort
beyond what is
normally expected to
help my organization
succeed
I am personally
motivated to help my
organization be
successful
I would recommend my
organization as a place to
work and do business.
I am proud to tell
others I work for
my organization
SurvivalThe weak will be weeded out.
Disengaged59%
Engaged27%
Actively Disengaged
14%
Engaged Workforce
What are the cost to your
organization
Z Z Z
Z Z
Engaged 27%
60% of productivity Disengaged 59%
60% of productivityActively disengaged 14%
-20% of productivity
$.90$.70 $.50
How do we know
• Signs of disengagement
– Increased turnover
– Missed deadlines
– Low morale
– High burnout rate
– Complacency
– Finger-pointing and
name-calling
– Lack of accountability
and responsibility
– Increased absenteeism
• Signs of engagement
Choose to work late to
complete a project
Ask how to help other
team members
Looks for connection
between actions and
financial results
Treat resources like their
own
Initiate improvements
Look beyond their own role
Pursue self-development
on personal time
Making it work!Easier than you think
Know Them
GenderCulture, Background,
Language, etc.
Generational Gaps
GROW THEM
Line of sight between employee
performance and company performance
Building on Your Strengths
• Your strengths (engagement)
• Your weaknesses (disengagement)
Activities that weaken you Activities that strengthen you
Building on Your Strengths
Your strengths (engagement)
Your weaknesses (disengagement)
Inspire Them