the trick to employee engagement—it’s not what you think
TRANSCRIPT
The Trick to Employee Engagement:
It’s Not What You Think
A Joint WebinarOctober 30, 2013
© 2013 The Karen Martin Group, Inc. 2
@jostleme@karenmartinopex
Coach / Facilitator / Consultant / Trainer: Lead Lean transformations & develop people across all industries.
Teacher: University of California, San Diego
Author & Speaker:
Karen Martin, PresidentThe Karen Martin Group, Inc.
www.ksmartin.com
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Preorder now! 2013 Shingo Prize winner!
© 2013 The Karen Martin Group, Inc. 4
Learning Objectives
• The three essential conditions for realizing high levels of employee engagement.
• Why employee selection and onboarding is the SINGLE MOST IMPORTANT process to nail in any business.
• How to use continuous improvement, critical thinking & problem solving as your central means to engage employees
• How to prepare leaders for a new way of operating.
© 2013 The Karen Martin Group, Inc. 5
Does your organization operate with high levels of clarity, focus, discipline,
and engagement?
Read the Shingo Research Award‐winning book that’s transforming organizations.
© 2013 The Karen Martin Group, Inc. 6
Mindsets & Behaviors that
Produce Outstanding Organizations
The Outstanding Organization
7
We have
big problems.
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First…
© 2013 The Karen Martin Group, Inc. 99
Energy Crisis: Widespread Disengagement
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7 in 10 American workers are “not engaged” or
“actively disengaged” in their work.
Gallup estimates actively disengaged employees cost the U.S. $450 billion to $550 billion a year in lost productivity.
© 2013 The Karen Martin Group, Inc. 11
http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx
© 2013 The Karen Martin Group, Inc. 12
Employee Engagement – Gallup Findings
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19
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20
20
15
15
17
17
17
16
18
52
52
53
54
51
50
55
59
54
55
53
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58
30
29
28
28
29
30
30
26
29
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30
30
26
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
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ACTIVELY DISENGAGED
NOT ENGAGED ENGAGED0% 100%
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Second…
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The average company operates at levels that are
a fraction of what its capable of.
© 2013 The Karen Martin Group, Inc. 15
Employee Engagement & Business Performance*
7%18%
26%
49%
67%
33%
9.57:1 1.83:1
EngagedNot EngagedActively Disengaged
World Class Average
*Per Gallup
Ratio of engaged to actively disengaged employees
© 2013 The Karen Martin Group, Inc. 16
Engagement Drivers: The Three C’s The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc. 17
Engagement Drivers: The Three C’s
Connection
The Outstanding Organization, pp. 155‐158
To vision, annual goals, immediate supervisor,
peers, customers
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc. 1818
You had them at“You’re hired.”
© 2013 The Karen Martin Group, Inc. 19
To what degree do new hires receive all of the tools and information they need to function effectively on day one?
0%
10%
20%
30%
40%
50%
60%
70%
Always, Sometimes Rarely, Never
Before initial roundof improvementAfter initial round ofimprovement
14%
44%
63%
23%
© 2013 The Karen Martin Group, Inc. 20
Onboarding – Missing Pieces
• Tools– Physical (e.g. desk, etc.)– Technology (e.g. phones, computers, physical access, access to applications
needed, logins, etc.)– Identifiers (e.g. signage, business cards, etc.)
• General information– Company (e.g., purpose, products, customers, values, business goals, etc.)– Org charts– Phone directories
• Job‐specific orientation– Documented procedures (standard work)– Apprenticeship approach: Observe, do with supervision, do– Clear understanding about what constitutes “success.”
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Value Stream Maps: Effective for New Hire Orientation
You are here
© 2013 The Karen Martin Group, Inc.
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The single most important process for you to nail in your
organization is new hire onboarding.
© 2013 The Karen Martin Group, Inc. 23
Engagement Drivers: The Three C’s
Connection
Control
The Outstanding Organization, pp. 155‐158
Heavy involvement in decisions that
influence how they do their work.
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc. 24
Who? Accountability Tool
Leadership “What has to happen” Value Stream Mapping
Workforce “How it will happen” Kaizen Events, Just‐do‐its, and Projects
Improvement RolesStrategic
Tactical
Middle Management
© 2013 The Karen Martin Group, Inc. 25
Leaders determine strategy (what)
Workers determine tactics (how)
© 2013 The Karen Martin Group, Inc. 26
Engagement Drivers: The Three C’s
Connection
ControlCreativity
The Outstanding Organization, pp. 155‐158
Full use of talents, capacities,
potentialities, & skills
The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc. 27
Problem solving and making improvement—done properly—is a high.
© 2013 The Karen Martin Group, Inc. 28
Kaizen Event – Definition
A two‐ to five‐day focused improvement activity during which a sequestered, cross‐functional team designs and implements improvements to a defined process or work area, generating rapid results and
learned behavior.
Karen Martin & Mike OsterlingThe Kaizen Event Planner
© 2013 The Karen Martin Group, Inc. 29
Cross‐Functional Problem Solving & Improvement:Connecting, Using Creativity, Gaining Control
© 2013 The Karen Martin Group, Inc. 30
“I went home yesterday and told myfamily that it was one of the best
working days I’ve ever had. I was able to fully use my capabilities for three days.”
— Fred Valenzano, Professional Engineer
© 2013 The Karen Martin Group, Inc. 31
Enabling Engagement: A3 Management
A3 Report
The vital role of the coach/mentor
© 2013 The Karen Martin Group, Inc. 32
Progressive Learning
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Third…
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The idea that performance is primarily a factor of the employee is just wrong.
The Outstanding Organization, p. 154
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People aren’t the problem. It’s the dysfunctional systems and processes within which we expect them to
perform at high levels – afundamental act of disrespect.
© 2013 The Karen Martin Group, Inc. 36
“I’ve become a better person, a better husband, a better friend,
from working at Gore.”
— Terry, a W.L. Gore Associate
© 2013 The Karen Martin Group, Inc. 3737
—The Outstanding Organization, p. 153
© 2013 The Karen Martin Group, Inc.The Outstanding Organization, p. 153
Build diverse teams.
<< story with PEOPLE >>
On-board your culture.
<< LIBRARY example >>
Team fit matters.
<< story >>
Fire fast.
In a respectful and honest way.
That helps the person find a better fit.
Don’t fall into the justification trap.
Avoid grand plans.
<< Kanban photo >>
Recognize specific things.
Now.
<< Shout‐Out examples >>
Poll
Does your intranet help your employees engage?
☐ Absolutely.☐ Somewhat.☐ Not much.☐ Don’t have an intranet.
Q&A