why people leave

#EmployeeEngagement

#EmployeeEngagement@predictiveindex

#EmployeeEngagement

What is Engagement?

?

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#EmployeeEngagement

It’s not about happiness.

ENGAGEMENT

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#EmployeeEngagement

The emotional commitment to the company and its goals.

ENGAGEMENT

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#EmployeeEngagement

Performance

Time

Minimum Requirements

“Want to” curve

“Have to” curve

Discretionary Effort

• Not working for a check• Go the extra mile• Care what customers think• Know that time is money• Work more efficiently• Put in longer hours

Discretionary Effort

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#EmployeeEngagement

When people are engaged37% lower absenteeism25% lower turnover (in high-turnover organizations)

65% lower turnover (in low-turnover organizations)

28% less shrinkage48% fewer safety incidents

Engaged companies…See a 6% higher net profit margins (Towers Perrin)

Receive 5X higher shareholder returns across five years (Kenexa)

41% fewer patient safety incidents41% fewer quality incidents (defects)10% higher customer metrics21% higher productivity22% higher profitability

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#EmployeeEngagement

.

The Problem is Real

Motivosity7

#EmployeeEngagement

The Problem is Very Real

Motivosity8

#EmployeeEngagement

Most Common Strategies

They don’t seem to be working.9

#EmployeeEngagement

Connected

Credit: James Fowler and Nickolas Christakis10

#EmployeeEngagement

ConnectedA person is 15% more likely to be happy if directly connected to a happy person.

At 2 Degrees, 10% more likely.

At 3 degrees, 6% more likely. Each unhappy connection decreases the likelihood of

happiness by 7%.

Credit: James Fowler and Nickolas Christakis11

#EmployeeEngagement

Group versus the IndividualReal changes in Engagement occur at

the person and group levels.

Measure Global – Act Local

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#EmployeeEngagement

The PI Behavioral Assessment identifies the key behavioral drives of each employee.

Dominance

Extraversion

Patience

Formality

HighLow

The Individual

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#EmployeeEngagement

Decoding Engagement

Individual Work Environment Pressures

+

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#EmployeeEngagement

Work Environment Pressures

Culture

Job Fit

Manager Impact

Team Dynamics

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#EmployeeEngagement

Job FitWORK ENVIRONMENT PRESSURE

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#EmployeeEngagement

Disengagement ForcesMisalignment between natural

tendencies and key responsibilities of the job

JOB FIT

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#EmployeeEngagement

The JobSales Hunter

• Quick to connect with people• Natural juggler• Goal orientation• Risk tolerance• Self driven

DominanceExtraversion

PatienceFormality

All recommended behaviors for the job

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#EmployeeEngagement

• Seeks results• Likes perfection• “Tasks” over

“people”• Slower to connect

HeatherSales Hunter

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#EmployeeEngagement

HeatherSales Hunter


PatienceFormality

BEHAVIOR

LOW HIGH

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#EmployeeEngagement


PatienceFormality

Tasks / People

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TASK

PlanningAnalysis

Problem solvingSynthesis

A > B

PEOPLE

CommunicatingMotivating

Team buildingTrusting

B > A

#EmployeeEngagement

LivelyEnthusiasticOptimistic

Stimulating

QUICK

B > C

SLOW

ReservedSerious

IntrospectiveQuiet

C > B


PatienceFormality

Connection Speed

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#EmployeeEngagement

Heather / The Job


PatienceFormality

HEATHER


PatienceFormality

SALES POSITION

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#EmployeeEngagement

ManagerImpact

WORK ENVIRONMENT PRESSURE

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#EmployeeEngagement

Disengagement ForcesMisalignment between manager and self

MANAGER IMPACT

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#EmployeeEngagement

Management StyleHighest drives – great predictor of management style

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Dominance Authoritative ”tell”Extraversion Persuasive ”sell”

Patience Process “experience”Formality Structure “rules”

#EmployeeEngagement

“Do unto others as you would have them do unto

you”

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#EmployeeEngagement

Employees NeedsHighest drives – also great predictor of employee needs

Dominance Needs impactExtraversion Wants feedbackPatience Give them timeFormality Explain details

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#EmployeeEngagement

Allan• Needs Feedback• Opportunity to

influence• People connection

Head of Sales

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#EmployeeEngagement

Mark• Direct• Data-oriented• Operationally

focused

New CEO

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#EmployeeEngagement

Allan / Mark (CEO)


PatienceFormality

ALLAN’S SELF PATTERN


PatienceFormality

MARK’S SELF PATTERN

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#EmployeeEngagement

Allan / Mark (CEO)


PatienceFormality

Behavioral Comparison

• Different Needs• Different Behaviors

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#EmployeeEngagement

Employees’ needs come first.It is important for a manager to understand the

needs of their employees based on their behavioral drives.

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#EmployeeEngagement

CultureWORK ENVIRONMENT PRESSURE

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#EmployeeEngagement

Disengagement ForcesFeeling like what the culture expects of

you isn’t who you really are.

CULTURE

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#EmployeeEngagement


PatienceFormality

PI Management Team

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#EmployeeEngagement


PatienceFormality

PI Development Team

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#EmployeeEngagement


PatienceFormality

Development Team

• Rules based• Patient• Structure• Heads down

PI Management Team v. Development Team

Management Team

• Proactive• Impatient• Risk Tolerant• Verbal• Less Formal

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#EmployeeEngagement

TeamDynamic

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#EmployeeEngagement

Disengagement ForcesBeing unlike the team

TEAM DYNAMICS

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#EmployeeEngagement

Daniel• Driven, dominant• Reserved• Fast-paced, intense• Formal, established

rules

President, The Predictive Index

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#EmployeeEngagement


PatienceFormality

Team Behavior

Highly extraverted. Lower attention to detail.Brainstorming culture.44

#EmployeeEngagement

Team Fit | Behavioral DrivesDominance

ExtraversionPatience

Formality

• More aggressive• Thinks before speaking• More data driven

Team Average MisalignmentDaniel

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#EmployeeEngagement

Team & Daniel must be aware of the differences and how they can be used to an advantage.

He is the most important member of the team(the challenger) as he pushes group to think differently.

Black Sheep or Savior?


PatienceFormality

THE TEAM DANIEL

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#EmployeeEngagement

Fixing the engagement problem is possible when you understand behavior.

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#EmployeeEngagement48

Who you think you

need to be

Self / Self-Concept

Who you are

#EmployeeEngagement

An increase of $10,000 of income per year yields only a 2% increase in happiness.

Measure Globally – Change Locally

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#EmployeeEngagement

An additional $11 billion is lost annually due to employee turnover.

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#EmployeeEngagement51

Thank you.

why people leave

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