The Leader s Role in Engagement Troy Hayes Beverly Crowell

Transcription

1 The Leader s Role in Engagement Troy Hayes Beverly Crowell Career Systems International

2 2 FOUR POWERFUL WORDS! 2014 Career Systems International

3 Let s Chat About Vocabulary What is another word you are using? How do you define engagement in your organization? What is discretionary effort really? 2014 Career Systems International

4 Career Systems International

5 ENGAGEMENT makes a difference to the bottom line. Significantly higher productivity Higher customer ratings Decreased turnover Less absenteeism Fewer safety incidents 2014 Career Systems International

6 Why It Matters Market volatility and economic uncertainty Globalization feeds competition for top talent Technology has changed how we recruit, engage and develop A culture of well-being attracts best talent Diverse workforce redefining recruitment, productivity and business success Employee s demand for growth forcing organizations to focus on talent mobility Leaders continue to focus on bottom line results 2014 Career Systems International

7 WHY PEOPLE STAY Exciting Work & Challenge Supportive Management/Good Boss Being Recognized, Valued, & Respected Career Growth, Learning & Development Flexible work environment Fair Pay Job Location Job Security and Stability Pride in Organization, its Mission or Product Working with Great Coworkers or Clients Fun, enjoyable work environment Good Benefits Loyalty/Commitment to Co-Workers or Boss 2014 Career Systems International

8 Troy Hayes, Psy.D. Director, Talent, Leadership and Organization Dev.

9 Outline Who is Ingersoll Rand? What is their journey of Employee Engagement? What seemed to worked? - Local Accountability - Clear Priority - Enterprise Enabled What is next? 9

10 Engagement WHO IS INGERSOLL RAND? 10

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12 Path to Premier Performance Engaged Employees Delighted Customers Confident Shareholders 12

13 Engagement WHAT IS OUR JOURNEY OF EMPLOYEE ENGAGEMENT? 13

14 Timeline Introduction of EE with focus on broad actions plans following survey administration Improved results with clear focus Decision to do the areas EES annually Commitment to Decision to continue to improve approach it differently

15 Engagement Guiding Principles Employee engagement happens with the Manager! Not a stand-alone initiative but Imbedded into our Culture Employee Engagement = Organizational/Cultural Health Use Best Practices Clear Priorities Strong Focus 15

16 2013 Results Engagement scores significantly increased overall by +8% to 71% due to a keen focus on the following areas: Leader Manager Effectiveness Engage Your Employees Training Progressive, Diverse, and Inclusive Premier Performance Index Participation was extremely high at 93% suggesting employees want to be heard and trust the process year over year. Employees are more satisfied and proud to work at Ingersoll Rand compared to Analysis suggests that continued focus in the following areas will help sustain and drive engagement results in 2014: Growth and Development Progressive, Diverse, and Inclusive Leader Manager Effectiveness Leader Manager Accountability 16

17 Engagement WHAT WORKED? 17

18 Manager & Company Wide Communications Manager Development/Support Integrate with Enterprise Strategies & Processes Senior Leadership Involvement Engagement & Workforce Analytics Sector Specific Communications & Actions Align with Business Strategy Manager Accountability Planning/Follow-up/Impact Employee Engagement Strategy Enterprise Led Provide tools, support and expertise Sector Led Making it Personal 2-Way Communications & Continuous Improvement 18

19 Employee Engagement: 2013 Manager Support Objective: Provide Tools, Support and Expertise to Managers Sr. Leaders All Managers All Employees Support Speaker at Leadership Conference Coaching as core leadership engagement skill Executive overview of the critical business case for Engagement with Mike Set expectation to model engagement and retention behaviors Continue global rollout of The Ingersoll Rand Manager: Engaging Your Employees training Career Development series PMP engagement objective Enhanced tools and resources online Leverage exemplars utilize best practices of top quartile managers Integrate engagement into Leadership Development programs Career development series 2013 census survey Employee action guide HR/C Training on how to coach on Engagement and use the LELE-supported toolkit Train-the-trainer opportunities for The Ingersoll Rand Manager: Engaging Your Employees training globally Ensure awareness of lower 25% with sectors to provide focused support Consistent communication 19

20 Employee Engagement Manager Toolkit Click here to access the Employee Engagement Manager Toolkit 20

21 The Ingersoll Rand Leader: Engaging Your Employees Description: The Ingersoll Rand Leader: Engaging Your Employees program is a one-day classroom course based on the concepts of Love Em or Lose Em: Getting Good People to Stay (Beverly Kaye and Sharon Jordan-Evans, Berrett-Koehler, 2002) that is designed to equip managers with practical strategies they can use to retain, engage, and encourage the talents of their people. This course also addresses Leader Manager behaviors such as coaching and communication that are critical drivers of engagement at Ingersoll Rand. The target audience for this course is people managers. Objectives: After having completed The Ingersoll Rand Leader: Engaging Your Employees, participants will: Understand why engagement and retention are critical issues and the influence managers have at Ingersoll Rand Utilize practical strategies and tools to help make a difference by re-engaging their employees Recognize the Leader Manager Effectiveness behaviors that have the most impact on an employee s engagement Communicate more effectively and efficiently with their employees by using communication essentials Use Ingersoll Rand s coaching model as a way to continually engage employees Have a plan of action to address engagement and retention priorities 21

22 Developed Managers Improve Engagement Average improvement in Direct Report (DR) EEI scores % 13% Completed Course Did not complete course 11% 9% 8% 8% 8% 7% Engage Your Employees Advanced People Leader Mgmt Executive Leadership Coaching for Performance 16 Approximately 500 (16%) managers completed a leadership development course conducted by IRU between On average, managers who completed IRU courses show a much improved score over managers who did not complete the courses. 22

23 What s Next? Continued Focus on what is working Enhanced Analytics to better enable root cause analysis and solution planning Career Development Focus on the individual 23

24 Making It Happen 2014 Career Systems International

25 2014 Career Systems International Knowing Doing Gap

26 Questions? Thank you! Career Systems International