The Competitive Advantage of Employee Engagement:

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1 The Competitive Advantage of Employee Engagement: The 12 Elements of Engagement August 28, 2017 Diane Brown, SPHR, SHRM-SCP Founder, Aspire! LLC Futuristic Belief Strategic Achiever Learner Dave Graham, Gallup-Certified Strengths Coach & Employee Engagement Champion Principal, Aspire! LLC Maximizer Strategic Relator Learner - Activator Our Advice: Strategy Make engagement a strategic and business priority Promote Understanding Equip leaders and managers with the Q12 framework for understanding the needs of employees Measurement Make survey results part of a plan not the entire focus engagement is a process and a journey Managers & Supervisors Ensure that your leaders and managers are engaged Create a culture of engagement by holding regular, ongoing engagement conversations Equip managers and supervisors to be coaches and take actions every day to influence engagement

2 Engagement Matters A Guide for Supervisors, Managers or Administrators Engagement starts with you. Local supervisors and managers account for at least 70% of the factors affecting employee engagement and play the most significant role in building engagement. Source: The Gallup Manager Assessment: Technical Report, Gallup, 2013 Three Types of Employees There are three types of employees in every workplace. Each of these employees plays a role in setting the tone at your workplace. As a supervisor or manager, you have a strong influence over the number of employees who fall into each of these categories within your team. Engaged These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company. Not Engaged These employees may be satisfied and productive, but they are not psychologically connected to their company. They are more likely to miss workdays and leave the organization. Actively Disengaged These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues. Workgroups With High Levels of Engagement Experience: 41% less absenteeism 70% fewer safety incidents 59% less turnover (in lowturnover organizations) 17% higher productivity Engagement Matters to Individuals An employee s engagement affects: reported levels of stress at work bringing home stress to family and friends anxiety and depression levels cholesterol levels When it comes to employee well-being, engagement levels have a much greater effect than other corporate policies such as hours worked, flextime and vacation time. Sources: State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders, Gallup, 2013; The Relationship Between Engagement at Work and Organizational Outcomes: 2016 Q 12 Meta-Analysis, Gallup; Engagement, Well-Being and Burnout, Gallup, 2014; The Economics of Wellbeing, Tom Rath and Jim Harter, Copyright , 2015 Gallup, Inc. All rights reserved. EED_CH_EngMatters_en-US_050416_bk

3 Engagement Matters The 12 Elements That Matter Q12. This last year, I have had opportunities at work to learn and grow. Growth Q11. In the last six months, someone at work has talked to me about my progress. Q10. I have a best friend at work. Q09. My associates or fellow employees are committed to doing quality work. Teamwork Q08. The mission or purpose of my company makes me feel my job is important. Q07. At work, my opinions seem to count. Q06. There is someone at work who encourages my development. Individual Q05. My supervisor, or someone at work, seems to care about me as a person. Q04. In the last seven days, I have received recognition or praise for doing good work. Q03. At work, I have the opportunity to do what I do best every day. Q02. I have the materials and equipment I need to do my work right. Basic Needs Q01. I know what is expected of me at work. Leading With a Focus on Engagement As a supervisor, manager or administrator, you are uniquely positioned to influence and inspire your team s engagement and actions. The 12 elements of engagement give you a point of focus on 12 actionable workplace elements with proven links to performance outcomes. Managers create high engagement levels over time by continuously focusing on these 12 workplace needs. Your Role in Building Engagement Everyone is responsible for his or her own engagement. You are responsible for creating an environment in which engagement can happen. Start by scheduling a time to discuss engagement with your team and: determine the one behavior you will do to improve engagement the one action your team will do 2 Copyright , 2015 Gallup, Inc. All rights reserved. EED_CH_EngMatters_en-US_050416_bk

4 What Was Your Best Day at Work? Think for a moment about the best day you have ever had at work. Reflect on a day when everything went well you pushed yourself, you had a feeling of accomplishment, you felt that your organization supported you and you generated results. Thinking about how your environment influenced your feelings about and commitment to your work, answer the following questions. What was that day like? What specifically made it a great day for you? What would need to happen to have more days like this? Copyright 2017 Gallup, Inc. All rights reserved. LHPT_Kit_Digital_WhatWasYourBestDayAtWork_en-US_041917_sa

5 Build Engagement and Collaboration 1) Engagement item and what it looks like when perfectly executed: 2. Builders: Breakers: 3. Start: Stop: Continue: 4. Progress we have made: What we still need to accomplish: What we can celebrate: Copyright 2017 Gallup, Inc. All rights reserved. This document may be copied or reproduced for individual use. It cannot be altered or modified without the written permission of Gallup. LHPT_Kit_Digital_TeamTool_en-US_052117_sa

6 Tools for Managers Self-Reflective Questions Is every member of my team clear about his or her responsibilities? Are all team members clear about one another s responsibilities? Do my team members have everything they need to complete the tasks they are responsible for? Have I positioned my team members to make the best use of their strengths? Am I giving my team feedback on how we are meeting our goals? Do my team members know I care about them and their success? As we work on our daily tasks, am I looking for ways for my team members to expand their skills, knowledge, and strengths? Questions Managers Can Ask to Team Members What do you believe you are paid to do? Are there things that get in your way of meeting the responsibilities of your role? How can I help you be successful in your role? What parts or activities of your current role energize you? What do you want to accomplish in the next month? Six months? Year? What do you think I expect of you this year? What do you expect of me as your manager? When you achieve your goals, how do you like to be recognized? Gallup, Inc. All Rights Reserved For Additional Questions on how your organization can measure or manage engagement, reach us at Aspire! LLC Diane Brown Dave Graham