Employee Engagement Leadership Workshop

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1 Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by:

2 Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior written approval from DecisionWise, Inc. Printed in the U.S.A., April 2010 DecisionWise, Inc. Tel: wise.com 1849 North 1120 West Provo, Utah, USA 84604

3 The difference between good enough and world class lies in the difference between obligation and choice. ~ James G. Clawson & Douglas S. Newburg The Motivator s Dilemma Every person brings to their work unique talents, skills and abilities. Whether their work reflects their full potential is their choice. An effective leader inspires others to reach their full potential and produce extraordinary results. We choose the extent of energy and commitment we give to our work and other activities elsewhere. The voluntary dedication to do our very best makes the difference between work that is merely good and world class. Engagement is commitment to excellence. Engagement stands for willing participation, dedicated effort and goal achievement. The power to be better, do more, increase our potential and achieve great results is within each of us. Employee Engagement is a proven process for continuous improvement through employee participation and feedback. Apply the principles in this book and you will become more effective in your work, as well as in your life. 3

4 Objectives The purpose of this workbook is to help you: 1. Learn the principles of engagement 2. Interpret your engagement survey results 3. Practice facilitating engagement meetings 4. Improve engagement in your groups 5. Create effective action plans 6. Build skills to foster engagement 4

5 Question: What do we want most from our employees? (fill in the blank) 5

6 The concept of engagement has evolved since the inception of formal performance management over 30 years ago. While it used to be thought of as nice to have, managing the performance of employees is now considered an essential component to running an effective organization or team. Engagement Engagement can be described as the convergence of three factors: Satisfaction, Motivation, and Effectiveness. A definition of each part of the DecisionWise model shows that each factor is critical to having an engaged and effective workforce. Motivation: The energy behind human behavior. Motivation is what channels and directs the behavior and what maintains and sustains the action. Satisfaction: A positive or pleasurable emotional state resulting from one's job or job experience. Effectiveness: The ability of an employee to perform their job in a way that meets the expectations and requirements of their coworkers and/or customers. Employees who are engaged actively participate in their work, and are driven by an internal motivation to effectively perform their job functions. Engaged employees are committed to their organization, possess a strong drive to stay, and consistently contribute to the success of their team. In any team, engaged employees excel in looking outside of themselves to effectively provide for internal and external customers. 6

7 The Business Case for Engagement 22% increase in Customer Satisfaction Engagement 21% improvement in retention 28% higher earnings per share (EPS) in highly engaged firms 2.6 times EPS in highly verses disengaged Higher employee engagement = higher customer satisfaction in call centers 21% difference in performance between highly engaged verses lower engaged Fully engaged employees have a positive impact: Reduced Involuntary Turnover ( 24%) Higher Business Scorecard ratings (+7%) Higher Customer Satisfaction ratings (+2%) Higher Revenue Growth (+10%) Engaged employees are 10 times more committed to the company and the job. Engaged employees are 20 times more likely to say the company is a good place to work. Fully engaged employees produce 3 times more return on investment than average employees. 7

8 Engagement Spectrum Fully Engaged Constantly learning and taking calculated risks Feel stretched beyond comfort zone Personal satisfaction in the quality of your work. Work can be stressful, but also rewarding and fun You love your job Strong and Steady Meet Expectations. Stick to what you know. Take few risks. Overcome simple barriers to success. Stretched by some task and assignments. It s a job. Opportunity Group Often feel underutilized. Spend time taking care of personal needs. Do just enough to get by and not get in trouble. Pay is a big reason why you stay. You re putting in the time. Actively Disengaged Bored and frustrated at work. Make sarcastic jokes about work. Speak poorly about the company and leaders. Look for ways to find blame. You quit and stay (and sometimes corrupt others) 8

9 AFFINITY: Engagement Q25 Overall, I am fully engaged in doing my best work at Affinity. Favorable responses to this question have increased by 1% from 2009 to During 2009, breakdowns were: 92% agree (4s & 5s), 5.3% neutral (3s), and 2.7% disagree (1s & 2s). In 2010 this ratio changed to: 93% agree, 5% neutral, and 2% disagree. Fully Disengaged Moderately Disengaged The charts below further break this question down by % of responses, and provide a year over year comparison. Of statistical note are the increased percentage of moderately disengaged responses ( 4%) and decrease in fully engaged percentage (+4%). Moderately Engaged Fully Engaged % 5% 36% 56% 0% 20% 40% 60% 80% 100% Strongly Disagree/Disagree Neutral Agree Strongly Agree % 5% 40% 52% 0% 20% 40% 60% 80% 100%

10 Overall Scores Overall Score OVERALL SURVEY SCORE The Overall Score at Affinity in 2010 is 79% favorable across all questions. The red vertical line represents the 2009 Affinity overall score of 80%. Overall, Affinity experienced a 1% decrease in Employe Engagement scores from 2009 to Favorable Neutral Unfavorable % Overall Score 79% 14% 7% 0% 20% 40% 60% 80% 100% OVERALL ENGAGEMENT TRENDS Affinity s Overall Engagement has been about 80% each year. Overall Trends Favorable Neutral Unfavorable April % 14% 7% October % 14% 6% April % 12% 7% October % 16% 6% April % 13% 5% November % 15% 6% 0% 20% 40% 60% 80% 100%

11 YOUR REPORT HIGHEST AND LOWEST SCORES The chart below shows five questions with the highest scores for Affinity FCU as a whole. Highest Scores 25. Overall, I am fully engaged in doing my best work at Affinity. 4. I feel that my work contributes to the success of Affinity. 10. The people I work with help each other when needed. 6. There is someone at work that cares about me as a person. 15. My manager has a friendly working relationship with all team members. 93% 93% 91% 89% 87% 0% 20% 40% 60% 80% 100% This chart shows the five lowest scoring questions. Four out of these five questions are from the Company Dimension group of questions. Lowest Scores 18. I always receive superior quality work from other departments. 19. Employees see how they are an "Essential Piece" of Affinity's future. 21. Employees at Affinity can get direct answers to their questions. 12. People in my department feel safe to speak up without fear of retribution 23. Overall senior managers (AVP's and above) treat all employees fairly. 57% 66% 67% 68% 71% 0% 20% 40% 60% 80% 100%

12 YOUR REPORT Dimension Summary The Dimension Summary page shows the aggregate scores of everyone within your work group. Horizontal bars indicate the percentage of favorable scores (Agree and Strongly Agree) Organization Norm Distribution of total responses by percentage Percentage of favorable responses (4 or 5)

13 Focus Area: Highest Scores Your Report The Focus Area identifies the questions that received the highest and the lowest scores. These are ranked according to overall favorable scores (4 or 5). It is important to note the percentage of neutral and unfavorable scores when interpreting the highest and lowest scores. In reports with a red norm line, identify which behaviors show the greatest gaps, both positive and negative, when compared to the norm. Look at your report and determine how you will capitalize on your highest scoring items. I would describe my team s strengths as. 13

14 Focus Area: Lowest Scores Your Report The lowest scoring questions are listed by lowest percentage favorable (4 or 5). Often these items will serve as a focus area when creating action plans with your teams. Remember to pay attention to how far your score is below the company norm, the neutral responses, and unfavorable responses. Look at your report and determine what you see as the areas that require improvement. I would describe my team s area for improvement as 14

15 Your Report Distribution of Scores The majority of this report displays the Distribution of Scores for each question from all survey respondents. This distribution, shown by percentage or frequency, helps identify extremely positive and negative views. Look for any patterns or common themes among the questions.

16 Identify areas for improvement Identify Improvements This is an opportunity to focus on identifying those areas which we as individuals or as a group can improve. FOCUS ONLY ON THOSE AREAS IN THE SPHERE OF CONTROL (OR, to a lesser degree, INFLUENCE)! What can we, as leaders, do to focus on these results? What else do you think would have impacted engagement at Affinity FCU in the past year? What have we done over the past 2 years as a direct result of the survey? (Company wide, locally) What would you expect to see from this year s survey results? 16

17 The Affinity FCU Action Planning Approach Action Planning The most successful action plans are those that are created in teams. When employees play a role in this action planning process, it gives them a voice in deciding their future, and responsibility to reach the action plan goals. The Action Planning Process: 1. Review your report and write down potential action items or points to discuss with team. 2. Plan a one hour Action Planning meeting with team (all employees or representative sample). 3. Hold Action Planning Meeting. 4. Complete action planner. 5. Send completed action plan to Manager for review and feedback. 6. Make any changes to Action Plan based Manager feedback. 7. Action Plans are to be completed. 8. Periodic review of action plan progress. 17

18 Conducting the Engagement Meeting Action Planning Meeting Outcome: Engagement Goals for next 6 12 months Agenda: 1. Review pages 3 7 of your team s report. 2. Identify strengths 3. Identify areas for improvement. 4. Establish 1 2 overall goals 5. Determine specific action items under each goal. Duration: One hour. If need more time, break it into separate meetings Facilitator: Department or Division Managers Participants: Selected group members (less than 15 preferable), or all team members if less than

19 Engagement Meeting Guidelines Do: Focus on developing strengths Address areas needing improvement in a positive way Ask questions that invite comments Listen to each person s input. Focus on the issues in your Sphere of Control. Set specific and relevant goals with a deadline. Don t: Don t focus entirely on lower scores Don t become negative or critical about the team or the company. Don t do all or most of the talking. Don t provide all the answers. Don t focus on areas outside your team s immediate control. Don t leave the process without specific goals. 19

20 How to prepare for the Engagement Meeting Meeting Checklist Discuss Results Provide a copy of pages 3 7 of your team s results. Facilitate an open discussion on the survey results. Identify Overall Engagement. Identify Strengths and Areas for Improvement. Ask key questions to encourage participation. Identify Improvements Ask for suggestions for improvement. Focus on improving both Strengths and Areas for Improvements Stay focused on improvements they can directly influence. Ask: What else? What else? get as many suggestions as possible. Write down all suggestions. Set Goals From the list of suggestions identify the most important ones. Select at least one, but not more than three, areas for improvement. Ask if the selected areas are relevant to improving engagement. Set specific actions to improve in each area. Set a deadline to start and/or complete the activity. Identify the people who are involved in he activity. 20

21 Employee Engagement Action Plan Leader Name: Department: According to my Leadership Scorecard, the following factors create the engagement profile in my group: Engagement: Describe the overall engagement of your workgroup. Strengths: What are the highest engagement scores? Challenges: What are the lowest engagement scores? My Goal is: O Specific O Measurable O Attainable O Relevant O Timely Engagement Goal: Start Date: Completion Checkpoints Impact on: Actions to be taken Department Business Key: = Completed = In Progress X = Not completed or started 21

22 Help and Resources: Individual Concept: Employee engagement is the results of employees being able to dedicate their hearts, hands and minds to their jobs. Questions in the Individual Section: 1. I have the tools and resources I need to do produce superior quality work. 2. I receive the training I need to perform excellent work. 3. My talents and abilities are used well in my current position. 4. I feel that my work contributes to the success of Affinity. 5. I am regularly recognized for doing a good job. 6. There is someone at work that cares about me as a person. 7. I am empowered to make important decisions and work improvements. Possible Actions to Improve Engagement in this area: Ask employees what tools and resources they need to be more effective. Immediately provide those tools and resources which are quick fixes and communicate employees about plans to provide others. Assess the level of talent in your group to ensure that (a) employee s skill sets fit with their job responsibilities, and (b) their job responsibilities are challenging enough to keep them engaged. Clearly define how employee suggestions, ideas, and recommendations are communicated, and how that information will be handled. Create rules for leadership on how information is handled to avoid retribution or negative consequences. Monitor stress and workload and be sensitive to the reasonable needs of employees. Communicate how each employee fits in with the overall mission and goals of the department and company. Help each employee to feel valued and integrated into the department goals. Understand how best to inspire and motivate your team members. Each team member has different needs and will want to be rewarded in ways that are meaningful to them. Spend one on one time with the team members to make sure they stay on track with their deliverables. Use these opportunities to positively reinforce desired behaviors and thank them for their contributions.

23 Help and Resources: Workgroup Questions in the Workgroup Section: 8. My fellow employees are committed to doing quality work. 9. The people I work with seriously consider my opinions and feedback. 10. The people I work with help each other when needed. 11. People in my department consistently initiate change and make improvements. 12. People in my department feel safe to speak up without fear of retribution. 13. People from other departments willingly cooperate with our department. Concept: Effective teams are rallied around clear goals. Team members have high levels of interaction and participation in the goalsetting process. Each person knows his or her contribution as well as the contributions of others. Most importantly, the talents of each team member are aligned with his or her role on the team. Possible Actions to Improve Engagement in this area: Work with your team to establish goals and measures. Make sure all team members understand the goals and document them thoroughly. Break down the goals of the team into project plans that outlines each action, who is accountable, the deliverable, and the due date for the action. When the team gets derailed, work with the team to learn from the incident but don t belabor the point. Keep the focus on accomplishing the goal, not overanalyzing the mistakes. If needed, alter the project plan to ensure success. Hold engaging team meetings that encourage the full participation of all team members. Reinforce the guidelines for effective communication and ensure those are followed in meetings. Sue team meeting as a way to recognize good performance. Observe participants to see if roles are well aligned with talents. Watch for emerging stars that may need a stretch assignment. Set up mentors and coaches for those in stretch roles. Learn about their families, personal lives and try to make connections on a personal level

24 Help and Resources: Manager Concept: These questions measure leadership competencies that have been shown to influence employee engagement Questions in the Manager Section: 14. My manager and I set clear goals and expectations for my work. 15. My manager has a friendly working relationship with all team members. 16. My manager encourages me to take risks and learn from mistakes. 17. My manager gives me regular feedback on how I am doing. Possible Actions to Improve Engagement in this area: Ask employees what leaders can do to create an engaging work environment. Clearly communicate expectations for each employee and the rewards and consequences of performance. Recognize and reward good performance in both formal and informal ways. Recognize individually and as a workgroup. Try to enhance confidence by recognizing achievements and by correcting failures through coaching rather than harsh discipline. Use the word we more and the word us management or I less. Increase basic communication skills by (a) reading popular books on management, (b) Affinity FCU training opportunities, or (c) find another leader who can act as mentor in increasing communication skills.

25 Help and Resources: Company Concept: An employee s commitment to their job is partly contingent upon their perceptions of the company they work for. The Company section of questions measures an employees perception of the company. Questions in the Company Section: 18. I always receive superior quality work from other departments. 19. Employees see how they are an "Essential Piece" of Affinity's future. 20. Affinity provides opportunities for personal and professional growth and development. 21. Employees at Affinity can get direct answers to their questions. 22. Affinity keeps employees well informed about its strategic vision and progress. 23. Overall senior managers (AVP's and above) treat all employees fairly. 24. I would recommend Affinity as a good place to work to a friend or family member. Possible Actions to Improve Engagement in this area: Share relevant company information (share price, profitability, awards) that will increase trust and confidence in the future of the company. Help employees identify themselves as a member of the company by explaining what the overall mission and goals of the organization are. Communicate opportunities for growth and development available in the organization. Coach individuals on possible career paths within Affinity FCU Share personal commitment to Affinity FCU and confidence in the future of the company.

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