Employee Engagement Now More Than Ever!

Transcription

1 Employee Engagement Now More Than Ever! Understanding, Measuring, and Improving Engagement in Your Organization Leading, and Managing Today s Workforce SIHRMA Skagit-Island Human Resource Management Association March 10,

2 DEVELOP CREATE BUILD Powerful Leaders and Talent High-Performance Organizations Exceptional Teams Management and Executive Coaching Performance Management Individual and Job Match Assessments Organizational Assessments and Design Process Reengineering Strategic Planning Human Resources Program & Process Improvement Leadership Team Development Leadership University Programs Training and Development Group and Team Facilitation Performance Dimensions Group provides tools and services to leaders, organizations and teams looking to achieve powerful results by aligning people, strategy and process. Services include organizational assessment & development, employee engagement assessment & strategy, job-design & job-matching profiles, training and development, executive and leadership development and coaching. Lynda Silsbee,

3 Objectives / Agenda 1. Learn the definition of employee engagement and why it is critical to business success 2. Look at some of the latest statistics on the workforce, labor-supply and employee engagement in the USA 3. Discuss engagement best practices to take back to your workplace 3

4 STRENGTHS Engagement is strong stuff. Know, live, and leverage your strengths.

5 Do I have Strong Engagement? Do I care? Defining Engagement & Why It s Critical to Success 5

6 Measuring Engagement even If employees don t feel aligned to the organizational strategy, the may become disengaged and apathetic more critical NOW! CEOs care about employee engagement! When strategy shifts, people are often confused and not working on what matters most You will get their attention and time. Untargeted elimination of key programs and incentives may drive your best people out the door. You may be forced to cut back and even eliminate programs and incentives Your best people may leave if you don t know their reason and motivation to stay Your Engaged employees are 5X more productive than the rest. Risk losing them if they aren t motivated. 6

7 Why Worry About Engagement NOW? Engaged Employees Organizational Success! Increased Retention Reduced Recruitment Costs In the NEW economy, having an engaged workforce is crucial for organizational success. Increased Productivity Reduced Operational Costs Source: *Towers Perrin 2005 Global Workforce Study 7

8 Dilbert on Engagement 8

9 Defining Engagement - Engaged Employees Stay they have an intense pride and desire to be part of the organization and their turnover intentions are low Say they advocate for the organization by referring potential employees and customers, are positive with co-workers and are constructive in their criticism Strive they exert extra effort and engage in behaviors that contribute to business success, 9

10 National Levels of Engagement 50% 45% 40% 45% 48% National Engagement Distribution 35% 30% 25% 20% 15% 10% 5% 2% Highly Engaged Engaged Disengage Highly Disengaged 5% 0% Source: 3-year Workforce & Engagement Study conducted by Harris Polls, The Concours Group, and Age Wave 10

11 Will the Workforce Meet My needs? Here s what s happening. The question is not, Is my organization facing an workforce crisis? The real question is, Am I ready for it? 11

12 Is there REALLY a Workforce Crisis? In 2000, A Fairly Young World... Under 5% 5% to 12.4% 12.5% to 20% Above 20% Percent of Population Age Source: U.S. Census Bureau 12

13 ... Rapidly Aging by 2025 Under 5% 5% to 12.4% 12.5% to 20% Above 20% Percent of Population Age Source: U.S. Census Bureau 13

14 Workforce Challenges Ahead 40% of MIT grads are from outside the US and a large percentage return to their home countries after graduation Generation X median tenure in jobs is less than 4 years (was 5 years in 1990) College graduation rates are down to 54% - only 30% of the 20 yr-olds in the U.S. will obtain a college degree Over 66% of new jobs created in the U.S. will require a college degree High school dropout rate increased from 2.9% in 1990 to 32% in

15 Current Workforce Issues Employees over 55 years old are least likely to feel burned out 34% of all employees never plan to retire Of 66% who plan to retire, 50% of those plan to cycle between working and not working 13% feel energized by their work 32% said they really cared about the fate of their company 26% reported they were willing to put in extra effort to help the company 15 Source: 3-year Workforce & Engagement Study conducted by Harris Polls, The Concours Group, and Age Wave

16 Current Workforce Trends 37% of managers are energized by their job 19% of managers are currently looking for a job with another company 44% of managers think top management displays integrity and honesty 16

17 Happy Productive But Productive does Equal Happy! 17

18 Am I Creating High Performance? Our Model for Creating High Performance Organizations A model you can use to assess your organization Drivers of engagement and high performance 18

19 Creating a High Performance System Developed by Lynda Silsbee All rights reserved, 19

20 Focus & Alignment to Mission, Values & Expectations Key Drivers of Engagement & Organizational Success Utilizing Capabilities Employee Will Involvement, Fulfillment, Trust Engaged Employees! Lynda Silsbee, Having employees with the right skills and capabilities, an organization that knows where it s going and involves their people in getting there creates a healthy and engaged workforce, leading to organizational 20 success!

21 Take-Away Tool: Do a quick analysis of your organization On a scale of 1-5 rate how well you re doing in each of the areas listed on the High Performance Organization Model Where are your strengths? Weaknesses? Measuring engagement rather than turnover is a more strategic and cost effective strategy!, 21

22 Take-Away Tool: Assessing Your Performance Environment Clear values are established and everyone is required to abide by them. Goals & Expectations (both what and how) are clear, established in advance & measured. Ongoing performance-related feedback. Employees help create that which they are accountable to deliver. Poor Performers are dealt with effectively and timely. 22

23 Take-Away Tool: Assessing Your Performance Environment Strong performance appraisal programs. Strong recognition and reward for achievement. The work environment is fun, satisfying and challenging. Personal initiative & pride within the context of team loyalty (ownership mentality). The system is desirable and perceived as equitable by employees. 23

24 Keys to Success Should I Measure Engagement? Understand the key drivers of engagement and Common Themes for Measuring it Unlock engagement in your organization.

25 Should I Measure Engagement? Employee engagement first. It goes without saying that no company, small or large, can Survive over the long run without energized employees who believe in the mission and understand how to achieve it. That s why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds. Source: Business Week Online: May 8, 2006, How Healthy Is Your Company?, By Jack and Susie Welch. 25

26 Higher performers are more likely to conduct employee engagement surveys When was the last time you surveyed your employees on engagement?

27 Most organizations conduct engagement surveys on an annual basis How often do you survey your employees?

28 The Employment Deal Drives Engagement Know what Matters Most Six Deal Elements Financial Compensation Pay raises, pensions, retirement savings plans, bonuses, life insurance, and stock options or stock Time & Flexibility Vacation, flexible schedules, and various leaves of absence or sabbaticals Health & Family Benefits Health care coverage, disability coverage, child and elder care, wellness programs, and prescription drug coverage, retirement health coverage Learning & Development Development opportunities, growth through changes in role/responsibilities & projects, and formal mentoring 28

29 The Employment Deal Drives Engagement Know what Matters Most Six Deal Elements Management Climate Respect, recognition and fair rewards, teamwork & cooperation, managers provide useful feedback, participation in decisions Work Climate Work atmosphere, work being meaningful to society, work environment that is technologically up-to-date, and opportunities to try new things 29

30 Leadership Leadership is the force billowing our sails into a high performance culture On the journey to full engagement.

31 Managers Managers are the rope linking people with work.

32 Best Practices for Increasing Engagement Bite off very little and chew a great deal.

33 Best Practices: Management Climate High involvement in decisions and high employee participation programs should be practiced really listen to employee ideas and let them implement some of them Train/develop managers to become coaches and mentors who give frequent feedback, recognition, appropriate rewards for those who perform well and who deal effectively with poor performers 33

34 Best Practices: Management Climate Make sure employees know what is expected clear and measurable targets Make sure employees are a good fit for the jobs they are being asked to do (use jobmatch assessment tools) Managers catch someone doing something right and give praise every week Deal with poor performers quickly and fairly 34

35 Best Practices: Management Climate Nurture Teamwork: Teach people the skills to work effectively as a team (communication, conflict mgmt, running effective meetings, defining roles/responsibilities, etc.) Managers need to learn to be FACILITATORS of problem-solving, teambuilding and org. learning Communicate constantly share why certain decisions were made or better still; engage in dialogue before making changes that affect them 35

36 Best Practices: Work Climate/Culture Help people connect to the larger mission & values of your organization (build your brand among employees, not just customers) Deliver on your promise that s your mission, values, and brand Show how the business contributes to customers, society, the community, and/or employees. 36

37 Best Practices: Work Climate/Culture Treat employees like owners Celebrating success is part of the culture Continuous improvement is a central theme in the culture Managers and everyone across the culture takes pride in doing top quality work 37

38 Best Practices: Work Climate/Culture Communicate, communicate, communicate provide timely and relevant information about the business, growth plans, strategies, and issues Make sure senior leadership is visible, trusted and perceived as accessible Make sure senior leadership provides clear direction and is open, honest and transparent in communications 38

39 In Conclusion Employee engagement is NOT a fad Engagement will become the best competitive advantage companies will use to defend their businesses Measurement of your engagement should be performed annually with follow up actions that will strengthen the engagement All studies, locations and ages are in agreement on one thing the direct relationship with one s manager is the strongest of all drivers 39

40 Take the employee engagement I test. Monitor and master your employee engagement to avoid blind spots and achieve High Performance!

41 Thank you! Questions?? Contact information: Lynda Silsbee, CPT, SPHR Principal Performance Dimensions Group