EMPLOYEE WELLNESS & TOTAL REWARDS

Transcription

1 EMPLOYEE WELLNESS & TOTAL REWARDS Created For Presented by Michael Dunne, HRMD Inc. 1:00

2 Michael Dunne Background Interest in this conference Hopes and wishes for you 1:03

3 Employee Wellness & Engagement Throughout this presentation, you will hear examples of how successful organizations work with these components from the perspective of how they engage their employees 1:03

4 Demystifying Employee Engagement Employee Engagement is about rewards is the operative word here

5 Demystifying Employee Engagement For this presentation, we need to broaden our definition of total rewards, far past the concept of monetary rewards 1:04

6 Demystifying Employee Engagement Thanks to the research of Hertzberg, McGregor, Maslov, McClelland, Pink, Peters, Buckingham and a host of others we know a lot about what drives human behavior. 1:05

7 Motivators & Satisfiers Enlightened Self Interest Discretionary Effort Physical, Intellectual, & Emotional Rewards 1:06

8 Let s Start with the Lowly Woodchuck How much wood would a woodchuck chuck if a woodchuck could chuck wood? 1:07

9 As the Saying Goes A woodchuck would chuck all the wood he could chuck if a woodchuck could chuck wood! 1:07

10 But why? Interesting thought all the wood he could chuck But 1:08

11 The Crux of the Matter Why would anyone want to do anything? 1:09

12 Enlightened Self Interest: WIIFM Here we introduce the concept of WIIFM 1:10

13 Enlightened Self Interest Drives all our behavior: Nice rewards, Sense of accomplishment, Increased status, Opportunity to excel, Opportunity to learn something new, Opportunity to impress, etc. 1:10

14 Motivators & Satisfiers Enlightened Self Interest Discretionary Effort Physical, Intellectual, & Emotional Rewards 1:11

15 Discretionary Effort Doing more than the minimum required for success Unleashing Discretionary Effort is the Golden Fleece of any organization 1:11

16 1:12

17 Discretionary Effort: People will Engage more, Try harder, Be more creative, Put in more time, Develop more skills, Take more risks, Understand deeper, and Produce more when they can clearly understand WIIFM 1:13

18 Motivators & Satisfiers Enlightened Self Interest Discretionary Effort Physical, Intellectual, & Emotional Rewards 1:15

19 Physical, Intellectual, & Emotional Rewards People want to be successful at most of what they do,.. Otherwise, why bother to do it? 1:16

20 Physical, Intellectual, & Emotional Rewards 1:17

21 Physical, Intellectual, & Emotional Rewards It s about what money, time, and effort will bring in the way of physical, intellectual, & emotional reward. It s as easy as 1:19

22 Physical, Intellectual, & Emotional Rewards: ABCD cquisition elonging ontribution evelopment 1:19

23 cquisition Salary Benefits Cars Homes Office Computers 1:20

24 cquisition Which we turn into what we value: Family Vacation Entertainment 1:20

25 Physical Rewards: cquisition Once we have this, we need something else 1:20

26 Rewards: elonging (& the Road to Success) How we decide on a future How we relay that information to employees 1:21

27 Rewards: elonging (& the Road to Success) How we assign work How we follow up 1:22

28 Rewards: elonging (& the Road to Success) How we assess How we recognize 1:24

29 Rewards: elonging (& the Road to Success) How we converse How we laugh 1:26

30 Rewards: elonging (& the Road to Success) How we make decisions 1:28

31 Rewards: elonging (& the Road to Success How we communicate within and outside of organizational boundaries 1:27

32 Rewards: elonging Don t keep it a secret Coach employees on how to be successful 1:30

33 Rewards: elonging & Organizational Culture It is the most powerful driver any organization has to attract and engage employees It can also drive employees away 1:33

34 Rewards: elonging & Organizational Culture (Big Subject!) 1:34

35 elonging: Connecting Socially Key research outcome from Marcus Buckingham s book First Break All the Rules: People have an innate need to belong, how are we helping them? 1:34

36 elonging: Connecting Socially Key research outcome from Marcus Buckingham s book First Break All the Rules: Are we building communities at work? 1:35

37 elonging: Connecting Socially Key research outcome from Marcus Buckingham s book First Break All the Rules: Do we encourage and assist employees to get connected at work? 1:37

38 elonging: Having Fun IF we re not having fun at work or if we don t enjoy the experience, we won t put much effort into our work Laughter is to be cherished in any organization 1:40

39 ontribution The part played by a person or thing in bringing about a result or helping something to advance. 1:41

40 ontribution Recognition This is high octane fuel for any organization 1:42

41 ontribution Recognition If you want to see a behavior or outcome repeated, recognize it Make your recognition personal including why

42 ontribution Recognition: Don t Get Distracted by It s part of their regular job If I recognize Mary what will Gus think? Is this the right time or should I wait? If I do this will they always expect it? If I recognize too much it will lose meaning Etc..

43 Rewards: ontribution IF an employee can see a link between what is expected of them and what is important to the organization THEN they understand how they add value to the organization 1:35

44 Critical ontribution Links Recognition Customer Satisfaction Satisfaction Employee Productivity Retention Organizational Health 1:42

45 Having ontributions Recognized Employees who know they are appreciated just do more! 1:43

46 ontribution Recognition Know your people so you can decide when and how to recognize people Never underestimate the power of THANK YOU 1:44

47 Recognition: High Touch Thank You, pats on the back, notes of recognition-appreciation, team lunches, and any other way of expressing praise or gratitude to your employees 1:46

48 Recognition: Formal Above and beyond recognition a more formal recognition of significant effort or achievement that supports the organizations values or business goals Career recognition also, a more formal recognition of career milestones Celebration events including organizational achievements, organizational anniversaries, new initiatives, etc 1:47

49 evelopment Growth Progress 1:48

50 evelopment: Learning & Growing One of the few things in life that is more black and white than grey 1:48

51 evelopment: Learning & Growing Stimulate employees by providing opportunities to learn new things Invest in growing their capabilities Make them more valuable tomorrow than they are today 1:49

52 How to evelop: Available Tools Business strategy Performance Management Metrics Recognition Organizational messaging 1:50

53 evelop through Business Strategy Vision what do we want tomorrow to be like and why Mission why do we exist, what is our purpose Values what is important to us 1:53

54 evelop through Business Strategy Plans to take us from today to a different tomorrow Resources required to make that happen Sequencing of events Communications required to make it happen 1:54

55 evelop through Business Strategy There is no magic format for this strategy The simpler the better 1:55

56 evelop through Business Strategy Needs to be expressly included in or linked to all we do Don t assume that employees understand (declaring victory too soon) 1:57

57 Business Strategy: Always Come Back to The most important component 2:00

58 ontribute through Performance Management Is NOT the performance review process many organizations inflict on their people IS streamlined to the basics that an organization absolutely must have 2:02

59 Contribute through Better Performance Management Ensures all employees are aligned with the organization s priorities Provides employees with feedback that will allow them to grow and prosper in the organization Identifies the top performers and those who are struggling & need help 2:03

60 Performance Management: Feedback Feedback is the breakfast of champions 2:04

61 Performance Management: Feedback Do we spend the bulk of our effort on describing what worked well and why or what didn t go so well and why? 2:04

62 Performance Management: Feedback How do we deal with failure? Do we focus on building strengths? Only deal with a weakness if it is a fatal flaw! 2:06

63 Performance Management 1. Identify top performers and those who struggle 2. Invest in the growth of every employee Our stars require a different type of investment from others they are key to the future Those who struggle need concerted support to help them be more successful 2:07

64 Performance Management: Metrics Without measure, how will we know if we are making progress? Metrics Need to be easy to understand, accessible and meaningful Need to go far beyond financial measures Need to include input from employees on how they feel we are doing 2:08

65 Performance Management: Metrics Regularly both show and tell employees how we are doing: What progress we are making What constraints we are encountering and overcoming How this information connects to employee effort 2:10

66 Performance Management: Metrics Understanding how we are doing will galvanize and focus employee effort 2:11

67 Metrics: Employee Opinion Every organization needs a process to capture, understand, and react to the views and opinions of employees 2:12

68 ontribution Constraints Improving employee contribution and engagement levels means changing elements of your culture This requires a strategy and numerous action plans Strategy must be focused and well communicated 2:13

69 Constraints: Lack of Resources This strategy must be seen as a critically important process for the entire organization It must been seen and felt that it is of the highest priority 2:14

70 Constraints: Lack of Leadership Leadership is absolutely critical to improving the engagement levels of any organization 2:15

71 Constraints: Lack of Leadership To change the culture, every leader must know what is changing, why it s important, and what their part is in making things happen 2:16

72 Constraints: Lack of Leadership Remember, the lack of Good Leadership is the single biggest driver of employee dissatisfaction and turnover 2:17

73 Good Leaders Good character high integrity & honesty Expertise A focus on results Strong interpersonal skills 2:18

74 Constraints: Lack of Trust Without trust, change resistance is very high Trust is like a loaf of bread 2:18

75 Constraints: Building Trust Be open and honest (no hidden agendas) Follow through Communicate, communicate, communicate, listen! 2:19

76 Total Rewards and Wellness Summary Total Rewards & Employee Wellness can be achieved only by dealing with the whole person 2:20

77 Total Rewards & Wellness Summary Acquisition Belonging Contribution Development 2:20

78 Total Rewards and Wellness Summary People need to understand their work, know how to be successful, be recognized, connect, learn, and HAVE FUN! 2:23

79 Questions 2:25