LINKING EMPLOYEE ENGAGEMENT TO BUSINESS OBJECTIVES WHY IT MATTERS AND HOW TO GET THERE

Transcription

1 LINKING EMPLOYEE ENGAGEMENT TO BUSINESS OBJECTIVES WHY IT MATTERS AND HOW TO GET THERE Presented by: Dr. Leanne Buehler, VP Consulting Services, Steve Grant, CEO SPHR newmeasures.com

2 Presenters > Steve Grant, Newmeasures President & CEO > Dr. Leanne Buehler, VP Consulting Services

3 Engagement Through the Ages Quality Circles Sensitivity Training Satisfaction Loyalty Happiness Happy Cows Happy People Commitment Employee Engagement Strategic Employee Engagement

4 Individual Engagement is Critical

5 Polling Question Why does your organization conduct an employee engagement survey? Check all that apply. > We don t conduct an engagement survey > To understand how we score on engagement > To know how we compare to other organizations > To market that we are a great place to work > To give us insight to help us better execute our strategy

6 Why Care About Engagement? Common reasons for measuring engagement: > To know how we compare to other organizations > Leadership told us to do it > To understand how we score on engagement > To demonstrate to others that we are a great place to work > To retain employees

7 Common Engagement Misconceptions > The goal is to improve engagement scores > We need to benchmark to understand where we stand against norms > The mere act of using data is strategic > The more data the better > An engagement survey tells us what to do next

8 Polling Question What does your organization do with its engagement survey data? Select all that apply. > Nothing > Share results with managers/employees > Create action plans > Hold managers accountable for improving engagement scores > Link engagement data to other business metrics

9 Paradigm Shift: Engagement is a means to an end.

10 Engagement is Not the End Goal Engagement is important because it drives business outcomes.

11 Paradigm Shift > Survey scores vs. behaviors > Look internally vs. externally > View data in light of business priorities > Use data to provide insight, not create more work > Measure success by meeting business goals

12 Engagement Is Improving 100% % 80% 70% % 50% 40% Disengaged Neutral Engaged 30% % 10% 0%

13 Engagement & Leadership

14 Results vs. People

15 2013 Top Drivers

16 Alignment is the Key to Strategic Engagement

17 Data as Strategic Insight > Engagement to drive business strategy > Big Data: Using engagement to make predictions that link to business priorities

18 Surveys Provide Valuable & Actionable Insight Employee Survey Business Insight Customer Survey

19 Strategic Alignment

20 Strategic Engagement in Action

21 Engagement as Business Intelligence North Central Group, Inc. > Madison, WI > Operates more than 25 hotel properties > 7 brands, including Hampton, Hilton Garden Inn, Courtyard Marriot, and Homewood Suites Ongoing Focus on Engagement > Well-defined culture and values > Executive involvement > Engagement is linked to business metrics

22 Engagement as Business Intelligence Turnover > RESPECT from front line supervisors = retention Hotel Performance > High engagement & employee recognition = stronger hotel performance > Focus recognition on the guest experience Guest Experience Performance > Autonomy in decision making = higher guest ratings > Supervisors should continue to ask employees for ideas on how to take care of guests

23 Building Strategic Engagement TO ACCELERATE THE ORGANIZATION S MISSION

24 Survey Design Identify strategic priorities Understand outcomes What makes your organization unique? > What is the unique vision? > How do we differentiate? > What are the strategic objectives? > Why work there? Incorporate into engagement measurement

25 Strategic Action 1. Identify ONE business priority 2. Identify ONE driver from the survey 3. Connect survey driver to business priority 4. Operationalize through collaboration

26 Strategic Engagement: Challenges > Leaders do not agree on strategic priorities > Leaders are too focused on norms and numbers > Supporting front-line leaders to connect the dots > Driving a continuous focus (vs. episodic/reactive) > Generation clash of expectations

27 The Bottom-Line > Focus on critical data (don t overwhelm) > Get your data talking > Engagement at this organization impacts X, Y, Z > Predicting future outcomes > Demonstrate how human capital metrics can drive business outcomes

28 Drawing Questions? Dr. Leanne Buehler Steve Grant Visit us at