10 RULES OF EMPLOYEE ENGAGEMENT. Thomas G. Cornillie, SPHR Director of Human Resources Cincinnati Incorporated April 24, 2013

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1 10 RULES OF EMPLOYEE ENGAGEMENT Thomas G. Cornillie, SPHR Director of Human Resources Cincinnati Incorporated April 24, 2013

2 Employee Engagement To win in the marketplace you must first win in the workplace. Doug Conant, Former CEO, Campbell Soup

3 What is Employee Engagement? Engaged Employees: Are committed to their organization s vision and core values Are fully involved in and enthusiastic about their work Are especially willing to go above and beyond in time and effort to make the organization successful Work with passion and feel a profound personal and emotional connection to the organization Care about the future of the organization

4 Why Does Employee Engagement Matter? Research has statistically demonstrated that engaged employees significantly outperform work groups that are not engaged through: Higher Retention Better Quality Greater Productivity More Innovation Lower Absenteeism Higher Customer Satisfaction & Loyalty Improved Morale Better Safety Record Less Shrinkage Increased Profitability

5 Employee Engagement A study by MSW Research and Dale Carnegie Training found that only 29% of employees are fully engaged while 26% are disengaged, 49% are partially engaged.

6 10 Rules of Employee Engagement E 1. Employee Selection N 2. Relationship With Immediate Supervisor G 3. Create a Compelling Vision A 4. Commitment To Core Company Values/Culture G 5. Communication E 6. Involvement & Empowerment M 7. Learning, Development & Advancement E 8. Recognition N 9. Rewards T 10. Team Building Activities

7 Employee Selection The most important decision in business is who you hire David Devine, The Devine Group Hire for attitude. Train for skills Banner at Sam s Club The 3 Cs of Selection 1. Competency 2. Culture Fit 3. Commitment

8 Employee Selection Excerpts from Good to Great by Jim Collins Get the right people on the bus, the wrong people off the bus, the right people in the right seats, and then figure out where to drive the bus. The old adage that people are your most important asset is wrong. The right people are your most important asset. Give me the right people, and I don t care what organization you give me good things will happen. Give me the wrong people, and bad things will happen. Colin Powell

9 Relationship with Immediate Supervisor The attitudes and actions of the immediate supervisor can enhance employee engagement or create an atmosphere where employee becomes disengaged. The #1 reason why an employee will leave a job.

10 Create a Compelling Vision Create a shared vision and sense of purpose. Show how how employee s job is critical to the success of the mission Makes people feel purposeful, valued and connected Product knowledge 101 for all employees World War II, first moon landing It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. Jack Welch, Former CEO, GE

11 Vision Statement Examples Ford: To become the world's leading Consumer Company for automotive products and services Stanford University: Become the Harvard of the West GE: Become the number one or number two in every market we serve and revolutionize this company to have the strength of a big company combined with the leanness and agility of a small company Nike: To be the number one athletic company in the world

12 Commitment To Core Company Values/Culture Trust Integrity Fairness Positive Work Environment (no energy vampires!) Supportive Mutual Respect Engagement Teamwork Camaraderie Positive Social Interactions Embrace Change Innovation Social Responsibility

13 Communication Direct, open, honest communication Listening Two way feedback Transparency Information sharing (open book management?)

14 Involvement and Empowerment Bottom up involvement. The best ideas come from those closest to the work. There are a wealth of untapped ideas among employees. Employees have some sense of control over their work. Employees have some say in how things are done.

15 Learning, Development & Advancement Help employees advance professionally and personally Gives employees a sense of accomplishment and meaning Employees are passionate about different jobs based on their personality and talents. Career planning Facilitate internal transfers Some people feel cheerful completing routine jobs.

16 Recognition Allow everyone to share in the celebration of significant achievements Makes people feel valued and valuable Needs to happen on a regular basis to be meaningful Manager-to-peer recognition Peer-to-peer recognition

17 Rewards You get what you reward Rewards/Incentives encourage employees to get involved in improving business results Reward systems that stimulate collaboration over competition Everyone works towards shared goals Key Performance Indicator Incentives Company wide and by department No score, no game Clear expectations Ask employees how they would like to be rewarded.

18 Team Building Activities Promote formal and informal opportunities for employees to get to know one another. The business of business is people. Herb Kelleher, Former CEO of Southwest Airlines

19 Wrap-Up Engagement is the lifeblood of your organization. Educate leaders on the importance of engagement It takes a lot of energy and effort to initiate change, and it takes even more energy to build on that momentum. It takes focused attention to drive engagement.

20 Employee Engagement Thank You! Tom Cornillie