HOW TO INFUSE EMPLOYEE ENGAGEMENT AGAINST ALL ODDS. Dr. Annie B. Kingcade

Transcription

1 HOW TO INFUSE EMPLOYEE ENGAGEMENT AGAINST ALL ODDS Dr. Annie B. Kingcade

2 Who's Sinking Your Boat? 30 % 52% 18% Engaged Disengaged Actively Engaged Up to 70% of your Employees are disengaged... Gallup,

3 Discussion Topics!!!! Implementation of Employee Engagement into your Culture Creating and Executing an Engagement Campaign Employee Engagement Intervention Strategies Creation of Communication Protocols Leading Change

4 Key to an Engaged Workforce: An Engagement Culture What is Organizational Culture The behavior of individuals who are part of an organization and the meanings that the people attach to their actions....includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits.

5 Key to an Engaged Workforce: An Engagement Culture All levels of management reveal to employees that they can be trusted Treat people as valued resources Treat people fairly policies and procedures Performance appraisal systems Promotions/raises

6 Key to an Engaged Workforce: An Engagement Culture Trust in Management immediate supervisor Employees feel safe to be proactive To persist in difficult tasks To be adaptable and take risks Comfortable performing duties outside of job description

7 Key to an Engaged Workforce: An Engagement Culture On-boarding Process method for employees to learn the culture Formal trainings that promote organization values and principles Walk the Talk Observations of co-workers and supervisors behaviors (displays the organization value)

8 Key to an Engaged Workforce: An Engagement Culture Jobs designed for people to perform their best Autonomy Challenging High on Meaningfulness Supervisors provide feedback Job yields a sense of urgency and enthusiasm and require a sense of urgency and focus

9 Key to an Engaged Workforce: An Engagement Culture Hire people predisposed to be Engaged How Add personality measures to a selection process Behavioral Interview questions focus on fostering a culture of engagement Assessment Center processes include role plays and simulations that address interpersonal situations i.e. coach employee with performance problem Engagement metrics from scorecards criteria for promotions

10 Key to an Engaged Workforce: An Engagement Culture Hire and promote employees with organization s behaviors and traits Understand the ideal behaviors and traits necessary to succeed

11 Questions to Determine Appropriateness of Engagement Does leadership understand the advantages of adopting Employee Engagement Do employees know what they do matter & where it fits in the org. Do employees have the social and psychological capacity to engage Do employee have a reason to engage Do people feel safe and free to engage?

12 WORK ENVIRONMENT FEELINGS OF ENGAGEMENT ENGAGEMENT BEHAVIORS

13 Creating and Executing an Engagement Campaign Define what strategic Engagement means to the organization Determine how it is manifested in employees Internal HR employee/s have more direct access to information defining how employee engagement translates vs. external consultants

14 Creating and Executing an Engagement Campaign Engage leadership to define strategic engagement and supporting culture Is there a common expectation for what Engagement mean for organization & employees? Common view of the challenge Do all understand role of culture & work environment in promoting Employee Engagement Is the role or engagement in improving organization clearly defined

15 Creating and Executing an Engagement Campaign Craft the Engagement Messaging Choose the language you will communicate for all aspects of the Engagement Campaign Test the messaging (focus groups, conversations) See Get Me, Guide Me, Root Me example (Handout)

16 Creating and Executing an Engagement Campaign The Employee Engagement Survey Measure Engagement and work conditions that support it - is different from employee satisfaction Engagement looks at discretionary effort that an employee puts into the job Measures general perceptions of employee work environment i.e. job pay benefits

17 Creating and Executing an Engagement Campaign The Employee Engagement Survey Important Survey Points Content strategically focused Content focus on behavior we want changed Content focus on Engagement foundation (trust and fairness) Content focus on factors that establish energy people bring to work Content should include factors that make people want to invest their energy into their work

18 Creating and Executing an Engagement Campaign The Employee Engagement Survey Organization created surveys (sample survey) Shelf Surveys i.e. HRD Press, Utrecht Work Engagement Scale (UWES) Consultant Surveys i.e. Gallup Organization (Q12), Quantum Workplace

19 Creating and Executing an Engagement Campaign Employee Engagement Survey Kick-off Celebration Confidential Two-week or three-week survey period

20 Creating and Executing an Engagement Campaign Survey Results Interpretation Benchmarks use results from prior surveys as a benchmark against which to interpret current results Coalitions use same instrument compare organizations data Comparable Organizations use data from similar organizations - consultants

21 SWOT Analysis of Employee Engagement Findings

22 High Creating and Executing an Engagement Campaign- Quadrant Analysis High Low Scores that are high drivers and therefore critical drivers of improvement High scores that are high drivers, leverage existing strengths! Low Low scores but weak or low drivers, no action required Drivers!! High scores but weak or low drivers, resource transfer opportunities when appropriate! Low Score

23 Creating and Executing an Engagement Campaign Survey Results Feedback - Feedback at the Management Level Highlight noteworthy results Provide Managers with thought starters Embed specific suggestions for action to address opportunity areas!

24 Creating and Executing an Engagement Campaign Survey Results Feedback Feedback Company-Wide Highlight strengths and challenges Reflect on and celebrate progress made in response to challenges Present data on how employees are thinking about strategic initiatives Give recognition to those organizational groups whose actions resulted in meaningful change

25 Creating and Executing an Engagement Campaign Survey Results Feedback Communication Channels Company Newsletter Video, web, podcast presentation of CEO, ED, COO Town Hall Meetings Special Publications (flyers, brochures, etc.) Organization Intranet

26 Creating and Executing an Engagement Campaign Methods to build commitment Clearly demonstrate to managers and employees the value of Employee Engagement Integrate the survey process with other business planning activities Ensure that the survey content indices or metrics has high perceived relevance

27 BALANCED SCORECARD ANNU MARC AL H TARGE ACTUA METRIC GOAL MEASUREMENT T L APRIL MAY JUN JUL AUG SEPT YTD ACTUA ACTU ACTU ACTU ACTU ACTU 3/08 - L AL AL AL AL AL 6/08 Career Ladder No. of internal promotions Growth on the Job Learning & Growth Oppor. No. of oppor./role expansion/skill development Succession Plan ~ ~ ~ ~ ~ ~ ~ ~ ~ Develop Suc. Plan Model Key position turnover 1% 0% 0% 0% 0% 0% 0% 0% 0% Define pop. Key pos. Time to fill key position 30 days Employee Development No. of development plans 60% 0% 0% 0% 0% 0% 0% 0% 0% Oppor. For External No. employee attending external Trng. training 100% N/A 3% 0% 3% N/A N/A N/A 3% Teamwork and Comnnection to Mission Publicity of Org. Achievements No. of publicity of initiatives Promotions of Healthy Life ~ ~ ~ ~ ~ ~ ~ ~ ~ styles inclg. Phy/MH No. of events Mission w/employ. ~ ~ ~ ~ ~ ~ ~ ~ ~ Performance Review Average Rating 3.5 ~? ~ ~ ~ ~ ~ Preventable Turnover No. of involuntary turnover 2% 1% 2% 1% 2% Talent & Fit No. of unacceptable tunover reasons 3% 0% 0% 0% 1% New Hire Perf. Appraisal Avge. Performance Appraisal of New Hire New Hire Turnover Rate Turnover Rates of New Hire ~ ~ ~ ~ ~ ~ ~ ~ ~ w/i 12 months of hire 2% 0% 2% 0% 2% Employee Engagement No. of initiatives Timely Perf. Evaluations No of on time probationary evals 100% 0% 0% 0% 0% 0% 0% 0% 0% Duties & Tools Qulaified Candidate Job suitability 75% On-boarding Feedback New Hires assessment of onboarding. 4% 0% 0% 0% 0% 0% 0%

28 Creating and Executing an Engagement Campaign Methods to build commitment Ensure survey results are actionable on items that managers are held responsible Clearly define accountability for sharing and using results Provide managers with the appropriate tools and support to make their action planning successful

29 II. Domain Competencies (continued): Performance Instrument Pg. 4! NI! ME! EE *E Employee Engagement: Demonstrate the ability to know, inspire, grow, and reward employees by supporting a culture of continuous learning, a culture of fairness and culture of growth and opportunity. There will be an expectation of on-going promotions of initiatives to retain staff including but not limited to: staff recognition, training, and development programs, staff activities, comprehensive benefits, fair compensation programs, and supportive work environment. In addition, Managers are expected to demonstrate and assist in ensuring that policies, procedures, and practices are humanistic and are accurately and consistently applied. Furthermore, Managers must demonstrate the ability to enhance staff communications through consistent and positive *E Program engagement Development activities. : Demonstrates ability to provide oversight and direction in the developmental and implementation stages of new programs start-up. Supervises, plans, and coordinates all activities in the start-up and implementation process to ensure compliance with regulatory and UBCSS standards for the success and continued growth of the program. Creates the programmatic vision and name recognition that allows UBCSS to have impact on industry and regulatory standards. Manages the program within the budgetary guidelines and provides appropriate supervision and feedback to direct reports.! Mode (Rating that appears the most- equal number of ratings assume the highest rating unless previously upgraded than assume lower rating) Comments:

30 Employee Engagement Sustainability Tools/ Support Balance scorecard Metrics included in performance reviews Responsibilities added in job description Mission Statement Posters

31 Communication is the Cornerstone of an Engaged Culture Build a culture of frequent, transparent, and open communication Leverage Technology Promote social media as an engagement tool

32 Communication Protocol Message: List your specific strategic and measurable talking points (health and safety objectives, profit targets, client service, employee engagement metrics, etc.) Who is delivering the message? (Exec. Dir., CEO, Leadership Team, Div. Mgr., etc.) Venue ( , town Hall, webinars, dept. mtg) Frequency (Quarterly, Monthly, Weekly)

33 ! MESSAGE/TOPIC COMMUNICATION PROTOCAL! PRESENTER! VENUE! AUDIENCE New Organization Initiative CEO/COO Program Mgmt Mtg. On-site staff mtg/conf. call go to meeting Follow-up Schedule issuedduring implement. pd. & 3 mos. after. Introduction of New Policy/Procedure Admin. Mgr. Engaging Memo issued explaining why policy/ procedure was developed Managers meeting with staff All Program affected employees Staff or management dependent upon policy/ procedure CEO Update CEO /on-site All Staff Members staff meetings Safety Alerts CEO/COO/Facility /on-site All Staff Members Manager staff meetings Strategy Updates CEO/COO On-site meetings All Staff Members Monthly Reports Senior Management All Management Emergency Alerts Any Senior /on-site All Management Management Member meetings

34 INTERVENTIONS

35 Interventions that Build Confidence & Resiliency Provide success experiences for employees Provide complete information to employees Provide opportunities to learn-fail-bounce back Provide slack time for updating and training Provide performance feedback

36 Interventions that Build Social and Support Networks Provide many opportunities (meetings, training, informal gatherings, team projects) to facilitate the establishment of social support networks

37 Interventions that Renew or Restore Employee Energy Provide opportunities for balance in employees lives; do not expect continual engagement as such engagement can have a dark side

38 Interventions that Enhance the Motivation to Engage Provide jobs that effectively use people s skills Provide jobs and a culture that fit employees values Implement effective on-boarding programs Provide jobs that permit autonomy of action and choice

39 Interventions that enhance the Freedom to Engage Through trust and fairness from: Supervisors The system Repair trust if the emotional bank account has been depleted: Fair processes Fair outcomes Fair interactions with subordinates and co-workers

40 Leadership as a Central Intervention in Establishing a Culture of Engagement At all levels Especially at the immediate supervisory level

41 Intervention Exercise Got It Build Confidence and Resiliency Build Social Support Networks Renew or Restore Employee Energy Enhance the motivation to Engage Enhance the Freedom to Engage Leadership establishing a culture of engagement

42 LEADING CHANGE

43 Leading Change Resistance is inherent to change Response distrust, fear, uncertain but open, hopeful, and energized Managers that know themselves and work with their inner experience are better suited for a changing environment Change Agents

44 Leading Change Keep it simple Clarity and simplicity is effective communication Always provide the why Examples, Metaphors paint a picture Use different forums Group meetings, one-on-one, memos, social media,

45 Leading Change Repeat, Repeat, Repeat A sentence here, a paragraph there, 2 minutes in a meeting Walk the Talk, or Lead by Example Address Inconsistencies Straight and honest messages Listen and be listened to Two-way discussions help people to answer questions Accept the vision Multi-generational workforce one size don t fit all

46 World War II Baby Boomers Generation X Millennials before OUTLOOK Practical Optimistic Skeptical Hopeful WORK ETHIC Dedicated Driven Balanced Ambitious VIEW OF AUTHORITY LEADERSHIP BY Respectful Love/Hate Unimpressed Relaxed, Polite Hierarchy Consensus Competence Achievement, Pulling Together RELATIONSHI Self-Sacrifice Personal Reluctance To Loyal, Inclusive PS Gratification Commit PERSPECTIVE Civic-Minded Team-Oriented Self-Reliant Civic-Minded TURN-OFFS Vulgarity Political Clichés, Hype Cynicism,

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48 SUCCESS CAUSES ENGAGEMENT & ENGAGEMENT CAUSES SUCCESS William Macey

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