Building a Culture of Employee Engagement

Transcription

1 Building a Culture of Employee Engagement

2 What We ll Cover 1. What is employee engagement why does it matter? 2. Results from national survey 3. Measuring and improving engagement 4. Creating an engagement culture

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4 CPS HR Consulting Self-supporting government agency promote public sector excellence Integrated HR solutions for public sector 1,200 public sector clients

5 Key Take-Aways Engaged employees find personal meaning in work Engagement should be measured Results acted on Long-term Improvement = culture of engagement Employee engagement drives performance

6 Context Our Aging Workforce 50% 45% 40% 35% 30% 25% 20% 15% 10% Federal State Local Private 5% 0% Under Source: BLS

7 What is Employee Engagement? Heightened Connection Personal Meaning Pride Beyond Job Satisfaction Discretionary Effort cpshr.us February 12-13, 2018

8 Engaged Employees Have strong relationships in organization Go extra mile for customers Volunteer ideas Work hard and smart Will stay even for less money Recommend organization as good place to work Show up for work Get things done

9 Why Does Engagement Matter?

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12 Public Sector Percent Who Agree I can impact quality I can impact cost I can impact customer service 61 Disengaged Moderately Engaged Highly Engaged 86 Source: Towers Watson

13 CPS Institute Engagement and Performance % agreement My organization is successful at accomplishing its mission Private/For-Profit Company Government Overall Federal Govt State Govt Local Govt SOMEWHAT ENGAGED OR DISENGAGED ENGAGED 24 76

14 In Public Sector, Engagement Links to: Strategic goal achievement Innovation Performance Customer service Retention Collaboration and teamwork

15 Engagement Value Chain Improved engagement More trust in government Better performance Higher citizen satisfaction

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17 Overall Engagement Levels 100% 90% 80% % 60% 50% % 30% 20% % 0% Private Sector Govt Overall Federal Govt State Govt Local Govt Fully Engaged Somewhat Engaged Not Engaged

18 Workplace Factors Top Engagement Drivers Private Sector and Government Leadership and Managing Change Training and Development My Work

19 Engagement Drivers Level of Government Federal Leadership and Managing Change My Work Training and Development State Leadership and Managing Change Training and Development My Work Local Leadership and Managing Change My Supervisor Training and Development

20 Culture Factors Top Engagement Drivers Private Sector and Government Appreciation/Recognition Innovation Fairness/Inclusion

21 To Sum It Up High engagement linked to perceptions of successful organizational performance Public sector engagement lower than private sector Priority areas Leadership and managing change Training and development My supervisor Appreciation/recognition These are low in government.

22 How Do We Know If Our Employees are Engaged? cpshr.us February 13, 2018

23 Ask Them!

24 Why Survey? Efficient and inclusive Consistent data Confidential Benchmark survey results

25 Survey Dimensions 1. My work 2. Organization mission 3. My team 4. My supervisor 5. Leadership and managing change 6. Training and development 7. Resources/ workload 8. Pay and benefits 9. Organizational culture 10. Engagement

26 Institute Employee Engagement Model

27 What Public Sector Organizations Have Done to Improve Engagement

28 Building Engagement Strategy Improved engagement More trust in government Better performance Leadership Higher citizen satisfaction

29 Strategy U of WI Strategic Goal Recruit/retain best faculty and staff, reward merit Strategic Priority Create environment of respect and inclusiveness through opportunities for employee engagement HR Vision Efficient and effective HR system, serving University, employees and WI citizens 21st -Century Workforce Right Talent Engaged Diverse Adaptable

30 Strategy Michigan Office of Good Government Works directly with all state departments to engage employees to improve government services for Michiganders Michigan aims to be the nation's leader in government customer service, employee engagement, fiscal responsibility and innovation

31 Strategy Minneapolis Goal: A City that works City government runs well and connects to the community it serves Engaged and talented employees reflect our community, have the resources they need to succeed and are empowered to improve our efficiency and effectiveness

32 The Miracle of Minneapolis No other place mixes affordability, opportunity, and wealth so well. What s its secret? The Miracle of Minneapolis No other place mixes affordability, opportunity, and wealth so well. What s its secret?

33 Building Engagement New Employee Onboarding

34 Building Engagement Supervision Manage performance effectively Make sure employees know what is expected and how work links to mission Meet regularly with employees Provide opportunities to grow and develop Conduct at least semiannual discussions about performance, strengths and developmental needs Hold employees accountable deal with poor performance.

35 Management / Supervision Hold supervisors accountable for engagement Select supervisors to supervise and build engagement Provide training, resources and support cpshr.us February 12-13, 2018

36 Building Engagement Hire right Appreciate and recognize Communicate and listen my opinion counts More trust in government Improved engagement Better performance Respect work/life balance Connect work to mission Higher citizen satisfaction Partner with labor.

37 I help send men to the moon

38 Recognition Without Spending a Dime Recognize employee achievements at staff meeting Surprise employee with Post-it note of thanks Put thank-you note on department bulletin board Compliment employee within earshot of others (word will spread) Mail handwritten note to employee s home Send department-wide praising employee or team Start meetings by recognizing employees, and ask employees to recognize each other Pull employee aside and ask for his/her opinion Source: U of WI Hospital cpshr.us February 12-13, 2018

39 Engagement Culture Set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm cpshr.us February 12-13, 2018

40 Engagement Culture Engagement business case broadly understood Leaders/managers work together to drive engagement Engagement linked to mission, critical business outcomes Engagement visible across organization (not just HR program) Engagement regularly measured/analyzed and action taken HR components linked to engagement Robust communication strategy, especially by leaders cpshr.us February 12-13, 2018

41 Key Take-Aways Engaged employees find personal meaning in work Engagement should be measured Results acted on Long-term Improvement = culture of engagement Employee engagement drives performance

42 Bob Lavigna