PARTNERS IN PERFORMANCE IMPROVEMENT

Transcription

1 PARTNERS IN PERFORMANCE IMPROVEMENT Copyright By Engaged2Perform, The Momentum Group

2 Engagement Influencers & The Manager s Role

3 Poll Questions 1. Is your organization currently focused on engagement improvement? 2. Does your company conduct employee engagement surveys? 3. Does your company have an employee engagement strategy?

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5 What Do We Want From Employees??? Primary Wants: Direct Needs from Employee That Contribute to Business Success High Productivity and Performance Lengthy Tenure and Minimal Absenteeism Innovation and New Efficiencies Advocating for the Company

6 What Do We Want From Employees??? Secondary Wants- Impact Primary Needs, Driven By Positive Emotions High Discretionary Effort Motivation and Inspiration Energy, Enthusiasm and Positive Attitude Accountability and Ownership New Ideas and Creativity Growth and Improvement Commitment to Overcome Obstacles Teamwork and Collaboration Loyalty and Caring

7 Defining Engagement Employee engagement: The emotional connection the employee feels for the organization. Engaged employees care about their jobs and are often willing to go the extra mile in their performance. To engage (or not) is a private decision driven mainly by how the employee feels treated, primarily by the direct manager.

8 Engagement Maximized Performance, Value and Contribution Over an Extended Tenure

9 Current Engagement Results

10 Engagement Strategies Engagement Strategies (2017 State of Employee Engagement-Decision Wise) 1. Employee Feedback and Surveys-84% 2. Health and Wellness-31% 3. Training on Employee Engagement 12% 4. Other Types of Training- 21% 5. Recognition Programs-33% 6. Company Events/Parties- 32% 7. Telecommuting/Work from Home-13% 8. Additional Perks and Benefits-11% 9. Other-6%

11 Engagement Surveys and Follow Up Questions and data? Engagement metrics? Business metrics? How are you communicating results to employees? Is your engagement survey supporting engagement strategy? What steps are taken following surveys?

12 Engagement Influencers/Triggers 1. Personal & Unique vs Corporate & Generic 2. Intrinsic vs Extrinsic 3. Foundational vs Peripheral 4. Categorize Influencers 5. Positive vs Negative Emotions/Experiences 6. Listening and Feedback

13 Engagement Influencers/Triggers Recognition Communication Career Growth and Development Autonomy/Mastery/Purpose Culture/Working Environment Strength Based Feedback and Coaching Input, Ideas and Suggestions

14 Engagement Influencers/Triggers Relationships, Intimacy and Community Work Schedules and Flexibility Trust Levels Senior Leadership Direction and Vision Team Morale, Camaraderie and Collaboration Fairness, Respect, Caring, Integrity, Empathy, Equity, Impartiality

15 Impacting Influencers/Triggers and Engagement Strategy Who Impacts engagement triggers? How does your organization impact engagement triggers? What support, resources and budget is needed?

16 Gallup Research

17 Three Keys for Managers to Have a Positive Impact on Influencers/Triggers Proper Attitude Training in Required Skills Support Resources and Processes

18 Michael Zroback President- Michael Zroback & Associates

19 Defining Engagement Employee engagement: The emotional connection the employee feels for the organization. Engaged employees care about their jobs and are often willing to go the extra mile in their performance. To engage (or not) is a private decision driven mainly by how the employee feels treated, primarily by the direct manager.

20 Engagement Definition Take-Aways An emotional/psychological entity Powerful Fragile - Changeable Needs to be cultivated constantly Cannot be driven - Must be elicited Voluntary

21 Why is the Manager Important to Engagement? The greatest impact on Company performance comes from improving managers ability to have a candid dialogue with employees Mercer s 2013 Global Performance Management Survey Managers account for 70% of variance in employee engagement Randall Beck & Jim Hunter Employees want their manager to communicate with them Bernard Marr - LI 2016 Gallup Poll 2015 in Fortune Magazine 50% of the workers surveyed quit their job to get away from their manager Gallup Poll 2015 in Fortune Magazine 51% of managers are not engaged. Disengaged managers create disengaged employees Amy Adkins, Bus. Journal April 2, 2015

22 Basis for Increasing Employee Engagement Need to enhance the communication & the relationship between a manager & his/her direct reports Communication = conversations between the manager & direct reports The quality of Employee Performance depends upon the quality of the conversation between a manager and his/her reports.

23 Get the Employees Excited About Joining the Organization Showcase company s vision, mission, values & current objectives - NASA Kennedy; Apple Steve Job Describe department s role - aligned with mission, vision & values Make the employees feel a part of something bigger than they are

24 Establish Rapport by Clarifying Management s Expectations Describe your role as manager, e.g. style, priorities, what you need from your team Describe what excellent performance looks like to you as a manager Discuss the type of relationship you would like to have with each other

25 Help Employees Feel They Belong Discuss employee s expectations of his/her manager, the organization & the work experience Employee can identify job factors s/he values most, least Employee can identify his/her strengths/passions (likes/dislikes) Employee can match strengths/passions to current/future roles

26 Support Employees In Creating a Future Manager can discuss future job opportunities Identify opportunities/resources to help employees achieve developmental goals Employees create an individual development plan (IDP) with manager s support

27 Get Employees Off to a Good Start Support employees in setting SMART goals Align employees goals with organization & department goals Line of sight is important

28 Help to Smooth the Way Assist employees to: Identify anything that could prevent accomplishing goals Develop strategies to overcome barriers Identify needed resources To create action plans to overcome barriers

29 Next Steps Manager has regular, frequent meetings with staff to: Monitor progress re: achievements Problem-solve Find resources Revise IDP s Keep staff aware of organizational changes Support staff re: goal setting, barrier ID, career development, etc. Discuss issues, resource needs, IDP s, etc.

30 Jacob Schneid President- The Momentum Group

31 AREAS MANAGERS NEED HELP WITH Debunking employee engagement myths I don t have time means That is not important Catching and using daily development moments What did you learn from Conversations to understand Building trust

32 SUPPORTING MANAGERS Managers need support to foster engagement Training not enough by itself also need: Coaching Feedback Tools Conversation templates for understanding employee needs Templates for effective performance conversations Next level s encouragement and modeling

33 WHAT IS YOUR ORGANIZATION DOING? Which of these support elements does your organization offer managers? What does support look like? How good is the support in each area? Training Coaching Feedback Tools what kind of tools do you use What is one action you would like to start with?

34 Doug Brown Overall Presentation Summary

35 Light a Fire Inside Employees Instead of Trying to Light a Fire Underneath Them Engaged2Perform Contact Info Phone info@engaged2perform.ca