How Managers Impact Culture & Engagement. Janice Appleby Chief Human Resources Officer Gallup Certified Strengths Coach

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1 How Managers Impact Culture & Engagement Janice Appleby Chief Human Resources Officer Gallup Certified Strengths Coach

2 Engagement Gallup defines engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. U.S. Workers 33% engaged 51% disengaged 16% actively disengaged Why does engagement matter?

3 Engagement According to Gallup, the most engaged teams experience: 37% lower absenteeism 25% lower turnover 10% higher customer ratings 21% higher productivity 22% higher profitability Managers account for at least 70% of the variance in employee engagement scores

4 How does a great manager impact engagement? Performance management practices that focus on the employees performance development needs: Basic needs Individual needs Teamwork needs Growth needs

5 BASIC NEEDS WHAT DO I GET? CONNECT WITH US

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7 Know What is Expected Articulate and have conversations about specific expectations Work collaboratively with employees to set expectations Make sure employees have a comprehensive view of how everything fits together Define what outstanding performance looks like Have frequent check ins and provide feedback on progress

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9 Materials and Equipment Talk to employees about what they need to be effective in their job If we could produce a new piece of equipment, tool or valuable information on the spot, what would we ask for? Why? Are any materials and equipment missing that cause roadblocks to performance? Work through channels to get funding Be honest and provide an explanation if something cannot be provided Look for alternative ways to meet the need

10 INDIVIDUAL NEEDS WHAT DO I GIVE? CONNECT WITH US

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12 Opportunity to Do My Best Create an atmosphere where employees are aware of and recognize their own strengths and those of team members Talk to employees about their natural talents What are your gifts? Where are you most happy? How are you using your gifts every day? If you are not using them every day how can we change that? Experiment with the work people do to move each person closer to working within his/her strengths.

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14 Recognition for Good Work Ask each employee how they like to be recognized Tie recognition explicitly to goal achievement or what the person did that was important Be intentional about creating a recognition-rich work environment

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16 Cares About Me Intentionally invest in employees by spending time with them Get to know employees on a personal level Foster team spirit through an environment of cooperation and support

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18 Encourages My Development Set development goals Conduct regular development discussions Create developmental opportunities

19 TEAM NEEDS DO I BELONG HERE? CONNECT WITH US

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21 Opinions Seem to Count Foster open discussion Encourage new ideas Provide continuous feedback

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23 Company s Mission or Purpose Ensure employees understand how their role connects to the mission and purpose Recognize each team member s talents and how they contribute to the organization s mission and purpose Share stories about how employees demonstrate the credit union s mission and purpose

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25 Committed to Quality Work Establish high quality standards for the functions the team performs Hold team members accountable for established performance and accountability standards Share expectations of high quality work with new employees Model excellence every day

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27 Best Friend at Work Create opportunities for the team to get together Encourage employees to share information about themselves so they get to know each other at a personal level Plan time for the team to socialize

28 GROWTH NEEDS HOW CAN I GROW? CONNECT WITH US

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30 Talk About My Progress Personalize feedback to each employee Conduct regular check ins to communicate on progress Learn about each team member s goals and find creative ways to help the employee achieve them.

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32 Opportunity to Learn & Grow Look for growth opportunities that challenge employees Assess each team member s current capabilities and align those with their long term goals and aspirations Discuss what employees are learning and how they are applying it in their role Encourage team members to share what they ve learned with others on the team

33 References Wagner, Rodd & Harter, James K Ph.D. (2006). 12: The Elements of Great Managing. Washington, DC: The Gallup Organization Gallup, (2017). State of the American Workplace. Gallup Inc. Gallup (2015). State of the American Manager. Gallup Inc.

34 The managers who are best at the getting the most from people are those who give the most to them. That is the heart of great managing. Wagner, Rodd & Harter, James K Ph.D. (2006). 12: The Elements of Great Managing. Washington, DC: The Gallup Organization