Post on 24-Dec-2015
Why Does Employee Engagement Matter?
Performance Improvement Network, June 7, 2012
Presenter: Doris Savron
Agenda
Review engagement data
Define engagement
Discuss two types of engagement
Discuss drivers of engagement
Share our story and ongoing work
Brainstorm and discuss engagement activities
Share resources available
Wrap-up
What the Data Says . . .
Disengaged employees may cost U.S. businesses as much as $350 billion a year.
Engagement is correlated to organizational performance, customer service, productivity, and employee retention.
Increased competition is not only putting pressure on organizations to become more efficient and better at delighting customers, it is creating more career options for employees.
Media has provided a regular stream of stories of unethical behavior and poor decision making by senior leaders. As a result employees tend to be more distrustful of leaders’ intentions.
2009 Gallup Employee Engagement Index, 2009 Towers & Perrin
Defining Engagement
Table Activity Take 5 minutes Assign a volunteer to take notes Report back your best definition
Common Definitions of Engagement
Employees work with passion
Employees feel a deep connection to the organization
Employees (at all levels) focus on innovation
Employees increase discretionary effort
Employee potential is translated into high levels of performance and increases organizational success
Two Types of Engagement Examples of Rational
Employees feel fairly compensation Employees feel there are opportunities to grow
skills Examples of Emotional
Employees believe in leaders Employees believe their work matters to the
organization Employees feel valued Employees understand how their effort
contributes to the organization’s success
“The emotional side of engagement is actually four times more powerful than rational side when it comes to driving… employees who want to stay with the company and employee productivity”
(Ketter, 2008)
“A basic factor in predicting engagement – employees’ understanding of how their roles fit with the business strategy”
(Fox, 2010)
Drivers of Engagement
Competent and engaging leaders (all levels)
Managers who are able to align goals and direction with organization vision
Collaboration at all levels
Employee development and enriching their roles
Valuing and appreciating employees
Manager vs. Employee Responsibility
Managers need to:
Be aware of engagement and integrate it into the other responsibilities of their job
Need to ask questions and connect with staff
Managers need to provide feedback and highlight successes, show appreciation
Employees need to:
Ask for help when they need it
Help each other out and recognize each other
Take engagement surveys seriously
Other thoughts?
Our Story
Senior leader site visits
Focus group feedback
Regulatory changes
Organization’s strategy
Time constraints
Engagement Philosophy (including focus on Communication, Recognition and Appreciation, Relationships, and Feedback)
Steps We Took Captured a baseline by using Baldrige Express
Survey and Feedback Report
Conducted strategy planning sessions with entire leadership team
Shared survey results and helped connect our campus strategy to the employee feedback and organization’s strategic plan
Designed committees for specific areas
Provide quarterly updates on progress
Conduct ongoing engagement activities including follow-up engagement surveys
Ongoing Engagement Activities
Organizational Engagement Survey (Quantum) Ongoing Pulse Surveys Skip level meetings Site visits One on one’s Road shows Focus groups Leadership development groups Stay interviews*
* (Ketter, 2008)
Ongoing Engagement Activities
Q&A teleconferences Morning huddles Departmental, team, and all staff meetings Video conferencing Recorded messages Kindness week Highlight successes in meetings Focused effort in catching people doing amazing
things Committees and project teams
Table Activity – Other Engagement Activities
Take 10 minutes
Select a recorder
Report back best idea
Hand in ideas to be distributed to the rest of the group after the session
Available Resources The Five Languages of Appreciation in the
Workplace (Chapman, Gary)
How America’s Best Places to Work Inspire Extra Effort in Extraordinary Times – ReEngage (Branham & Hirschfeld)
Just Listen (Goulston, Mark)
Soup (Gordon, Jon) also http://www.jongordon.com
Start with Why (Sinek, Simon)
Touch Points: Creating Powerful Leadership Connections in the Smallest Moments (Connant & Norgaard)
Available Resources (continued)
Fox, A. (2010, May). Raising engagement. HR Magazine, 55(5), 34-40.
Ketter, P. (2008, January). The big deal about employee engagement. T + D, 62(1), 44- 49.
Engagement Surveys – Quantum Workplace (there are many others available as well)