American Society for Quality - Employee Engagement Presentation
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Transcript of American Society for Quality - Employee Engagement Presentation
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American Society for Quality (ASQ) – Ottawa Chapter April 23, 2014
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Main Header
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Today’s Agenda 3
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Today’s Agenda 4
23% to 67% expect meaningful work
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Today’s Agenda 5
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Why? 6
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Today’s Agenda 8
1 in 5
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Human Capital – Top CEO Challenge Globally for 20149
http://www.ft.com
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Human Capital #2 – Top CEO Challenge USA for 201410
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Satisfaction is Not the Same as Engagement 11
ENGAGED EMPLOYEES
feel a sense of: Focus Urgency Intensity
Enthusiasm Persistence Adaptability
The focus is ondesiring to “give”
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TalentMap’s Focus 12
Heart Hands
Logical Emotional Behavioural
Head
Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or
coworkers that, in turn, influences him/her to apply additional
discretionary effort to his/her work.
Career & Financial Goals Achieved
Values Align with Peers,Management and Leaders
DiscretionaryEffort
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Engagement Matters 13
Revenue
Customer Satisfaction
Safety
Productivity
Attendance
Retention
Public Confidence
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Engagement Matters – The Magic 14
University of Canberra: a job that we hate is as bad for our health sometime worse than not having a job at all
University College of London 2011 not recognized at work have more heart disease
Whitehall study: Sr. Exec live longer than lower level employees, not a small discrepancy
Boston College child’s sense of well being effected by parents that enjoy their work
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Why No/Limited Executive Buy In? 15
1. Don’t think it can be measured.
3. Don’t get presented with a clear business case for engagement
2. Don’t believe its all that important.
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It Absolutely Can Be Measured Through Proxy 16
+/- Client A2012*
+/- TM Benchmark
Overall Engagement
I am proud to tell others I work for my organization.
I am optimistic about the future of my organization.
My organization inspires me to do my best work.
I would recommend my my organization to a friend as a great place to work.
My job provides me with a sense of personal accomplishment.
I can see a clear link between my work and my organization's long-term objectives.
0% 20% 40% 60% 80% 100%
3
1
4
4
1
2
5
13
6
9
17
15
13
18
84
93
88
79
84
84
77
Unfavourable Neutral Favourable
% Frequency
* Number indicates % Favourable score
+1 +4
+2 +4
+8 +8
-2 +2
+5 +10
-3 -1
-2 +1
Not perfect but extremely valuable
Data is rounded to the nearest whole number
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Survey Design 17
#2 Innovation
#1 Teamwork
#3 Professional Growth
EmployeeEngagement
EmployeeEngagement
EmployeeEngagement
Innovation Customer Focus
Work/life Balance
Information &Communications
Teamwork
Compensation WorkEnvironment
Performance Feedback
Professional Growth
Immediate Management Organizational Vision Senior Leadership
Dependent Variable
Independent Variables
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And Improved Over Time 18
2006 2007 2008 2009 2010 2011 201256%
58%
60%
62%
64%
66%
68%
70%
72%
74%
76%
78%
80%
% F
av
ou
rab
le
Engagement Score of 500 person Technology Company
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Driver #1 – Innovation/Quality Improvement
Overall Innovation
Failure is viewed as an opportunity for learning and improvement.
We are committed to doing high quality work.
We systematically adopt new and improved ways to work.
Learning is an important objective in our day-to-day work.
There is a culture of innovation at this organization.
0% 20% 40% 60% 80% 100%
18
15
7
23
16
29
24
29
11
23
22
33
59
56
83
54
62
38
Unfavourable Neutral Favourable
% Frequency
19
(67)
-5
-2
-6
-11
-20
Data is rounded to the nearest whole number+/- TM Benchmark
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20Driver #1 - Innovation: Comments
191 respondents selected a theme for this comment
How could your organization improve innovation?
0%
20%
40%
60%
80%
100%
41% 40% 39%32%
28%
19%
6%
XYX Inc. Benchmark
% F
req
ue
nc
y
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Why No/Limited Executive Buy In? 21
1. Don’t think it can be measured.
3. Don’t get presented with a clear business case for engagement
2. Don’t believe its all that important.
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Talk To Him/Her In Their Terms 22
1. Use Data – statistics2. Link to the business objectives3. Competitors?4. Link to personal goals & objectives5. Leave a legacy
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Use Statistics 23
Chemotherapy and breast cancer survival: r = .03 Antibiotics and the cure for pediatric ear pain: r = .08 Smoking and incidence of lung cancer within 25 years: r = .08 Effect of ibuprofen on pain reduction: r = .14 Alcohol and aggressive behavior: r = .23 Sleeping pills and improvement in insomnia: r = .30 Viagra and improved male sexual functioning: r = .38 Employee engagement and customer satisfaction: r = .43
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And More Statistics 24
SERVICE Employees’ customer service productivity scores and their employee engagement scores
had a correlation of .51. (Source: Linking People Measures to Strategy. The Conference Board)
Companies with high employee engagement scores had twice the customer loyalty (repeat purchases, recommendations to friends) than companies with average employee engagement levels. (Source: Are They Really ‘On the Job’?, Pont)
In a major department store chain, customers scored higher in customer engagement measures when they were serviced in departments with employees who had high levels of employee engagement. (Source: Getting Engaged, Bates)
Teams classified as “high performance zone for engagement” had a 37% net promoter score (NPS) versus 10% NPS for teams “outside of high performance zone for engagement.” (Source: Aon Hewitt European Manager Survey 2011. Aon Hewitt)
Morrison Management Specialists increased client satisfaction by 1 percentage point for every 2 percentage point increase in employee engagement (Source: Engagement Leads to Growth at Morrison, Talent Management)
SALES Fabick CAT improved “percent of industry net sales” by 300% (Source: A Caterpillar
Dealer Unearths Employee Engagement, Gallup Business Journal)
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25
QUALITY Unnamed Fortune 100 manufacturing company reduced quality errors from 5,658
parts per million to 52 parts per million. (Source: Employee Engagement: The Key To Realizing Competitive Advantage, Development Dimensions International)
SAFETYMolsonCoors, it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. (Source: Effective practice guidelines: Employee engagement and commitment. SHRM)
RETENTION …REVENUE, PROFIT AND STOCK RETURNS…ROLE OF FRONT-LINE MANAGERS…
And More Statistics
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Link Engagement to the Business 26
Internal Service Quality
EmployeeEngagement
EmployeeRetention
EmployeeProductivity
ExternalServiceValue
CustomerSatisfaction
CustomerLoyalty
RevenueGrowth
Profitability
Service concept: results for customers
Service designed and delivered to meet targeted customers’ needs
RetentionRepeat business
Referral
EmployeeEngagement
Innovation Customer Focus
Information & Communicatio
nTeamworkWork/life
Balance
Performance Feedback
Professional Growth
Work EnvironmentCompensation
Senior LeadershipOrganizational VisionImmediate Management
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A multi-year intervention in an American chemical manufacturing plant • 91% improvement in employee engagement• 167% increase in production quality and an • 83% decrease in reportable safety incidents.
“Leaders Don’t Motivate – They Create the
Conditions for Self-Motivation.”
Show What Competitors Do
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Get Engagement on his/her Goals/Objectives
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29Help Them Leave a Legacy
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30What are Stay Interviews
•Definition: • A “stay interview” is a periodic one-on-one structured discussion between a manager and an employee that identifies and then reinforces the factors that drives an employees retention and engagement.
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31Structure of Stay Interviews
A) Introductory questions• Starting the conversation
B) Identify the factors that make the employee want to stay and engage
• Positive stay factors • Reasons you give to others • “Best work of your life” factors • “Job impact” factors • Fully used factors • Are you listened to and valued
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32Structure of Stay Interviews (cont.)
C) Identify the positive actions related to retention that might further increase engagement.
• Better managed/manage differently?• More positive elements and fewer less desirable ones• Dream job?• Where would you like to be X years?• Challenge factors• How do you like to be Recognition? • Exposure to executive?• Learning, growth, and leadership
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33Structure of Stay Interviews (cont.)
D) Identify the possible “triggers” that may cause the employee to consider leaving
• Identify possible retention triggers • Recent frustrations• Others made you think • Past triggers
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34Many Benefits of Why-do-You-Stay? Interviews
• They stimulate the employee
• Personalized
• They typically limited to key employees
• They include actions
• Lower employee emotions
• Low time pressure on the manager
• A focus on the positive
• They don’t require a lot of training
• They are inexpensive
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TalentMap In-Action 35
Free Monthly Webinars Next one April 24th 12:00 EST TalentMap on “Engaging Your Employees with Your Organizational Vision”
To Register: www.talentmap.com/events
Fall Events: Sept 10-12 Ontario Municipal HR Association (OMHRA) Alliston, ON Nov 3-5 HealthAchieve Conference Toronto Nov 17-18 Canada Top 100 Employees Conference Vancouver
To Register: www.talentmap.com/events
Free Resources www.talentmap.com/resources Subscribe to our newsletter Coming months
Whitepapers (Context Specific Engagement) Financial, Engineering &Technology, Healthcare, Regulatory/Government, NGO
Video’s 1-2 min videos on topics Employee Engagement checklist, FAQs & Best Practices
@talentmap
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[email protected] 613-248-3417 x 500
???Questions!
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Today’s Agenda 37