Colleges of the Fenway - Employee Engagement

What Managers Need to Know

What is employee engagement?

  An emotional state in which employees are invested and motivated to go above and beyond the job requirements to contribute to the organization’s success.

  Engagement leads to high productivity, increased morale and genuine commitment to the success of the organization.

The Colleges of the Fenway Employee Engagement Roadmap

• Compliant employees comply with the organization’s policies and procedures . They perform the duties of their job description but do not go “above and beyond” in their efforts. Compliant

• Inspired employees share many of the attributes of Compliant employees but are driven by their individual contribution to the organization. Inspired

• Dedicated employees have mastered the Compliant and Inspired stage but also have a strong identification and commitment to the organization. Dedicated

• Invested employees have integrated their individual goals with those of their department, division and the organization. They freely demonstrate a willingness to go the extra distance in executing projects and their regular duties. They serve as a role models for others. Invested

The Colleges of the Fenway Employee Engagement Roadmap Defined

Culture of Respect

Employee Engagement

Enhanced reputation of the institution

Greater success in enrolling and retaining students

Retention of valued employees

COF Employee Engagement Model

Destination:

 Building a Culture of Respect and Employee Engagement

Coordinates:

1.  Hire the right people.

2.  Orient and provide a comprehensive on-boarding experience.

3.  Conduct performance appraisals regularly.

How do we get there?

  Lost productivity while the position is open   Recruiting costs: advertising, agency fees,

search firms   Time spent reviewing resumes, interviewing,

preparing for interviews   Training the new employee. Reduced efficiency

while the new hire learns the job   Sometimes - higher salary costs

Costs of making a bad hiring decision

Planning for the Interview

It has been said that “If you don’t know where you’re going, any place will do.” Planning is key

to success, regardless of what you’re doing.

Interviewing is no exception.

Overview of the Planning Process

  Analyze the job description.

  Define job specifications.

  Develop interview questions.

  Review job description.

  Analyze the job.

  “Job Specifications” - key performance skills, technical skills, personal characteristics.

Analyze the Job and Define JobSpecifications

  Avoid asking “yes” or “no” questions.

  Keep your questions focused.

Develop Interview Questions

  1. Open-ended   2. Hypothetical work example   3. Probing   4. Behavior-based   5. Contrary evidence   6. Rapport-building

Types of Questions

Avoiding Unlawful Discrimination

  The key: keep your focus on job-related issues!

  Don’t write on the resume!   Don’t fear legal

consequences to the extent that you make poor decisions.

  Don’t be afraid to tell a candidate that you need to get back to them about a question they asked.

  Make sure that your notes relate only to the job.

Conducting the Interview

  Introductions   Lay a good foundation   Probe for information   Share information

about the position, department and organization.

  Explain the next steps in the process.

Evaluating and selecting candidates

  Are there warning signs?

  Collect input.   Check references

including a supervisor.

Why do Orientations?

  Effectively orienting new employees to the campus and to their positions is critical to establishing successful, productive working relationships.

  Effective orientation effectively integrates the new employee into your organization and assists with retention, motivation, job satisfaction, etc.

  Effective orientation quickly enables each individual to become contributing members of the work team.

Why do Orientations?

  Every workplace comes with its own set of rules and regulations, benefits and bonuses, nuances and traditions.

  Don’t make your new employees learn these things the hard way.

  Effective orientations are a key step in performance management.

Objectives of Employee “On-boarding”*

  Helping the employee to identify with their new employer.

  Allowing the employee to understand some of the institution's values and priorities.

  Building an optimistic attitude towards the institution.

  Avoiding misunderstandings.

  Helping the employee feel valued.

  Encouraging socialization and creating a sense of belonging.

  Reducing new employee anxiety.

  Setting of performance expectations.

  Decreasing the learning curve.

* Source: Money-Zine.com

Good orientation programs address:

  Institution / Departmental Overviews

  Job Expectations Policies and Procedures

  Administrative Housekeeping Items

The 10 Commandments for Successful Onboarding*

  Thou shalt not bear false witness against thy employee.   Thou shalt give a written plan of employee objectives and

responsibilities.   Thou shalt give thy employ thy undivided attention.   Thou shalt have relevant paperwork ready.   Thou shalt introduce thy employee to thy neighbors.   Thou shalt set up thy employee's workstation.   Thou shalt schedule one-on-one time.   Thou shalt create a balance.   Thou shalt clarify the company culture.   Thou shalt think beyond the first few days.

*Source: CareerBuilder.com

But wait – there are a few more to consider…

  Thou shalt solicit the new employee's overall impressions.

  Thou shalt define probationary period.

  Thou shalt explain performance evaluation process.

  Thou shalt schedule future check-ins.

Cover the Basics…

  The institution in general, the department, (mission, purpose, responsibilities).

  The important policies and general procedures (non-job specific).

  The information about compensation and benefits.   The institution’s policies, rules, and regulations.   The employee and union issues (rights,

responsibilities).   The physical facilities.

Cover the Job-Specifics…

  The function of the organization, and how their role fits in.

  Their job responsibilities, expectations, and duties.   Department-specific policies, procedures, rules

and regulations.   The layout of workplace.   Their co-workers and other people in the

broader organization with whom they will interface.

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The Assessment Cycle

Employee Supervisor

Establishing • Performance

Goals • Competency

Indicators • Continuous

Learning Goals

Performance

Preparing for Formal Feedback Session

Monitoring Performance and

Gathering Information

Consolidating Information

Conducting Formal

Feedback Session

Coaching &

Counseling

1. Pick the time carefully - not when you will be rushed or distracted.

2. Decide on the best place - it must be private.

3. Prepare the setting - arrange the furniture to put the employee at ease.

4. Gather information and materials - forms, work plans, documentation.

5. Plan the opening - state the purpose of the meeting.

6. Plan the approach - points of agreement first.

7. Give the employee appropriate advance notice and materials.

8. Plan the conclusion - action plans and goal setting.

9. Guarantee no interruptions.

10. Avoid inadequate preparation.

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1. Discuss the job before you discuss the person’s performance.

2. Ask before you tell.

3. Listen - actively.

4. Use descriptive rather than evaluative language.

5. Focus on problem solving.

6. Show your interest - demonstrate empathy.

7. Be a supervisor, not a superior.

8. Don’t discuss other employees.

9. Be honest and specific - both positive and negative.

10. Develop action plans and follow-up systems.

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Conducting the Appraisal Session

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How are they doing?

• What accomplishments do you feel best about?

• What was your biggest disappointment in the past year?

• How would you change the job to obtain more effective results?

• In what areas do you need more training and experience?

• What are key behaviors that lead to success in this job?

• What have you done in the area of continuous learning and development?

• What are your professional goals for the next year and how will you accomplish them?

• How can I help you?

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Training

Analyze Problem

Unable to do job Unwilling to do job

Mutual Understanding of problem Mutual understanding of problem

Optional

Career exploration

Time frame for improvement

Coaching

Continuous feedback & coaching

Career exploration

Time frame

Counseling

Termination

What to do when an employee is not meeting expectations

1. Target one concern at a time - don’t overload with a laundry list.

2. Criticize the performance, not the person - it’s not a personal attack.

3. Check the employee’s perception of the problem - make certain you understand his/her viewpoint.

4. Express your understanding - you need not agree, but verify that you understand the concerns he/she has.

5. Discuss possible causes: Tools, Resources, Procedures, Knowledge? Look to the root of the problem.

6. Problem solve together - the employee’s perspective is very valuable.

7. Develop an action plan - the SMART format works to develop and check progress.

8. End on a positive note - focus on the future.

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Giving Constructive Feedback

1. Listen: avoid having a defensive reaction.

2. Restate the employee’s position…make certain you have it right.

3. Confirm your understanding: do this with a direct question.

4. Pinpoint reasons for disagreement; look at facts, not emotions.

5. Discuss solutions…ask for the employee’s input.

6. Negotiate resolution…look for a win/win.

7. Be open to changing your view…did you have all the facts?

8. Reschedule if you don’t reach agreement…you may both need time to think it through.

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Dealing With Disagreement

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Being SMART: Goals/Action Plans/Results!!

Remember the SMART model in evaluating results and planning future goals and action plans:

S pecific

M easureable

A ttainable

R esults-oriented

T ime-sensitive

  This may be the first formal feedback session for you and your staff - be sensitive to your employees’ concerns.

  Fix in your own mind the objectives to be accomplished during the discussion; this is more than a conversation.

  Explain the reasons for taking notes and don’t act like you’re taking dictation!

  Be conscious of your non-verbal communication: what messages are you relaying?

  Enter the discussion as a “joint venture” in problem-solving.

  Establish a climate that encourages an employee to express thoughts without fear of criticism.

  Be ready to hear a problem without pre-evaluation or pre-judgment.

  Resolve any barriers to effective communication.

  Clearly state and mutually agree upon the specific results of the discussion.

  Plan for the follow-up to the discussion; set a date now!

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Things to Remember About Performance Discussions

we do not follow the map?

  Median Jury award in employment cases increased from $151,000 in 1999 to $218,000 in 2000.

  20% of jury awards in employment cases now exceed $1 million.

  California Jury awards highest sexual harassment verdict ever: $30.6 million.

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Trends in Employment Litigation

  Retaliation Natural human reaction Very believable in court

  Email Trouble People assume privacy Send to unintended recipients Don’t realize permanence

  Internet misuse at work pornography lost productivity

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New Disturbing Trends

  Workforce more diverse but raises new challenges

  More reverse discrimination lawsuits

  Smart people can do things that aren’t smart!

Source: United Educators Insurance Risk Retention Group

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Additional Trends

  Skyrocketing insurance costs

  Average trial costs $200,000 if College wins

  Departing employees think entitled to $$$

  Process drains College’s money and time

  Constant fear of litigation bad for morale

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What Does This Mean for Colleges?

Landmine #1: Failure to Document

Performance Documentation   Do it regularly

  Be objective

  Give examples

  Review with employee

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Avoiding Litigation Landmines

Landmine #2: Failure to Train

Employee Training   Provide opportunities

  Confirm training occurred

  Evaluate training


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Landmine #3: Failure to Keep Evidence

Evidence   Recognize it as evidence

  Make a copy

  Share with employee

  Use as a teaching tool

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Landmine #4: Grade Inflation

Employee Evaluations   Be timely

  Be honest

  Consider full evaluation cycle


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Landmine #5: Failure to Consult Human Resources

Human Resources   View as an ally

  Consult early on

  Use their expertise

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Landmine #6: Inappropriate Electronic Messages

Electronic Messages   Use as though public

  Assume it can be retrieved

  Consider how you say it

  View as evidence

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Landmine #7: Inconsistent Treatment

Consistent Treatment   Be objective

  Treat like situations alike

  Justify exceptions

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Landmine #8: Inappropriate Talk

When an employee leaves   Keep situation confidential

  Even with peers

  Respect privacy

  Refer questions to Human Resources

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Landmine #9: Uncontrolled References

Oral and Written References   Follow college policy

  You speak for the college

  Assume remarks are public

  Consult with Human Resources

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  Employee engagement begins with hiring the right people.

  It is our job as managers to orient and integrate the new employee into our organization.

  Effective communication, feedback and appraisal are critical to the employee’s success and growth.

  Ensuring that employees are invested in our organizations leads to high productivity and satisfaction.

Arriving at Destination

Colleges of the Fenway - Employee Engagement

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