Employee Engagement: Creating Raving Internal Fans
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EMPLOYEE ENGAGEMENT – CREATING RAVING INTERNAL FANS Patrina M. Clark, SHRM-SCP, SPHR, HCS President, Pivotal Practices Consulting LLC “There truly is no “one-size-fits-all” approach to achieving and maintaining competitive advantage. However, organizations with strong holistic advocacy – customer advocates, employee advocates, and third-party advocates – definitely have a leg-up on their competitors. - Patrina M. Clark
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Transcript of Employee Engagement: Creating Raving Internal Fans
EMPLOYEEENGAGEMENT– CREATINGRAVINGINTERNALFANS
PatrinaM.Clark,SHRM-SCP,SPHR,HCSPresident,PivotalPracticesConsultingLLC
“Theretrulyisno“one-size-fits-all”approachtoachievingandmaintainingcompetitiveadvantage.However,organizationswithstrongholisticadvocacy– customeradvocates,employeeadvocates,andthird-partyadvocates– definitelyhavealeg-upontheircompetitors.
- PatrinaM.Clark
LEARNINGOBJECTIVES
SoMuchtoCover,SoLittleTime
Attheendofourtimetogether,wewillhavecoveredthefollowing:
• HolisticAdvocacy– threeaspectsofmaintainingyourcompetitiveadvantage
• Ravingfans– extrapolatingonasuccessfulcustomermodel• Definitionofengagementanditsimportanceindrivingbusinessresults• Threefocusareasfordrivingemployeeengagement• Fourbarrierstoengagement• Fourenablersofengagement• Theimportanceofemployeesurveysinmeasuringandimproving
engagement
HOLISTIC
ADVO
CACYOrganizationalBuzz
CompetitiveAdvantage
Employees
Third-PartiesCustomers
Employeesarethesinglemostinfluentialgroup–theydirectlyinfluencecustomersandthird-parties.And,theyrepresentthelargestorganizationalcapitalinvestment.
Engagedemployeesadvocatetheircompanyororganization– 67%comparedtoonly3%ofthedisengaged.78%wouldrecommendtheircompany’sproductsandservices,against13%ofthedisengagedPublicsectoremployeesarelesslikelytobeadvocatesfortheirorganizationthanprivatesectoremployees.(Gallup,2003)
THERAVING
FANSPARADIGMAConceptExtrapolated
RavingCustomers
Decidewhatyouwant
Discoverwhatthecustomerwants
Deliveryourvision+1%
RavingEmployees
Whatdoemployeeswant?
Whatmotivatesthem?
Whatapproachesbestbuildon
this?
RavingFans:ARevolutionaryApproachtoCustomerService,KenBlanchard,1998
KenBlanchard’sRavingFansModel CreatingRavingEmployees
ENGAGEMENTA
SANORGANIZATIO
NALCONCEPT
DefiningandMakingtheCaseforEngagement
SuperiorResults
Emotional
Behavioral
Rational
Engagementinvolvesaworkplaceinwhichworkers:
• Feelpersonallyandemotionallyboundtotheorganization
• Feelprideinrecommendingitasagoodplacetoworktootherpeople
• Areattachedtotheintrinsicrewardsofworkingwiththeorganization
• Feelacloseattachmenttothevalues,ethics,andactionsembodiedbytheorganization
DaleCarnegie&Associates,Inc.(2007),BeyondRulesofEngagement:HowCanOrganizationalLeadersBuildaCulturethatSupportsHighEngagement?
ThreeTypesofEngagement
KEYDRIVERS
OFEM
PLOYEEENGAGEM
ENTThreeFocusAreasforConsideration
WorkEnvironment
LeadershipPractices
LearningEnvironment
Engagementandinvolvementarecriticalinmanagingchangeatwork;9outof10ofthekeybarrierstosuccessofchangeprogramsarepeople-related.(PriceWaterhouseCoopers)
Higherlevelsofengagementarestronglyrelatedtohigherlevelsofinnovation.59%ofengagedemployeessaythattheirjobbringsouttheirmostcreativeideascomparedtoonly3%ofdisengagedemployees.(Gallup)
Only40%ofemployeesaresatisfiedwithrelationsbetweenmanagersandemployeesintheirorganization.(KingstonBusinessSchool)
BARRIERS
TOENGAGEM
ENTFourIssuesToBeAwareOf
• Lackofawareness
• Uncertaintyoverhowtoaddressengagementwithintheorganization– wheretostart
• Managersand/ortheorganizationareill-equippedtodeliverengagement
• Underestimatingtheimportanceofandlevelofcommitmenttoengagement
EngagingforSuccess:EnhancingPerformancethroughEmployeeEngagement,DavidMacLeodandNitaClarke,Crown©
Notes
ENABLERSOFENGAGEM
ENTFourBroadEnablersToBeAwareOf
• Leadership
• Engagingmanagers
• Voice
• Integrity
EngagingforSuccess:EnhancingPerformancethroughEmployeeEngagement,DavidMacLeodandNitaClarke,Crown©
Notes
THESURVEY-FEEDBACK-ACTIO
NPRO
CESS
• Designedtotapintothecollectivewisdomofyouremployees
Survey
• Detailedanalysis–acrossvaryingdemographicgroupsandorganizationallevels
Feedback• Clearactions– withclearrolesandresponsibilities–beyondHR
Action
GettingtheMostOutofYourSurveyEfforts
SUMMARY
KeyTake-Aways
• Itmatterswhatyouremployeesaresayingaboutyou– and,theyaretalking– knowwhatthey’resaying
• Engagementdrivesbetterperformancewhichdrivesbetterbusinessresults
• Youremployeesareawealthofinformationaboutwhatyou’redoingwellandwheretherearesomeopportunitiesforimprovement
• Askyouremployeestherightquestionstotapintothisknowledgerepository– andhaveplanstoactonwhattheytellyou
CONTACTUSTODAYFORHELPINMAXIMIZINGENGAGMENT
PivotalPracticesConsultingLLCspecializinginsolvingurgentandimportantchallenges
[email protected] (email)301.220.3179(metroDCarea)
