ENGAGING AND RETAINING NONPROFIT TALENT · ENGAGING AND RETAINING NONPROFIT TALENT ....

© Development Dimensions International, Inc., MMXIV. All rights reserved.

ENGAGING AND RETAINING NONPROFIT TALENT

Engagement─Common Definitions

The extent to which people:

• Are emotionally and intellectually

committed to the organization

• Enjoy and believe in what they do and

feel valued for doing it

• Put discretionary effort into their work

• Demonstrate passion for achieving

superior results

© Development Dimensions International, Inc., MMXIV. All rights reserved. 2


Nonprofit Employee Engagement

Why do people choose to work for a

nonprofit organization?

• Believe in the mission

• Desire to help others

• Community service orientation

•

•



Motivational Fit

• Job Fit • Organization Fit • Location Fit

“Can Do” and “Will Do”


Motivational Fit Facets - Organization Achievement Recognition Bias for Action

Challenging the Status Quo Civic Responsibility

Continuous Improvement Customer Focus

Environment Sensitivity Fun & Friendly Environment

Growth at Any Cost High-Tech Orientation

Intellectual Focus Lean and Mean

Minimum Mgmt. Structure Openness to Change

Participative Management Personal Freedom

Personal Growth Planning for LT Success

Prestige Quality Focus

Quick Reaction to Opp. Resource Consciousness

Thriving on Risk Valuing Diversity


Motivational Fit Facets - Job Achievement Center of Attention

Challenging Work Coaching Others

Commission Continuous Learning

Detail Orientation Entrepreneurialism

Formal Recognition High Responsibility/Accountability

Influencing Others International Exposure

Interpersonal Support Physical Environment

Position/Status Practical Results

Promotion Opportunities Recognition for Expertise

Relationship Building Standardized Work

Task Variety Travel

Organizational Impact of Engagement

Groups with highly

engaged members have:

• Greater productivity

• Higher profitability

• More satisfied clients

• Fewer safety incidents

Source: Gallup Consulting, The State of the Global Workplace:

A Worldwide Study of Employee Engagement and Wellbeing, 2010.


• How did you feel when you were

engaged at work?

• How did that affect your

performance?

What Does Engagement Feel Like?



Highest-Rated Driver of Engagement

• Single highest-rated driver of employee

engagement: Whether workers feel their

managers are genuinely interested in

their well-being.

• Only about 40% of workers actually

believe that to be true about their

managers. Source: Mark C. Crowley, “The Sharp Drop-Off in Worker Happiness—

and What Your Company Can Do About It,” Fast Company (2012, April).

Engagement Leads to Retention

Of engaged

employees, 81%

are likely to stay

with their company,

as opposed to 23%

of those who are

disengaged.

Source: Blessing White, Employee Engagement Research Update, January 2013.


Everyday Engagers

Talk about it

• Address people by name

• Greet people & ask about their well being

Communicate Nonverbally

• Eye contact, nod & smile

• Give undivided attention; avoid multitasking; put

away electronic devices



Everyday Engagers

Be Sincere

• Express empathy during challenging situations

• Admit your own mistakes or errors in judgement

Ask Questions to Show You Care

• “How are you doing?”

• “How can I help you today?”

• “How did the meeting go?”

• “What will be your biggest challenge going forward?”



Everyday Engagers

Respect Others’ Time & Efforts

• Use “please” and “thank you” to genuinely express

appreciation or ask for their help

• “Do you have a few minutes?” or “Is this a good

time?”

• Respond timely to communications, even if to say

you need more time or express appreciation

• Be on time; email or text if you are running late



Everyday Engagers

Listen First, Then Offer Guidance

• Quickly note your comments, ideas & questions

beforehand

• Offer your ideas after you’ve listened fully

• “Let’s hear your ideas first. What do YOU think?”

• “Can you help me better understand your perspective?”

• “What concerns do you have?”



Everyday Engagers

Compliment & Recognize Results, Constructive

Efforts & Positive Attributes

• Personal note of appreciation

• Congratulations face-to-face

• Know and be able to share the specifics of people’s

actions, efforts & accomplishments



Everyday Engagers

Ask Questions to Seek Ideas

• “What ideas do you have for _______ ?”

• “What do you think we should do?”

• “What would you like to see happen?”

• “What do you need to be more successful?”



Everyday Engagers

Ask Questions to Learn How You Can Support

Them

• “How can I support you?”

• “What can I do to help?”

• “Who else needs to be involved?”

• “Who can I introduce you to?”



Everyday Engagers

Reach Out Often to Virtual Team Members

• Use email or brief phone calls to connect regularly

• Apply technology to match the medium with the

message

• During teleconferences, address people by name & give

them a chance to contribute

• Remain cognizant of time zone differences and rotate

meeting times so no one person is consistently

inconvenienced

• Be available and remove obstacles


Engaging Virtual Team Members

• Intentionally use Everyday Engagers

• Reach out more frequently

• Make personal connections

• Build trust



Engagement Self Assessment

• Take 10 minutes to complete

• What Engagement & Retention Actions do

you use the most?

• The least?


Engagement and Retention Drivers


I’m appreciated and

encouraged to grow.

What I do matters.

This is a great

place to work.


Meaningful Work What I do matters Actions


Purpose

Knowing exactly what to do & why

Explain vision & values

Set goals together & track progress

Help people understand how they contribute to

mission fulfillment

Work with people to adjust assignments when

priorities change

Advocate the organization’s role as a community

partner & contributor

Information

Timely access to data & decisions that affect work

Direct access to pertinent, non-confidential

information

Create learning opportunities across the organization

Immediately share news impacting the team

Communicate decisions & rationale

Share organizational success stories

Empowerment

Having influence over decisions and action to

achieve outcomes

Allow people to decide how their work gets done

Involve others when making decisions that affect

them

Encourage learning from mistakes

Tools available to get the job done


Positive Environment This is a great place to work Actions


Respect

Showing consideration for others & their

contributions

Model & reinforce effective interpersonal skills

Foster diversity of approaches, ideas, & opinions

Leverage individuals’ experiences & expertise

Provide for flexibility & work/life balance

Collaboration

Working together harmoniously to achieve goals in

a timely manner

Institute processes that support the sharing of

information, feedback, knowledge & resources

Establish procedures that empower people to

generate ideas, solve problems, make decisions &

take action

Recognize efforts that demonstrate cooperation

Trust

Having confidence that people will keep

commitments, be honest, and treat others fairly

Be consistent in your message & actions

Admit when you’ve made a mistake

Demonstrate you care about people’s success &

well-being

Give credit when it’s due

Be fair when distributing work, following processes

& providing opportunities


Individual Value I’m appreciated & encouraged to grow. Actions


Development

Having opportunities & support to expand

capabilities

Delegate tasks/responsibilities that people can do or

could be able to do

Collaborate on development plans that include

growth beyond the person’s current job

Encourage stretch assignments & informal learning

opportunities

Provide ongoing coaching & balanced, specific,

formal and informal feedback

Recognition

Being acknowledged for efforts & achievements

Recognize & reward individuals in ways that are

meaningful to them

Praise efforts & progress and celebrate performance

& results

Share individual and team accomplishments with

senior leaders

Leverage your organization’s reward & recognition

initiatives and processes


Engagement Self Assessment

• Which two Engagement & Retention

Actions will you use as soon as possible to

increase overall engagement?

• How difficult is it to engage others if you

aren’t engaged yourself?


Positive Effects of Recognition

Individuals who receive regular recognition

and praise:

• Increase their individual productivity

• Are more likely to stay with their organization

• Receive higher loyalty and satisfaction scores

from clients

• Have better safety records and fewer

accidents on the job Source: Gallup Business Journal Survey, 2014.



• What to recognize

• How to recognize

• Recognition Pitfalls

Recognition Prep


Leader’s Role – how do we know what

is most important to an individual?

• Initiate the conversation

• Ask one or two clarifying questions

• Listen to identify what matters most

to the individual


Leaders:

• Ask, “What matters

most to you at work?”

• Ask 1 or 2 questions.

Practice an Engagement Conversation


Why People Leave



Managers Influence Retention

• At least 75% of voluntary turnover can be

influenced by managers

• Most common: career advancement or

promotional opportunities

• Uncover what matters most, and take proactive

steps to provide it as much as possible

• Formal retention conversations demonstrate you

value them & want to keep them Source: Jennifer Robinson, “Turning Around Employee Turnover,” Gallup Business Journal

(2008, May).




I feel…proud,

successful, impactful,

needed

I feel…dedicated,

respected,

included

I feel…encouraged,

valued, excited


Questions?

Thank you.

36 © Development Dimensions International, Inc., MMXIV. All rights reserved.

Karen Shannon

Human Resources & Business Consulting Director

(417) 881-8333

(417) 848-3133 (m)

[email protected]

ENGAGING AND RETAINING NONPROFIT TALENT · ENGAGING AND RETAINING NONPROFIT TALENT ....

Documents

Transcript of ENGAGING AND RETAINING NONPROFIT TALENT · ENGAGING AND RETAINING NONPROFIT TALENT ....