From Employee Engagement to Employee Experience: … S.Fitzpatrick.pdf · to Employee Experience:...
Transcript of From Employee Engagement to Employee Experience: … S.Fitzpatrick.pdf · to Employee Experience:...
From Employee Engagement to Employee Experience: Helping
Employees ‘Own’ Engagement’NHRMA 2017 Conference
The Ever-Change Waters of HR
September 26, 2017Presenter: Sean Fitzpatrick
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THIS IS THE
HUMAN
AGE
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• Unlimited upside
• Incredibly versatile
• Capabilities & potential often underutilized
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Why People Assets Matter Most
Employee Engagement
Improved Productivity
Increased Profitability
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TalentMap Helps You Ask, Analyze & Act
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How Would You Define Employee Engagement?
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Definitions vary dramatically, some include:• commitment, • goal alignment, • enjoyment,• satisfaction,• performance,• opposite of “burnout”
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75% of Organizations Have Not Defined Engagement
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In a recent survey, only
25%claimed to have a clear definition engagement…
14% (of 25%)Said their
definition is well understood
(4% of 100%)
33% (of 25%)Said their
definition is somewhat
misunderstood(8% of 100%)
16% (of 25%)Said it is
misunderstood
37%(of 25%)Said they don’t
know
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Satisfaction is Not the Same as Engagement
Satisfied Employees feel a sense of:• Pleasantness• Contentment• Gratification• Satisfaction• What do I “get”• “Me” focus
Engaged Employees feel a sense of:• Focus• Urgency• Intensity• Enthusiasm• Persistence• Adaptability• What can I “give”• “We” focus
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Is Your Employee Engagement Definition Context Specific?
Employee engagement is a positive, energized state of mind that stems from both a cognitive and an emotional investment of personal energy that is absorbed in and focused on transforming a work task, a team goal and/or an organization outcome into a meaningful business objective.
Head
LogicalCareer & Financial
Goals Achieved
Heart
EmotionalValues Align with Peers, Manager and Leadership
Hands
BehaviouralAmbassador, Initiative, Persistence,
Business Objective
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Engagement and Customer Satisfaction
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Employee Engagement Impacts:• Goals Attainment• Community Satisfaction• Safety• Productivity• Attendance• Retention• Public Confidence
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Engagement Matters – The Magic
A job that we hate is as bad for our health, sometimes worse than not having a job at all- University of Canberra
2011 not recognized at work have more heart disease- University College of London
Sr. Exec live longer than lower level employees, not a small discrepancy- Whitehall study
Child’s sense of well being effected by parents that enjoy their work- Boston College
Good for Both: Employer and Employee
What Are We Doing to Improve Engagement?
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Experimenting: What’s Next - Stand up office?
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Image source: https://cbre.cdnist.com/
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Experimenting: What’s Next – The Jolt?
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Microphone
Infrared
Accelerometer
Bluetooth
Image Source: http://www.sbfi.com/images/humanyze-badge.jpg
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Building Awareness ! - Last 10 years Google Search
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March 2017100
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$720 Million Annually Growing to $1.53 Billion (Bersin)
Why Isn’t Engagement Improving?
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How Are We Doing?
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Some studies show fewer than
1 in 3are engaged
Longitudinal data shows ‘satisfied” at
work 45% decreasing
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Engagement Index Average: Little Change
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The Engagement Enigma
Right Intentions.
Wrong Focus.
Lack of Tools.
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What Could We Be Doing?Lets look at what we know
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50 Years of Human Motivation Science
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10 minute animation overview of Pink’s book at: https://youtu.be/u6XAPnuFjJc
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Today’s Agenda 25
23% in 1970 to 67% today expect work to
be meaningful
Meaningful Work is Growing in Importance
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Sense of Purpose
Millennials think the
best leaderspossess an overarching
"sense of purpose.“
- Deloitte 2015 study
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• 7,800 millennials• 29 countries worldwide,• 6 in 10 cited - company's
driving purpose--including commitment to employee well-being --as key factor for taking a job.
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Employees Feel Jointly Responsible For Engagement At Work
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Poll of 800 ReadersTraining magazine
Tools For The Other 50%: 1. Stay interviews2. Job crafting3. Employee driven action planning
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Stay InterviewsWhat are theyWhy are they importantHow to start
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Many Benefits of Why-Do-You-Stay? Interviews
• They stimulate the employee thinking
• They build trust
• They include action
• Less pressure on employee and manager
• They focus on the positive
• They don’t require a lot of training
• They are inexpensive
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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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Structure of a Stay Interview
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
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 in X years?
D) Identify the possible “triggers” that may cause the employee to consider leaving• Identify possible retention triggers• Recent frustrations
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• “Job impact” factors• Fully used factors• When you feel listened to and valued
• Challenge factors• How do you like to be recognized? • Exposure to executive?• Learning, growth, and leadership
• Others made you think• Past triggers
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Exercise: With Person On Your Left
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
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 in X years?
D) Identify the possible “triggers” that may cause the employee to consider leaving• Identify possible retention triggers• Recent frustrations
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• “Job impact” factors• Fully used factors• When you feel listened to and valued
• Challenge factors• How do you like to be recognized? • Exposure to executive?• Learning, growth, and leadership
• Others made you think• Past triggers
Job CraftingWhat is itWhy it is important to your org.How to start it
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Changing the activities involved in your job • more or fewer tasks• expanding or diminishing scope • altering the way tasks are performed
Task Crafting
Changing the extent or nature of your interactions with other people
Relationship Crafting
Changing the way you think about the purpose of tasks, relationships, or the job as a wholeCognitive Crafting
A Proven Process to Turn the Job You Have into the Job You Want
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Example: A 30-year Old Marketing Manager Ready to Quit
https://hbr.org/2010/06/managing-yourself-turn-the-job-you-have-into-the-job-you-want
How Gloria defined/diagramed her job prior to ‘job crafting’
How Gloria defined/diagramed her job after ‘job crafting’
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• 2.5 hours to walk a manager and employee through the process
• 1 month follow up evaluation
Job Crafting: Not a Big Investment
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Job Crafting: The DIY Approach to Meaningful Work
JumpStart: Employee Driven Action PlansWhat is itHow and why it works
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JumpstartWorkshop
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ACTION PLANNING AND POST SURVEY SUPPORT
Example “Action Idea Wall”
Closing
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Challenge Yourself And Your Staff To Reimagine Their Role
1. Engagement is context specific – define it in light of your business context
2. Managers/Executives are important but they are only half the equation
3. Increase your efforts at the individual level with simple but effective tools• Stay Interviews• Job Crafting Exercise• Employee Driven Action Plan Development
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“Be the change you wish to see in the world”-Mahatma Gandhi
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Order your free copy!
www.talentmap.com/dummies
Use promo code: TAKEACTION
for free shipping
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Employee Engagement for Dummies
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Visit TalentMap for More Insights
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Questions?
Questions about this presentation contact me: [email protected]
To learn more about TalentMap contact:[email protected]
(888) 316-7752www.TalentMap.com
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Resources: TalentMap.com
From www.TalentMap.com
• Stay Interviews: https://www.talentmap.com/stay-interviews-a-simple-and-low-cost-way-to-build-employee-engagement/
• Successful one-on-one meetings: https://www.talentmap.com/one-on-one-meetings-with-employees/
• Defining Employee Engagement: https://www.talentmap.com/define-employee-engagement/
• Survey Readiness Checklist: https://www.talentmap.com/employee-engagement-survey-readiness-checklist/
• Action Planning Checklist: https://www.talentmap.com/checklist-post-survey-action-planning/
• Employee Engagement ROI Calculator: https://www.talentmap.com/employee-engagement-roi-calculator/
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48Job Crafting Media Coverage
From jobcrafting.orgGoogle’s Favorite Psychologist Explains How the Company Retains Top Talent. BusinessInsider.com. Goth, Aimee (includes video interview with Adam Grant, who mentions use of the Job Crafting Exercise at Google).Help Your Best People Do a Better Job. BusinessWeek.com. Tasler, Nick.Hate Your Job? Here’s How to Reshape It. Time.com. Caplan, Jeremy.Want to be Happier at Work? Learn how from these “Job Crafters.” FastCompany.com. Zax, David.The #1 Feature of a Meaningless Job. Psychologytoday.com. Grant, Adam.Don’t Love Your Job? Fix the Job You’re In. Entrepreneur.com. Hurst, Aaron.
Resources: jobcrafting.org
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49Job Crafting Resources
From jobcrafting.orgBerg, J. M., Dutton, J. E., & Wrzesniewski, A. Job Crafting and Meaningful Work. In B. J. Dik, Z. S. Byrne & M. F. Steger (Eds.), Purpose and meaning in the workplace (pp. 81-104). Washington, DC: American Psychological Association.Berg, J. M., Grant, A. M., & Johnson, V. When callings are calling; Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21(5), 973-994.Berg, J. M., Wrzesniewski, A., & Dutton, J. E. Perceiving and responding to challenges in job crafting at different ranks; When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2-3), 158-186.Wrzesniewski, A., & Dutton, J. E. Crafting a job; Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201.Wrzesniewski, A., LoBuglio, N., Dutton, J. E., & Berg, J. M. (2013). Job Crafting and Cultivating Positive Meaning and Identity in Work. In A. B. Bakker (Ed.), Advances in Positive Organizational Psychology (Vol. 1, pp. 281-302). London: Emerald.
Resources: jobcrafting.org