HOW TO INFUSE EMPLOYEE ENGAGEMENT AGAINST ALL

ODDS

Dr. Annie B. Kingcade

Who's Sinking Your Boat?  30 % 52% 18%

Engaged Disengaged Actively Engaged 

Up to 70% of your Employees are disengaged . . . Gallup, 2013

http://www.youtube.com/watch?v=y4nwoZ02AJM                                                                    

Discussion Topics

Implementation of Employee Engagement into your Culture

!Creating and Executing an Engagement Campaign

!Employee Engagement Intervention Strategies

!Creation of Communication Protocols

!Leading Change

Key to an Engaged Workforce: An Engagement Culture

What is Organizational Culture

The behavior of individuals who are part of an organization and the meanings that the people attach to their actions. . . .includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits.

Key to an Engaged Workforce: An Engagement Culture

All levels of management reveal to employees that they can be trusted ¤ Treat people as valued resources ¤ Treat people fairly ■ policies and procedures ■ Performance appraisal systems ■ Promotions/raises

Key to an Engaged Workforce: An Engagement Culture

¤ Trust in Management – immediate supervisor ■ Employees feel safe to be proactive ■ To persist in difficult tasks ■ To be adaptable and take risks ■ Comfortable performing duties outside of job description

Key to an Engaged Workforce: An Engagement Culture

¤ On-boarding Process method for employees to learn the culture ■ Formal trainings that promote organization values and

principles ■ “Walk the Talk”

■ Observations of co-workers and supervisors behaviors (displays the organization value)

Key to an Engaged Workforce: An Engagement Culture

¤ Jobs designed for people to perform their best ■ Autonomy ■ Challenging ■ High on Meaningfulness ■ Supervisors provide feedback

¤ Job yields a sense of urgency and enthusiasm and require a sense of urgency and focus

Key to an Engaged Workforce: An Engagement Culture

Hire people predisposed to be Engaged ¤ How ■ Add personality measures to a selection process ■ Behavioral Interview questions – focus on fostering a culture

of engagement ■ Assessment Center processes – include role plays and

simulations that address interpersonal situations i.e. coach employee with performance problem

■ Engagement metrics from scorecards – criteria for promotions

Key to an Engaged Workforce: An Engagement Culture

Hire and promote employees with organization’s behaviors and traits Understand the ideal behaviors and traits necessary to succeed

Questions to Determine Appropriateness of Engagement

Does leadership understand the advantages of adopting Employee Engagement Do employees know what they do matter & where it fits in the org.

Do employees have the social and psychological capacity to engage Do employee have a reason to engage Do people feel safe and free to engage?

WORK ENVIRONMENT

FEELINGS OF ENGAGEMENT

ENGAGEMENT BEHAVIORS

Creating and Executing an Engagement Campaign

Define what strategic Engagement means to the organization ¤ Determine how it is manifested in employees ¤ Internal HR employee/s have more direct access to

information defining how employee engagement translates vs. external consultants

Creating and Executing an Engagement Campaign

Engage leadership to define strategic engagement and supporting culture ¤ Is there a common expectation for what Engagement

mean for organization & employees? ¤ Common view of the challenge ¤ Do all understand role of culture & work environment in

promoting Employee Engagement ¤ Is the role or engagement in improving organization

clearly defined

Creating and Executing an Engagement Campaign

Craft the Engagement Messaging ¤ Choose the language you will communicate for all aspects

of the Engagement Campaign ¤ Test the messaging (focus groups, conversations) ¤ See “Get Me, Guide Me, Root Me” example (Handout)

Creating and Executing an Engagement Campaign

The Employee Engagement Survey ¤ Measure Engagement and work conditions that support it

- is different from employee satisfaction ■ Engagement – looks at discretionary effort that an employee

puts into the job ■ Measures general perceptions of employee work environment

i.e. job pay benefits

Creating and Executing an Engagement Campaign

The Employee Engagement Survey ¤ Important Survey Points ■ Content strategically focused ■ Content focus on behavior we want changed ■ Content focus on Engagement foundation (trust and fairness) ■ Content focus on factors that establish energy people bring to

work ■ Content should include factors that make people want to

invest their energy into their work

Creating and Executing an Engagement Campaign

The Employee Engagement Survey

¤ Organization created surveys (sample survey)

¤ Shelf Surveys i.e. HRD Press, Utrecht Work Engagement Scale (UWES)

¤ Consultant Surveys i.e. Gallup Organization (Q12), Quantum Workplace

Creating and Executing an Engagement Campaign

Employee Engagement Survey Kick-off

¤ Celebration

¤ Confidential

¤ Two-week or three-week survey period

Creating and Executing an Engagement Campaign

Survey Results Interpretation ¤ Benchmarks use results from prior surveys as a

benchmark against which to interpret current results ¤ Coalitions use same instrument compare organizations

data ¤ Comparable Organizations use data from similar

organizations - consultants

SWOT Analysis of Employee Engagement Findings

Creating and Executing an Engagement Campaign- Quadrant Analysis

Drivers

!Low Low scores but weak or

low drivers, no action

required

! Low

Score

!!!!! High scores but weak or low drivers, resource transfer

opportunities when appropriate

High

Low Scores that are high High drivers and therefore critical drivers of improvement

High scores that are high drivers, leverage existing strengths

Creating and Executing an Engagement Campaign

Survey Results Feedback- Feedback at the Management Level

■ Highlight noteworthy results ■ Provide Managers with thought starters ■ Embed specific suggestions for action to address opportunity

areas !

Creating and Executing an Engagement Campaign

Survey Results Feedback ¤ Feedback Company-Wide ■ Highlight strengths and challenges ■ Reflect on and celebrate progress made in response to

challenges ■ Present data on how employees are thinking about strategic

initiatives ■ Give recognition to those organizational groups whose actions

resulted in meaningful change

Creating and Executing an Engagement Campaign

Survey Results Feedback ¤ Communication Channels ■ Company Newsletter ■ Video, web, podcast presentation of CEO, ED, COO ■ Town Hall Meetings ■ Special Publications (flyers, brochures, etc.) ■ Organization Intranet

Creating and Executing an Engagement Campaign

Methods to build commitment ¤ Clearly demonstrate to managers and employees the value

of Employee Engagement ¤ Integrate the survey process with other business planning

activities ¤ Ensure that the survey content – indices or metrics – has

high perceived relevance

BALANCED SCORECARD

ANNUAL

MARCH APRIL MAY JUN JUL AUG SEPT YTD

METRIC GOAL MEASUREMENTTARGE

TACTUA

LACTUA

LACTU

ALACTU

ALACTU

ALACTU

ALACTU

AL3/08 - 6/08

Growth on the Job

Career Ladder No. of internal promotions 21 1 0 1 0 2 3 1 8

Learning & Growth Oppor.

No. of oppor./role expansion/skill development 4 1 2 1 2 0 2 3 11

Succession Plan ~ ~ ~ ~ ~ ~ ~ ~ ~ Develop Suc. Plan Model Key position turnover 1% 0% 0% 0% 0% 0% 0% 0% 0%

Define pop. Key pos. Time to fill key position 30 days 0 0 0 0 0 0 0 0

Employee Development No. of development plans 60% 0% 0% 0% 0% 0% 0% 0% 0%Oppor. For External Trng.

No. employee attending external training 100% N/A 3% 0% 3% N/A N/A N/A 3%

Teamwork and Comnnection to

Mission

Publicity of Org. Achievements No. of publicity of initiatives 135 6 12 6 12 8 5 5 54Promotions of Healthy Life ~ ~ ~ ~ ~ ~ ~ ~ ~

styles inclg. Phy/MH No. of events 12 3 2 3 2 1 1 1 13

Mission w/employ. ~ ~ ~ ~ ~ ~ ~ ~ ~

Performance Review Average Rating 3.5 ~ ? ~ ~ ~ ~ ~

Talent & Fit

Preventable Turnover No. of involuntary turnover 2% 1% 2% 1% 2%

No. of unacceptable tunover reasons 3% 0% 0% 0% 1%

New Hire Perf. AppraisalAvge. Performance Appraisal of New Hire 3.3 0 3.02 0 3.02 0 0 0

New Hire Turnover Rate Turnover Rates of New Hire ~ ~ ~ ~ ~ ~ ~ ~ ~

w/i 12 months of hire 2% 0% 2% 0% 2%

Employee Engagement No. of initiatives 12 1 1 1 1 1 1 1 7

Timely Perf. Evaluations No of on time probationary evals 100% 0% 0% 0% 0% 0% 0% 0% 0%

Qulaified Candidate Job suitability 75%

Duties & Tools On-boarding FeedbackNew Hires assessment of on-boarding. 4% 0% 0% 0% 0% 0% 0%

Creating and Executing an Engagement Campaign

Methods to build commitment ¤ Ensure survey results are actionable on items that

managers are held responsible ¤ Clearly define accountability for sharing and using results ¤ Provide managers with the appropriate tools and support

to make their action planning successful

II. Domain Competencies (continued):!NI

!ME

!EE

*E Employee Engagement: Demonstrate the ability to know, inspire, grow, and reward employees by supporting a culture of continuous learning, a culture of fairness and culture of growth and opportunity. There will be an expectation of on-going promotions of initiatives to retain staff including but not limited to: staff recognition, training, and development programs, staff activities, comprehensive benefits, fair compensation programs, and supportive work environment. In addition, Managers are expected to demonstrate and assist in ensuring that policies, procedures, and practices are humanistic and are accurately and consistently applied. Furthermore, Managers must demonstrate the ability to enhance staff communications through consistent and positive engagement activities.*E Program Development : Demonstrates ability to provide oversight and direction in the developmental and implementation stages of new programs start-up. Supervises, plans, and coordinates all activities in the start-up and implementation process to ensure compliance with regulatory and UBCSS standards for the success and continued growth of the program. Creates the programmatic vision and name recognition that allows UBCSS to have impact on industry and regulatory standards. Manages the program within the budgetary guidelines and provides appropriate supervision and feedback to direct reports.

!Mode (Rating that appears the most- equal number of ratings assume the highest rating unless previously upgraded than assume lower rating)

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Performance Instrument – Pg. 4

Employee Engagement Sustainability Tools/Support

Balance scorecard Metrics included in performance reviews Responsibilities added in job description Mission Statement Posters

Communication is the Cornerstone of an Engaged Culture

Build a culture of frequent, transparent, and open communication Leverage Technology ¤ Promote social media as an engagement tool

Communication Protocol

Message: List your specific strategic and measurable talking points (health and safety objectives, profit targets, client service, employee engagement metrics, etc.) Who is delivering the message? (Exec. Dir., CEO, Leadership Team, Div. Mgr., etc.) Venue (e-mail, town Hall, webinars, dept. mtg) Frequency (Quarterly, Monthly, Weekly)

!MESSAGE/TOPIC

!PRESENTER

!VENUE

!AUDIENCE

New Organization Initiative CEO/COO • Program Mgmt Mtg.  

• On-site staff mtg/conf. call “go to meeting”  

• Follow-up Schedule issued-during implement. pd. & 3 mos. after.

All Program affected employees

Introduction of New Policy/Procedure Admin. Mgr. • Engaging Memo issued explaining why policy/ procedure was developed  

• Managers meeting with staff

Staff or management dependent upon policy/procedure

CEO Update CEO • E-mail/on-site staff meetings

All Staff Members

Safety Alerts CEO/COO/Facility Manager

• E-mail/on-site staff meetings

All Staff Members

Strategy Updates CEO/COO • On-site meetings All Staff Members

Monthly Reports Senior Management • E-mail All ManagementEmergency Alerts Any Senior

Management Member• E-mail/on-site

meetingsAll Management

COMMUNICATION PROTOCAL

INTERVENTIONS

Interventions that Build Confidence & Resiliency

Provide success experiences for employees Provide complete information to employees Provide opportunities to learn-fail-bounce back Provide slack time for updating and training Provide performance feedback

Interventions that Build Social and Support Networks

Provide many opportunities (meetings, training, informal gatherings, team projects) to facilitate the establishment of social support networks

Interventions that Renew or Restore Employee Energy

Provide opportunities for balance in employees’ lives; do not expect continual engagement as such engagement can have a “dark side”

Interventions that Enhance the Motivation to Engage

Provide jobs that effectively use people’s skills Provide jobs and a culture that fit employees’ values Implement effective on-boarding programs Provide jobs that permit autonomy of action and choice

Interventions that enhance the Freedom to Engage

Through trust and fairness from: ¤ Supervisors ¤ “The system”

Repair trust if the “emotional bank account has been depleted: ¤ Fair processes ¤ Fair outcomes ¤ Fair interactions with subordinates and co-workers

Leadership as a Central Intervention in Establishing a Culture of Engagement

At all levels Especially at the immediate supervisory level

Intervention Exercise – “Got It”

Build Confidence and Resiliency Build Social Support Networks Renew or Restore Employee Energy Enhance the motivation to Engage Enhance the Freedom to Engage Leadership establishing a culture of engagement

LEADING CHANGE

Leading Change

Resistance is “inherent” to change Response – distrust, fear, uncertain but open, hopeful, and energized Managers that know themselves and work with their inner experience are better suited for a changing environment – “Change Agents”

Leading Change

Keep it simple ¤ Clarity and simplicity is effective communication

Always provide the “why” Examples, Metaphors ¤ “paint a picture”

Use different forums ¤ Group meetings, one-on-one, memos, social media,

Leading Change

Repeat, Repeat, Repeat ¤ A sentence here, a paragraph there, 2 minutes in a meeting ¤ Walk the Talk, or Lead by Example ¤ Address Inconsistencies ■ Straight and honest messages

¤ Listen and be listened to ■ Two-way discussions help people to answer questions ■ Accept the vision ■ Multi-generational workforce – “one size don’t fit all”

World War II  1945 - before

Baby Boomers – 1964 - 1946

Generation X  1965 - 1980

Millennials  1980 - 2000

OUTLOOK Practical Optimistic Skeptical Hopeful

WORK ETHIC Dedicated Driven Balanced Ambitious

VIEW OF AUTHORITY

Respectful Love/Hate Unimpressed Relaxed, Polite

LEADERSHIP BY…

Hierarchy Consensus Competence Achievement, Pulling Together

RELATIONSHIPS

Self-Sacrifice Personal Gratification

Reluctance To Commit

Loyal, Inclusive

PERSPECTIVE Civic-Minded Team-Oriented Self-Reliant Civic-Minded

TURN-OFFS Vulgarity Political Incorrectness

Clichés, Hype Cynicism, Condescension

“SUCCESS CAUSES ENGAGEMENT &

ENGAGEMENT CAUSES SUCCESS” William Macey