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Blessing White (April 2008). 2008 Employee Engagement Report
71% of the workforce is either
under-performing or actively undermining their work.
Employee Engagement Index 2008
29%
53%
18%
0%
10%
20%
30%
40%
50%
60%
Engaged Not-engaged Actively disengaged
Series1
employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.
employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work.
employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.
ActivelyDisengaged
Engaged
Not-Engaged
WHAT IS ENGAGEMENT?
“An employee's involvement with,commitment to, and satisfaction with work.”
Seijts, Gerard H. and Dan Crim (2006). "The Ten C's of Employee Engagement"
“Engaged employees care about the future of the company and are willing to invest
the discretionary effort.”
Companies that engage their employees perform 2.6 times better than their competition. The Hay Group found that offices with engaged employees were up to 43% more productive.
Disengaged employees cost their organizations millions through
- poor customer service, - damage to the brand, - operational inefficiencies, - lost opportunities, - low productivity & - high staff turnover costs
Source: Gallup Organisation Research, 2005
Buckingham & Coffman, (1999). “First, Break all the Rules”
4 Steps to engagement!
Base Camp: “What do I get?”
Camp 1: “What do I give?”
Camp 2: “Do I belong here?”
Camp 3: “How can we all grow?”
and…
The Summit
Clear focus
Recurring sense of achievement
EngagedNot Engaged
Actively Disengaged
S1
Engaged, 32.14%
Not Engaged, 33.33%
Actively Disengaged,
34.53%
30.50%
31.00%
31.50%
32.00%
32.50%
33.00%
33.50%
34.00%
34.50%
35.00%
Company XYZ Employee Engagement Results
Series1
Case study: Company XYZ, Cape TownFOCUS
ENGAGED: 32.14%
NOT-ENGAGED: 33.33%
ACTIVELY DISENGAGED: 34.53%
Case study: Company XYZ, Cape Town
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
5 3 2 1 5 5
3 3 3 1 4 5
5 2 2 2 5 2
3 4 5 3 3 3
4 3 2 1 2 1
3 2 3 2 3 2
4 2 3 1 5 4
27 19 20 11 27 22
WHAT DO I GET?Engaged 35.71%Not-engaged 42.86%Actively Disengaged 21.43%
WHAT DO I GIVE? Engaged 28.57%Not-engaged 25.00%Actively Disengaged 46.43%
FOCUS
Case study: Company XYZ, Cape Town
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow?
5 3 1 5 1 3
4 4 2 3 2 4
3 3 5 4 1 2
2 3 4 3 3 3
3 3 4 2 2 2
1 3 3 4 2 3
4 1 4 4 3 5
22 20 23 25 14 22
DO I BELONG HERE?Engaged 42.86%Not-engaged 35.71%Actively Disengaged 21.43%
DO I GROW HERE? Engaged 14.29%Not-engaged 35.71%Actively Disengaged 50.00%
FOCUS
Case study: Company XYZ, Cape Town
Outcomes: 1:1’s
Company valuesLegal, quality, sustainability, growth, excellent customer service, highly qualified staff, making money, hard work, maintaining clients, selling, professionalism,
Company visionDeliver better service, making progress, being more efficient, being successful, build a customer base, to have the staff operate independently, to expand
Company EthosBored, reactive, struggle, tired, growth, learning, relaxed, calm, can get serious if needed, fun, laid-back, not very busy, relaxed environment, jovial, not boggeddown, not highly strung, lack of urgency.
Company strategic focus areas
Customers, regular training, to have knowledgeable staff, making money, trying to organized, time, labor, sales, meetings to solve problems
AIM
Gaps
• Company values are unclear • Processes are not enforced • Processes are unclear • No integrity• Unprofessional • Communication gaps • No job descriptions • Staff roles vs talent• No marketing structure
ENGAGED: 32.14%
NOT-ENGAGED: 33.33%
ACTIVELY DISENGAGED: 34.53%
Case study: Company XYZ, Cape Town
Impact on business
AIM
• Loss of large contracts
• Unhappy clients
• Grievance against staff
• Staff feels ashamed of business
• No trust between staff
• No up-selling
• Bottom line not met!
ENGAGED: 32.14%
NOT-ENGAGED: 33.33%
ACTIVELY DISENGAGED: 34.53%
Case study: Company XYZ, Cape Town
• Values: What is important to XYZ? Suggestion: look at the values that your staff already identified.
• Vision: The vision needs to be communicated clearly. The strategic focus areas should flow from your vision.
• Ethos: (the character or disposition of a community, group, person) What is the atmosphere you want in XYZ?
• Strategic Focus areas: Identify 4 key focus areas for all staff!
• Staff: Identify key performance areas with clear outcomes, i.e. how will we know that you are successful?
DOES YOUR STAFF HAVE THE NATURAL THOUGHTS, FEELINGS AND BEHAVIOUR TO DO THEIR JOB?
• Processes: Conflict arise when no processes in place. Set-up flowchart of processes!
• Customers: A Customer Satisfaction Index should be in place. What does your customers want to feel satisfied about? GET YOUR CUSTOMERS ENGAGED!
• Coaching: Some of the staff needs coaching in basic communication skills, how to give feedback, standard operating procedures and customer service skills
• Team talents: We advise that the team undergo talent assessment with StrengthsFinder. This will include team sessions and department talent matrixes.
AIM
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow?
Blessing White (April 2008). 2008 Employee Engagement Report
IS THIS GOING TO STAY
YOUR COMPANY’S RESULTS? Employee Engagement Index 2008
29%
53%
18%
0%
10%
20%
30%
40%
50%
60%
Engaged Not-engaged Actively disengaged
Engaged
Not-engaged
Actively disengaged
FOCUS
AIM
ACCOMPLISH
YOUR NEXT STEP!
CURRENT REALITY
FUTUREDREAM
ACTION STEPS
MAINTENANCE PLAN
www.effectivegrowth.co.za