Why People Leave
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Transcript of Why People Leave
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#EmployeeEngagement
#EmployeeEngagement@predictiveindex
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#EmployeeEngagement
What is Engagement?
?
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#EmployeeEngagement
It’s not about happiness.
ENGAGEMENT
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#EmployeeEngagement
The emotional commitment to the company and its goals.
ENGAGEMENT
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#EmployeeEngagement
Performance
Time
Minimum Requirements
“Want to” curve
“Have to” curve
Discretionary Effort
• Not working for a check• Go the extra mile• Care what customers think• Know that time is money• Work more efficiently• Put in longer hours
Discretionary Effort
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#EmployeeEngagement
When people are engaged37% lower absenteeism25% lower turnover (in high-turnover organizations)
65% lower turnover (in low-turnover organizations)
28% less shrinkage48% fewer safety incidents
Engaged companies…See a 6% higher net profit margins (Towers Perrin)
Receive 5X higher shareholder returns across five years (Kenexa)
41% fewer patient safety incidents41% fewer quality incidents (defects)10% higher customer metrics21% higher productivity22% higher profitability
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#EmployeeEngagement
.
The Problem is Real
Motivosity7
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#EmployeeEngagement
The Problem is Very Real
Motivosity8
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#EmployeeEngagement
Most Common Strategies
They don’t seem to be working.9
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#EmployeeEngagement
Connected
Credit: James Fowler and Nickolas Christakis10
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#EmployeeEngagement
ConnectedA person is 15% more likely to be happy if directly connected to a happy person.
At 2 Degrees, 10% more likely.
At 3 degrees, 6% more likely. Each unhappy connection decreases the likelihood of
happiness by 7%.
Credit: James Fowler and Nickolas Christakis11
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#EmployeeEngagement
Group versus the IndividualReal changes in Engagement occur at
the person and group levels.
Measure Global – Act Local
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#EmployeeEngagement
The PI Behavioral Assessment identifies the key behavioral drives of each employee.
Dominance
Extraversion
Patience
Formality
HighLow
The Individual
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#EmployeeEngagement
Decoding Engagement
Individual Work Environment Pressures
+
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#EmployeeEngagement
Work Environment Pressures
Culture
Job Fit
Manager Impact
Team Dynamics
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#EmployeeEngagement
Job FitWORK ENVIRONMENT PRESSURE
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#EmployeeEngagement
Disengagement ForcesMisalignment between natural
tendencies and key responsibilities of the job
JOB FIT
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#EmployeeEngagement
The JobSales Hunter
• Quick to connect with people• Natural juggler• Goal orientation• Risk tolerance• Self driven
DominanceExtraversion
PatienceFormality
All recommended behaviors for the job
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#EmployeeEngagement
• Seeks results• Likes perfection• “Tasks” over
“people”• Slower to connect
HeatherSales Hunter
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#EmployeeEngagement
HeatherSales Hunter
DominanceExtraversion
PatienceFormality
BEHAVIOR
LOW HIGH
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#EmployeeEngagement
DominanceExtraversion
PatienceFormality
Tasks / People
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TASK
PlanningAnalysis
Problem solvingSynthesis
A > B
PEOPLE
CommunicatingMotivating
Team buildingTrusting
B > A
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#EmployeeEngagement
LivelyEnthusiasticOptimistic
Stimulating
QUICK
B > C
SLOW
ReservedSerious
IntrospectiveQuiet
C > B
DominanceExtraversion
PatienceFormality
Connection Speed
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#EmployeeEngagement
Heather / The Job
DominanceExtraversion
PatienceFormality
HEATHER
DominanceExtraversion
PatienceFormality
SALES POSITION
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#EmployeeEngagement
ManagerImpact
WORK ENVIRONMENT PRESSURE
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#EmployeeEngagement
Disengagement ForcesMisalignment between manager and self
MANAGER IMPACT
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#EmployeeEngagement
Management StyleHighest drives – great predictor of management style
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Dominance Authoritative ”tell”Extraversion Persuasive ”sell”
Patience Process “experience”Formality Structure “rules”
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#EmployeeEngagement
“Do unto others as you would have them do unto
you”
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#EmployeeEngagement
Employees NeedsHighest drives – also great predictor of employee needs
Dominance Needs impactExtraversion Wants feedbackPatience Give them timeFormality Explain details
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#EmployeeEngagement
Allan• Needs Feedback• Opportunity to
influence• People connection
Head of Sales
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#EmployeeEngagement
Mark• Direct• Data-oriented• Operationally
focused
New CEO
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#EmployeeEngagement
Allan / Mark (CEO)
DominanceExtraversion
PatienceFormality
ALLAN’S SELF PATTERN
DominanceExtraversion
PatienceFormality
MARK’S SELF PATTERN
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#EmployeeEngagement
Allan / Mark (CEO)
DominanceExtraversion
PatienceFormality
Behavioral Comparison
• Different Needs• Different Behaviors
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#EmployeeEngagement
Employees’ needs come first.It is important for a manager to understand the
needs of their employees based on their behavioral drives.
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#EmployeeEngagement
CultureWORK ENVIRONMENT PRESSURE
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#EmployeeEngagement
Disengagement ForcesFeeling like what the culture expects of
you isn’t who you really are.
CULTURE
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#EmployeeEngagement
DominanceExtraversion
PatienceFormality
PI Management Team
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#EmployeeEngagement
DominanceExtraversion
PatienceFormality
PI Development Team
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#EmployeeEngagement
DominanceExtraversion
PatienceFormality
Development Team
• Rules based• Patient• Structure• Heads down
PI Management Team v. Development Team
Management Team
• Proactive• Impatient• Risk Tolerant• Verbal• Less Formal
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#EmployeeEngagement
TeamDynamic
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#EmployeeEngagement
Disengagement ForcesBeing unlike the team
TEAM DYNAMICS
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#EmployeeEngagement
Daniel• Driven, dominant• Reserved• Fast-paced, intense• Formal, established
rules
President, The Predictive Index
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#EmployeeEngagement
DominanceExtraversion
PatienceFormality
Team Behavior
Highly extraverted. Lower attention to detail.Brainstorming culture.44
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#EmployeeEngagement
Team Fit | Behavioral DrivesDominance
ExtraversionPatience
Formality
• More aggressive• Thinks before speaking• More data driven
Team Average MisalignmentDaniel
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#EmployeeEngagement
Team & Daniel must be aware of the differences and how they can be used to an advantage.
He is the most important member of the team(the challenger) as he pushes group to think differently.
Black Sheep or Savior?
DominanceExtraversion
PatienceFormality
THE TEAM DANIEL
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#EmployeeEngagement
Fixing the engagement problem is possible when you understand behavior.
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#EmployeeEngagement48
Who you think you
need to be
Self / Self-Concept
Who you are
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#EmployeeEngagement
An increase of $10,000 of income per year yields only a 2% increase in happiness.
Measure Globally – Change Locally
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#EmployeeEngagement
An additional $11 billion is lost annually due to employee turnover.
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#EmployeeEngagement51
Thank you.