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Employee EngagementWhat is it? How Do You Improve It?
Case Studies and Best Practices
Mike Maughan
Employee InsightsQualtrics
Mike Schroeder
CEOTNS Employee Insights
How Engaged Are Employees?
If your company were a 10-person crew team, statistically speaking:
• 3 employees are rowing with all their hearts• 5 are just along for the ride, looking at the scenery• 2 are trying to sink the boat
According to Gallup’s 2013 State of the American Workplace only 30% of employees are engaged in their work.
Diagnosing Disengagement: Stop the Infection From Spreading
• Actively disengaged employees cost the US economy ½ a trillion dollars per year
• They are more likely to:• Steal from their employers• Negatively influence co-
workers• Drive customers awaySource: Gallup, State of the American Workplace, 2013
Why Organizations Care About Employee Engagement
Employee Engagement is a proven driver of:• Quality• Revenue• Customer Service• Retention• Productivity
Source: Bersin by Deloitte, Employee Engagement, August 2012
Why Employee Engagement Matters
#1 metric on 71% of executive scorecards
57% of HR practitioners say it’s the most important indicator of talent management success
Only 35% believe their engagement efforts lead to positive business outcomes
Source: Bersin by Deloitte, Employee Engagement, August 2012
Best Buy identified that a 0.1% increase in employee engagement led to an over $100,000 increase in a store’s annual operating income
Harvard Business Review, Competing on Talent Analytics, October 2010
Business Impact of Employee Engagement
Business Impact of Employee Engagement
Source: Gallup Business Journal, How Employee Engagement Drives Growth, June 2013
Customer Rat-ings
Productivity Profitability0%
5%
10%
15%
20%
25%
10%
21% 22%Engaged vs. Disengaged
Business Impact of Employee Engagement
Absen-teeism
High-Turnover
Orgs
Low-Turnover
Orgs ShrinkageSafety In-
cidents
Patient Safety In-
cidentsQuality (De-
fects)
-70%
-60%
-50%
-40%
-30%
-20%
-10%
0%
-37%
-25%
-65%
-28%
-48%-41% -41%
Theft
Source: Gallup Business Journal, How Employee Engagement Drives Growth, June 2013
Engaged vs. Disengaged
TNS
Tip 1: Keep the End in Mind – Link Your Survey to Your Customers
Tip 2: Ask the Right Questions – Engagement vs. Satisfaction
Perspective – “Committed to our future”• How satisfied are you with your employment at the company in general?
• Do you believe strongly in and support the company's future direction?
Pride – “I like it here”• Are you proud of working for this organization and gladly tell people about it?
• Would you recommend this organization as an employer to your friends and acquaintances?
Performance – “How I behave”• People in my workgroup frequently go above and beyond the requirements of the
job
• How would you rate the engagement level of your direct colleagues within your own workgroup?
Tip 3: Create an Engagement Index
Favorable pattern of response to 6 Engagement Questions:
• Highly Engaged……………………… Favorable response to all 6 questions
• Engaged ……………………………... Favorable response to 4 of 6 questions
• Moderately Engaged………………... Favorable response to 2 of 6 questions
• Disengaged………………………….. Favorable response to 0 of 6 questions
Tip 3: Create an Engagement Index (cont’d)
Highly Engaged
Engaged
Modera
tely Engaged
Disengaged
0
20
40
60
80
100
Highly Engaged
Engaged
Modera
tely Engaged
Disengaged
0
20
40
60
80
100
Highly Engaged
Engaged
Modera
tely Engaged
Disengaged
0
20
40
60
80
100
Low Performing Organizations Employ:
Average Performing Organizations Employ:
High Performing Organizations Employ:
Tip 4: Add Potential Driver Questions – Including a Few Customer Focused Questions
The Job
My Supervisor
Senior Leadership
Capabilities
Cooperation
Company Satisfaction / Alignment
Employee Engagement
61%
49%
48%
56%
68%
62%
57%
61%
48%
47%
57%
71%
64%
56%
61%
49%
48%
57%
70%
63%
56%
Category Results
2011 2012 2013
Tip 5: Keep Reporting Simple for Managers
Tip 5: Keep Reporting Simple for Managers (cont’d)
Tip 6: Provide Internal and External Benchmarks
2013
Norm
Internal Best
57%
67%
77%
20%
8%
19%
23%
24%
4%
Overall Engagement
Favorable Neutral Unfavorable
Action Planning Prioritization Model
Tip 7: Help Managers Focus Action Planning Efforts
ADVANCED Alignment Acceptance
Confidence in Senior
Leadership Mission, Goals & Values
A
INTERMEDIATE Teamwork Cooperation
Career DevelopmentCommunications
Capabilities Compensation &
Benefits
I
BASIC The Job Environment Competent Supervisor
Feedback/Coaching Recognition
B
59% | 80%
64% | 70%
63% | 60%A
I
B
Tip 8: Set Targets/Goals for Managers% Favorable | Target
Set target goals for leaders, managers, and supervisors at all three levels of the pyramid.
ADVANCED Alignment Acceptance Confidence in Senior Leadership Mission, Goals & Values
INTERMEDIATE Teamwork Cooperation Career Development Communications Capabilities Compensation & Benefits
BASIC The Job Environment Competent Supervisor Feedback/Coaching Recognition
% Favorable | Target
% Favorable | Target
• Embed Action Planning into the day-to-day life of the organization.
• Share Best Practices across departments and facilities.
Tip 9: Develop and Track Manager Action Plans
Tip 10:Link Results to Manager and Customer Improvements
NEW! Employee Engagement Booklet for ManagersSend me an email to request a few books today! [email protected]
Topics include: Recognition, Training, Teamwork, Customer Focus, Coaching and more
Qualtrics Employee EngagementEmployee Surveys Made Simple
With Qualtrics Employee Engagement, you get:1. Real-time results2. Sophisticated hierarchical reporting3. Individualized, custom dashboards4. Organizational structure5. Flexible form creation
qualtrics.com/ee
25
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