Proprietary and confidential

Employee Engagement: How Emotional Commitment Drives Great Customer Service, Productivity and

Loyalty

www.KevinKruse.com  

www.KevinKruse.com  

Steven  Slater  JetBlue  Flight  A9endant  

www.KevinKruse.com  

www.KevinKruse.com  

www.KevinKruse.com  

www.KevinKruse.com  Sources:  Blessing  White,  Conference  Board  

1  in  3  engaged  

www.KevinKruse.com  

WHAT  IS  EMPLOYEE  ENGAGEMENT?  Now  let’s  talk  about…  

www.KevinKruse.com  

SATISFIED   HAPPY  

www.KevinKruse.com  

Employee  engagement  =  Emo.onal  commitment    

to  organiza6on’s  goals.  

www.KevinKruse.com  

Employee  engagement  =  Emo.onal  commitment    

 DISCRETIONARY  EFFORT  

www.KevinKruse.com  

www.KevinKruse.com  

www.KevinKruse.com  

Discre6onary  Effort  in  QSRs:    •  Customer  Service  •  SuggesKve  Sells  •  Speed  of  Service  •  Accuracy  •  Food  Prep  •  Cleanliness    •  REDUCES  TURNOVER!  

www.KevinKruse.com  

CRISIS  &  OPPORTUNITY    FOR  BUSINESS  

www.KevinKruse.com  

Campbell’s  Soup  in  2000    •   Sales  were  declining  •   Lost  54%  of  market  value  in  1  year  •   Engagement  scores  the  worst  of  any  Fortune  500  ever  polled  

 

Source:  Forbes  06.23.09  

www.KevinKruse.com  

To  win  in  the  marketplace  you  must  first  win  in  the  workplace.  

www.KevinKruse.com  

Engagement-­‐Profit  Chain  

Sources:  The  Service  Profit  Chain,  Heske9  &  Sasser  

www.KevinKruse.com  

QSR  Engagement-­‐Profit  Chain  

Sources:  The  Service  Profit  Chain,  Heske9  &  Sasser  

www.KevinKruse.com  

www.KevinKruse.com  

InterConKnental  Hotels,  each  5  point  increase  in  engagement:    

•   increases  RevPAR  by  $.070  •   increases  occupancy  by  1%    •   increases  Gross  Opera6ng  Profit  by  7  points  

 

www.KevinKruse.com  Source:  Forbes  6.23.09  

25:1      20:1      15:1      10:1      5:1      0:1      

www.KevinKruse.com  

Ten  Year  Total  Shareholder  Return        S&P  500  =                                13%    Campbell’s  =                    64%  

Source:  Forbes  6.23.09  

www.KevinKruse.com  Source:  Kenexa  2009  

5x    Higher!  

www.KevinKruse.com  

ENGAGEMENT  &  OUR  PERSONAL  LIVES  

www.KevinKruse.com  

Spillover  &  

Crossover  

www.KevinKruse.com  

Increased  risk  for  

heart  aVacks  

Source:  Nyberg,  et  al,  “Managerial  Leadership  and  Ischemic  Heart…”  

www.KevinKruse.com  

You  have  less  

in6macy!  

Source:  Ma9hews,  et  al,  “Work-­‐Family  Conflict  and  Marital  Quality:  MediaKng  Processes”  

www.KevinKruse.com  

Children  misbehave    

Source:  Stewart,  Barling.  “Fathers’  Work  Experiences  Effect  Children’s  Behaviors…”  

www.KevinKruse.com  Source:  Stewart,  Barling.  “Fathers’  Work  Experiences  Effect  Children’s  Behaviors…”  

www.KevinKruse.com  

WHAT  DRIVES  ENGAGEMENT?  

www.KevinKruse.com  

Surveys  of  10  million  workers  in    

150    countries  

www.KevinKruse.com  

MANAGER/SUPERVISOR  

www.KevinKruse.com  

What  are  the    TOP  3    

drivers  of  engagement?  

www.KevinKruse.com  

Growth  RecogniKon    

Trust  +  Communica6on    

www.KevinKruse.com  

Personal  Engagement  Profile    

www.MyEngagementProfile.com    

www.KevinKruse.com  

Growth  From  feedback    

to    feedforward  

coaching.    

www.KevinKruse.com  

Growth  

Source:  Gallup  2005  

www.KevinKruse.com  

Growth  

Source:  Gallup  2005  

Manager  focuses  on  strengths:      61%  engagement  

www.KevinKruse.com  

Growth  

Source:  Gallup  2005  

Manager  focuses  on  strengths:      61%  engagement  

Manager  focuses  on  weakness:      45%  engagement  

www.KevinKruse.com  

Growth  

Source:  Gallup  2005  

Manager  focuses  on  strengths:      61%  engagement  

Manager  focuses  on  weakness:      45%  engagement  

Manager  gives  no  feedback:              2%  engagement  

www.KevinKruse.com  

Growth  

Source:  Gallup  2005  

Career  Path  Conversa6ons  

www.KevinKruse.com  

Recogni6on

 .  

www.KevinKruse.com  

 things  leaders  can  do  to  drive  

recogni.on  &  apprecia.on    

We  value  thanks  based  on…    …the  .me  invested  in  it.  

www.KevinKruse.com  

To  win  in  the  marketplace  you  must  first  win  in  the  workplace.  20  

notes  a  day?!  

30,000  in  total?!  

www.KevinKruse.com  

 things  leaders  can  do  to  drive  

recogni.on  &  apprecia.on    Strategic  Recogni6on:  3  parts  

1.  Say  thanks  2.  Specifically  menKon  the  behavior  you  are  

grateful  for  

3.  Explain  what  it  means  to    the  company  and/or  how  it  aligns  with  company  values,  strategic  prioriKes,  etc.  

www.KevinKruse.com  

Trust  

Certainty    defeats  anxiety.  

www.KevinKruse.com  

Trust   The  future  of  the  company    The  future  of  the  employee    What  future  goal  are  we  striving  toward?  

www.KevinKruse.com  

 

Example  BHAGs  

20  by  2015!  

2020  Vision!  

Lead  the  future  of  networking  

www.KevinKruse.com  

Commun

ica6

on  

www.KevinKruse.com  

Communica6on  •  Is  there  a  predictable  rhythm?  •  Is  it  two-­‐way?  

www.KevinKruse.com  

OPERATIONALIZE  IT  

www.KevinKruse.com  

NEED  TO  KNOW   RESULTS   RECOGNITION  

•  Brand  messages  •  Brand  prioriKes  •  GOALS          

*  50%  QSR  EEs  don’t  know  vision  for  growth  

•  Contest  results  •  Metrics  •  Guest  Sat.  

•  Names  •  Photos  •  Thank  you  cards  

www.KevinKruse.com  

SHIFT  HUDDLE    

1) Sales  &  Svc  Goal    2) PromoKons  &  Suggested  Sells    3) RecogniKon    

       

www.KevinKruse.com  

www.KevinKruse.com  

It  all  comes  down  to  this…  

www.KevinKruse.com  

Ronald Bailey, Lieutenant General,

USMC

www.KevinKruse.com  

www.KevinKruse.com  

www.KevinKruse.com  

www.KevinKruse.com  

Wholehearted  Leadership    

Be  tough  on  standards,  and  tender  on  people.  

www.KevinKruse.com  

 

The

WHY of

Leadership