Post on 14-Jul-2015
Jarlath Dooley
3/3/2011
Employee Engagement
PART 1: THE BUSINESS ISSUE
2008 - The Business Issue
• The Symptoms:– Falling Net Profit
– Customer Complaints
– Increasing Staff Turnover
• The Causes:– Low Engagement
– Fast growth – no time for process improvement
– Kicking the can down the road• Focus on managing the now – not on managing growth
PART 2: DESIGNING THE SOLUTION
Strategic Triangle
Strategic Triangle
Strategic Triangle
Strategic Triangle
Extreme 1: Engagement = Holy Grail!
Extreme 2: Disengagement =Holy S**t
Engagement Hierarchy
Engagement Hierarchy
Engagement Hierarchy
2 Basic Premises
• Premise 1: You cannot engage employees
• Premise 2: You can create the environment where ‘community can flourish’
No society can remain vital or even survive without areasonable base of shared values. Where community exists, it confers upon its members, identity, a sense of belonging, a measure of security. A community has the power to motivate its members to exceptional performance. Community can set standards of expectations for the individual and provide the climate in which great things happen.
—JOHN W. GARDNER, FORMERProfessor, Activist, Author, Reformer,
Community
Community
No society can remain vital or even survive without a reasonable base of shared values.
Where community exists, it confers upon its members, identity, a sense of belonging,
a measure of security.
A community has the power to motivate its members to exceptional performance.
Community can set standards of expectations for the individual and provide the
climate in which great things happen.
PART 3: THE IMPLEMENTATION
– Run Appreciative Inquiry workshops
• http://www.appreciativeinquiryunlimited.com/Powerpoint/Short%20Presentation%20-%20Intro%20AI_files/frame.htm
– 2011 Strategy Development Program
• collaboration exercise involving 71 staff members
– Mission in Action
• included in induction, news, project briefs, customer bids, mandatory
companywide workshops
Over 60 HR initiatives!
– Core Values
• built into recruitment, goals, career planning, performance mgt
– Communications
• ICG, Weekly News, Quarterly briefings, Team Meetings, CEO updates
– PMG established (People Management Group )
– Focus on Engagement points
• 1:1’s, email, meetings, career planning, performance reviews etc
– Change Management approach adopted for initiatives
– New Career Planning & Development model rolled out
HR Initiatives
– New Rewards system based on performance
– Recognition programmes
– Communities of Practice
– Rotation Process introduced
– First Quarter Induction Process introduced
– Plus lots of other small initiatives such as CEO monthly
update, Quarterly themes relevant to the business, Open book
mgt, facilities improvements.
HR Initiatives
Version 1 Rhythm - 2008
V1 Rhythm 2008
Objective setting Few & Far
Performance Mgt Annual (at best)
Staff Engagement Survey Seldom
Customer Satisfaction No real measure
Strategy Review Inconsistent
Company Briefings Two/three per year
Budgets Annual
Targets Mainly Annual
Key Account Plans Annual
Profit Share NA
Company Theme The odd one
Communications Sporadic
Version 1 Rhythm 2010
V1 Rhythm 2008 2010
Objectives Few & Far Quarterly
Performance Mgt Annual (at best) Quarterly
Staff Engagement/Survey Seldom Quarterly
Customer Satisfaction No real measure Quarterly
Strategy Review Inconsistent Quarterly
Company Briefings Two per year Quarterly
Budgets Annual Quarterly
Targets Mainly Annual Quarterly
Key Account Plans Annual Quarterly
Profit Share NA Quarterly
Company Theme The odd one Quarterly
Communications Sporadic Quarterly, Monthly, Weekly
PART 4: THE RESULTS
Consistently Focus on Initiatives
Consistent high engagement scores
PostRedundancyBounce
Horrid Bizenvironment
Quarterly RhythmNow Established
Consistent High Scores
Start of HR Initiatives
2011 Strategy
0% NP
How do we fare against Gallup?
73%
8%
19%
V1
PART 5: THE BUSINESS IMPACT
Good
Very Good
Sustained Performance Improvement
Net Profit
Revenue
Revenue/Net Profit Growth
Highest Ever
Double Digit
NB: Figures are indicative only & are not based on actuals for confidentiality purposes.. The important point is the continuous improvement in both graphs through the programme
8.3
Customer Engagement
8.3
Growth in Company – staff numbers
Key Messages
Build a Community not a Company
• Use Appreciative Inquiry as a kick off tool
Inspire
• We all love to follow a Vision, feel Purpose and Share Values.
Build Confidence
• In leadership & the strategy – walk the talk, act on feedback
Know Your Community
• Take the temperature of engagement often.
Communicate Often
• You can’t over communicate
Build an Appreciation Culture
• Remember to say “Thank You” often.
Work on Career Paths & Skills Development
• It is more important now than ever
You cannot fake it
– Don’t even try to engage insincerely!
It is simple, but it ain’t easy
– In fact it is very hard!