Cranking up employee engagement March 2011

Cranking up employee engagement

by Toronto Training and HR

March 2011

Contents3-4 Introduction to Toronto Training and HR5-7 Definitions8-9 Triangulation theory10-11 Needs that must be met12-13 Drill A14-15 Pain of poor engagement16-17 Impact on engagement18-19 Challenges faced by organizations

seeking to increase & sustain engagement20-21 Wellbeing; interconnected elements22-25 It’s not rising despite our best

efforts!26-29 Improving the employee

engagement equation30-42 Questions to ask43-44 Drill B45-48 Case studies49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

Definitions 1 of 2ENGAGEMENTCommitment to excellence and continual striving to improveIncreased loyalty and reduced absenteeism New ideas, suggestions and innovative approaches that control and reduce costs, solve problems and generate new products and servicesHigher levels of discretionary effort and enhanced focus on company goals and objectivesImproved teamwork and communication

Definitions 2 of 2DISENGAGEMENTMaking errors missing deadlines, low morale…Constantly watching the clockComplainingTurnover, absenteeism, and “presenteeism”

Triangulation theory

Triangulation theory

THREE CORE DRIVERS1.Organizational maturity2.Cultural reality3.Employee job satisfaction (internal and external)

Needs that must be met

Needs that must be metFitSupportValueInspirationClarity

Drill A

Pain of poor engagement

Pain of poor engagementEMPLOYEE DISENGAGEMENTLowers results, cuts profits, reddens finances, sickens well-being, undermines relationships, crumbles organizations, poisons community, starves performance, undervalues individuals, fragments teams, crashes careers, saps energy, corrodes connections, erodes employees, scares stakeholders, deadens days, weakens weeks, mangles months, irritates customers, loses purpose, and frays meaning

Impact on engagement

Impact on engagementLayoffs and downsizingSalary reductionsHiring freezeSalary freezeReorganization/restructurePostponement of projectsNew business ventures

Challenges faced by organizations seeking to increase & sustain

engagement

Challenges faced by organizations seeking to

increase & sustain engagementLeadership & communication

Productivity & performanceHealth & wellbeing of employeesEngagement, motivation and moraleAttrition and absenteeismSupportValueInspirationClarity

Wellbeing; interconnected

elements

Wellbeing; interconnected elements

Career wellbeingSocial wellbeingFinancial wellbeingPhysical wellbeingCommunity wellbeing

It’s not rising despite our best efforts!

It’s not rising despite our best efforts! 1 of 3

The engagement program includes cognitive behaviors onlyThe program is not a permanent part of the corporate culture Motivational programs are confused with engagementThinking reward programs are rewardingEmployees aren’t inspired to make discretionary effort


Employees aren’t inspired to make discretionary effort No results-driven structure is in place to continually inspire engagementMinimal trust on the team Leaders give off the vibe that employee engagement is a profit strategy


Teams have not been taught how to think collaboratively Engagement happens in silos instead of all-inclusive Inconsistent, sporadic administration Performance declines in other areas of the business

Improving the employee engagement

equation

Improving the employee engagement equation 1 of 3Understand how it’s doing in each of the above three drivers. There are no shortcuts for finding facts. Determine the dollar risk for doing nothing, to prove to all stakeholders the value of taking actionInstitute strategic planning and implementation planning. If resources are not available internally, an external expert can pay for themselves fast

Improving the employee engagement equation 2 of 3Put in writing an employee engagement equation and how it will be monitored and measuredDevelop and mentor middle managers in the leadership core competencies that are required to implement this formula

Improving the employee engagement equation 3 of 3Commit to monitoring potential negative signs that indicate the organization is on the wrong track, and take corrective actionAccept that employee engagement is a dynamic process and a moving target requiring constant attention, commitment and action

Questions to ask

Questions to ask 1 of 12How do we turn a disengaged manager oremployee into an engaged manager/employee?What shadow do you cast that gives positiveenergy to those around you?Do you get to do what you do best every day?Do those around you understand what work you most like to do? Do you know what makes you feel engaged & can you create that for yourself and other like-minded people?

Questions to ask 2 of 12What can you do to make your top performersnot feel like leaving your company?If you are really serious, how would you provethat engagement is more than ‘lip service’?Is everyone “engage-able”?What things do people in your work group do that make you feel connected to your company? How can we expect recognition and respect ourselves if we are not willing to respect and recognize others?

Questions to ask 3 of 12What’s the one thing you’d like to change that would make the biggest difference in your work right now? Where do emotions fit in “being engaged” ?What makes you look forward to going to workwhen you get up in the morning?Can such tools as Myers Briggs personality types help make engagement activities more effective by giving insights into how different employee groups prefer to receive/process data?

Questions to ask 4 of 12What would you do first if you were given a chance to take over your boss’s job? What can you do personally to improve your own engagement?What can you do to make your employees happier? Do you know how each member of your team likes to be managed, and what switches them on at work - and do you do everything in your power to make these things happen?

Questions to ask 5 of 12Are certain people more inclined towardengagement in general due to personalitycharacteristics and do such individualdifferences effect what types of engagementinterventions will be effective?What were you doing when you last felt completely engaged? As a leader, what has be successful for you to effectively engage your employees? How well are you listening?

Questions to ask 6 of 12Are certain people more inclined towardengagement in general due to personalitycharacteristics and do such individualdifferences effect what types of engagementinterventions will be effective?Is engaging enough or do we need to engage with passion to really make a difference?As a leader, what has be successful for you to effectively engage your employees?

Questions to ask 7 of 12Is engaging enough or do we need to engage with passion to really make a difference?What mark would you give your organization? Why is/isn’t it a 10 out of 10? Do you say good morning to your work colleagues when you get in?How well are you listening?How can leaders more effectively engageemployees by tapping into their trulymeaningful intrinsic motivation?

Questions to ask 8 of 12Have you ever asked your direct report(s) to describe their engagement drivers? What is the one thing about this organizationthat has kept all these long-timers here?If engagement is an outcome, what are its precursors? What are the sticky factors in this workplace other than salary or current job role? How are you being creative in engagingyour employees?

Questions to ask 9 of 12What are you doing to take care of your own attitude of engagement?Is engagement much beyond passion? Is the bottom up approach the best for engagement? What keeps engaged employees motivated?How are you being creative in engaging your employees?

Questions to ask 10 of 12How do you effectively engage the people that are important to your organization’s success but do not actually interact with your customers, such as back office staff?What research methods can be applied togenerate more in depth understanding ofthe engagement process?Manager to employee: When you hear “employee engagement” what do you think, feel, and what images come to your mind?

Questions to ask 11 of 12What is the most frequent and rarest motivator to employee engagement?Will we have succeeded, when in 10 or 20 years, organizations no longer “do” employee engagement, instead it has become part of the culture, an assumption that has led to highly collaborative, self-generating organizational forms?How can you create a culture where laughter and fun supports hard work and productivity?

Questions to ask 12 of 12What would you need to see from management, so you would know that they were as engaged as they want you to be? How do you help your manager engage you? How can lifelong learning contribute to the employee engagement in the workplace?What is so obvious that it is invisible?

Drill B

Case study A

Case study B

Conclusion & Questions

Conclusion

SummaryQuestions

Cranking up employee engagement March 2011

Business

Transcript of Cranking up employee engagement March 2011