Driving Performance Through Employee Engagement15%. 20%. 25%. 30%. 35%. 40%. 45%. 50%. Under 30....

Driving Performance ThroughEmployee Engagement

October 18cpshr.comcpshr.us Oct 4, 2018

What We’ll Cover

1. What is employee engagement –why does it matter?

2. Results from a national survey3. Measuring and improving

engagement4. Creating an engagement culture


CPS HR Consulting

Independent, self-supporting government agency Full range of integrated HR solutions – government

and nonprofits 100+ employees, 200+ project consultants 1,200 public and nonprofit sector clients


Key Take-Aways

Employee engagement

drives performance

Engaged employees find personal meaning

in work

Engagement should be

measured –Results acted on

Long-term Improvement =

culture of engagement


Context – Our Aging Workforce

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Under 30 30-39 40-49 50+

FederalStateLocalPrivate

Source: Bureau of Labor Statistics

cpshr.us Oct 4, 2018

Department – Today

DirectorMgmt. Services

January 21, 1982

Deputy DirectorMay 10, 1981

DirectorProperty Services

June 26, 1999

DirectorEngineering

February 16, 1980

DirectorEquipment Services

April 17, 1978

DirectorWater TreatmentAugust 15, 1986

DirectorField Services

March 20, 1982

DirectorTransportation & Parking

March 2, 1980

DirectorSolid Waste & Recycling

December 12, 2001

DirectorAdministration

August 10, 1980

Chief EngineerJanuary 16, 2005


Same Department – 3 Years

RETIREDDirector Mgmt. Services

RETIREDDeputy Director

DirectorProperty Services

RETIREDDirector

Engineering

RETIREDDirector

Equipment Services

RETIREDDirector

Water Treatment

RETIREDDirector

Field Services

RETIREDDirector

Transportation & Parking

DirectorSolid Waste & Recycling

RETIREDDirector

Administration

Chief Engineer


Multiple Generations

Traditionalists (born before 1946) Boomers (1946-64) Gen Xers (1965-76) Millennials (1977-97) Gen 2020 (after 1997)


So … What’s It All Mean?

Dramatic workforce

shiftsMore

complicated

Public sector feeling

effects first

Government must adapt

to talent market


What is Employee Engagement?

Heightened Connection

Beyond Job Satisfaction

Personal Meaning

Pride

Discretionary Effort


Engaged Employees …

Have strong relationships in organization Go extra mile for customers Volunteer ideasWork hard – and smart Will stay – even for less money Recommend organization as good place to work Show up for work Get things done


Why Does Engagement Matter?

cpshr.us June 20, 2018

Engagement Drives Results

-70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30%

Absenteeism

Turnover (high-turnover orgs))

Turnover (low-turnover orgs)

Lost or stolen inventory

Safety incidents

Customer scores

Productivity

Profitability

Key Performance Indicators Top- and Bottom-Quartile Work Groups

Source: Gallup


Federal Government65

8.910.47 0.73

37

11.73

1.4 2.150

10

20

30

40

50

60

70

Goal Achievement Sick Leave Days EEO Complaints OSHA Lost Time Rate

Most Engaged Agencies Least Engaged Agencies

Federal agencies with engaged employees have better outcomes

Source: MSPB


State and Local Government

86

59

72

61

37

50

32

21

28

I can impact customer service

I can impact cost

I can impact quality

Disengaged Moderately Engaged Highly EngagedSource: Towers Watson

% Who Agree


Engagement and Mission SuccessMy Organization is Successful at Achieving its Mission (% Agree)

Institute for Public Sector Employee Engagement


Engagement and Life SatisfactionOverall, How Satisfied are You With Your Life?

Institute for Public Sector Employee Engagement


In Government, Engagement Also Links to:

InnovationCustomer service Employee retentionCollaboration and teamwork Safety


Engagement Value Chain

Improved engagement

Better performance

Higher citizen

satisfaction

More trust in

government


It’s About Leadership

23%

51%

0%

10%

20%

30%

40%

50%

60%

Engaged Not engaged Activelydisengaged

6%

Percentage of employees answering “yes” to the question: “If you could fire your current boss, would you do so or not?”

Source: Gallup


… said they’d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired

35% of U.S. workers polled…

It’s About Leadership


… said they’d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired

35% of U.S. workers polled…

Table Discussion1. Think of a successful work group, team

or project you led or were part of that had a high level of engagement

2. What created the engagement?


How Engaged is the Workforce?

4330 30 28 31

3545 42 50 43

21 25 28 22 26

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Private Sector Govt Overall Federal Govt State Govt Local Govt

Fully Engaged Somewhat Engaged Not Engaged

Discussion

Why do you think engagement is low, especially in government?


Workplace Factors – Top Engagement Drivers

1. Leadership and Managing Change

2. Training and Development3. My Work

Private Sector and Government


Engagement Drivers – Level of Government

1. Leadership and Managing Change2. My Work3. Training and Development

Federal

1. Leadership and Managing Change2. Training and Development3. My Work

State

1. Leadership and Managing Change2. My Supervisor3. Training and Development

Local


Culture Factors – Top Engagement Drivers

1. Appreciation/Recognition2. Innovation3. Fairness/Inclusion

Private Sector and

Government


What’s It Mean? Public sector less engaged than private sector 25% of government employees not engaged High engagement linked to perceptions of successful

organizational performance and well-being Key focus areas

• Leadership and managing change• Training and development• My supervisor• Appreciation/recognition


How Do We Know If

Our Employees

are Engaged?

Ask Them


Why Survey?

Efficient and inclusiveConsistent dataConfidential Benchmark survey results


Institute Employee Engagement Model

Table Discussion: Engagement Challenges

What are the barriers/challenges to improving engagement

in your organization?

What Public-Sector OrganizationsHave Done to Improve Engagement


Building Engagement

Strategy

Leadership

Improved engagement

Better performance

Higher citizen satisfaction

More trust in government


Strategy – Minneapolis

City government runs well and connects to the community it serves

Engaged and talented employees reflect our community, have the resources they need to succeed and are empowered to improve our efficiency and effectiveness

Goal: A City that works

The Miracle of MinneapolisNo other place mixes affordability, opportunity, and wealth so well. What’s its secret?

The Miracle of MinneapolisNo other place mixes affordability, opportunity, and wealth so well.

What’s its secret?


Strategic Goal #4

Napa, CA Sanitation District

Maintain a dynamic and skilled workforce through employee engagement, professional development and opportunities for advancement


Strategy – Michigan

Works directly with all state departments to engage employees to improve government services for Michiganders

Aims to be the nation's leader in government customer service, employee engagement, fiscal responsibility and innovation

Office of Good Government


Michigan – Performance Results Client Services Center (Department of Technology

Management and Budget) answers phones 92% faster

Mortgage funding process shortened by 85% DNA test results received 59% faster Tax exemptions for private forest owners processed

66% faster


Strategy and Leadership – A Case Study


FLRA “Best Places” Score Over Time


What Did FLRA Do? “Year of the Employee” Strategic vision – “Revitalization, Reinvention, Re-engagement” Enhanced communication Town hall meetings Listening tourMore transparency – budget, performanceManagers involved in key decisions Employee work groups to review processesNew recognition programsHR back in-house


FLRA Results

Reduced pending cases by 90% Eliminated overage cases Reduced average time to close cases from

250 to 50 days


Building Engagement – New Employee Onboarding


Building Engagement – Supervision

Make sure employees know what is expected and how work links to mission

Meet regularly with employees Provide opportunities to grow and develop Conduct at least semiannual discussions about performance,

strengths and developmental needs Hold employees accountable – deal with poor performance.

Manage performance effectively


Management / Supervision

Select supervisors to supervise – and build

engagement

Provide training, resources and

support

Hold leaders

accountable for

engagement


Building Engagement

Appreciate and recognize Communicate and listen –

“my opinion counts” Respect work/life balance Connect work to mission Involve unions

Improved engagement

Better performance

Higher citizen

satisfaction

More trust in

government

“I help send men to the moon”


Engagement Culture

Set of accepted organizational values,

behaviors, and practices that

promotes increasing levels of engagement

as a cultural norm


Engagement Culture

Engagement business case broadly understood

Leaders/managers work together to drive engagement

Engagement linked to mission, critical business outcomes

Engagement visible across organization (not just HR program)

Engagement regularly measured/analyzed – and action taken

HR components linked to engagement

Robust communication strategy, especially by leaders

Getting StartedGetting Started Make long-term commitment Communicate business case Get leaders, managers and supervisors on board Involve labor Plan and communicate strategy Survey employees Follow through


Key Take-Aways

Employee engagement

drives performance

Engaged employees find personal meaning

in work

Engagement should be

measured –Results acted on

Long-term Improvement =

culture of engagement

Bob Lavigna608-395-8472

[email protected]

Driving Performance Through Employee Engagement15%. 20%. 25%. 30%. 35%. 40%. 45%. 50%. Under 30....

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