EMPLOYEE DISENGAGEMENT · 2018. 4. 2. · • Customer satisfaction ... EMPLOYEE DISENGAGEMENT: Jim...
Transcript of EMPLOYEE DISENGAGEMENT · 2018. 4. 2. · • Customer satisfaction ... EMPLOYEE DISENGAGEMENT: Jim...
The Highly Engaged
• ENERGETIC
• TEAM PLAYERS
• BUILDERS
• SEARCHERS
• ORGANIZED
• RELAXED
• INNOVATIVE
The Highly Engaged
• ENERGETIC
• TEAM PLAYERS
• BUILDERS
• SEARCHERS
• ORGANIZED
• RELAXED
• INNOVATIVE
• BIG PICTURE
The Highly Engaged
• ENERGETIC
• TEAM PLAYERS
• BUILDERS
• SEARCHERS
• ORGANIZED
• RELAXED
• INNOVATIVE
• BIG PICTURE
• PREPARED
The Highly Engaged
• ENERGETIC
• TEAM PLAYERS
• BUILDERS
• SEARCHERS
• ORGANIZED
• RELAXED
• INNOVATIVE
• BIG PICTURE
• PREPARED
• EXCEED EXPECTATIONS
Have Impact
Research shows high engagement results in
heightened productivity, and…
• Customer satisfaction
• Quality
• Innovation
• Change Transitions
• Employee Referrals
• Customer Referrals
Engaged employees take the initiative to really
learn and understand the business
“Sand Dollars”
Research shows that highly engaged employees
have a direct positive impact on:
• Operating margins
• Net profits
• Earnings per share
• Profit and revenue growth
• Customer retention
• Payroll budgets
• Turnover costs (recruitment, training, etc.)
• Achievement of operational and financial goals
The Highly Disengaged
“LOST AT SEA”
• Isolated, removed, distant
• Limited input and effort
• Too far from your beach to
see the attraction
• Resistant to change
• Openly critical, tend to
blame others
• Can be confrontational
• Can be disruptive
The Highly Disengaged
“LOST AT SEA”
• Looking to find
another, more
attractive beach
• Two decisions
typically made
before resigning
• May be too far
from your beach
to ever return
The Moderately Engaged
• Not fully committed to
the beach, but can see
benefits
• “Wait and see”
• Optimistic, but neutral
• Shifting sands
• Ex-Beachcombers who
entered water
• New hires
Why New Hires Become
• Feel they’re “on the outside
looking in”
• Used to more trust and
involvement with managers
• Less impactful assignments
than previous job
• Minimal information sharing
• Individual attention is gone,
now part of the crowd
• Ineffective on-boarding and assimilation processes
• Reality sets in, different from described expectations
The Disengaged
• No footing
• Struggling
• Worried, insecure
• Frustrated
• Defensive
• Feel under-appreciated
• Seems too difficult to swim back to shore
• Highly influenced by the strength of the
currents around them
Signs An Employee Is
• Work has become routine
• Task focus rather than on goals
• Inconsistent or poor interaction
with clients/customers/co-workers
• Ineffective time management
• Increased sick/personal time
• Settle for “good” rather than
pursuing “great”
• Deflect accountability
• Don’t perceive their impact
• Don’t willingly accept change
Water Depths Are Not Always Apparent
They are not based on talent
They are not based on potential
They are not based on pay
They are not based on employee satisfaction
They are not based on group perceptions
They are not consistent
The Changing Tides
“Changes in attitudes, changes in latitudes, Nothing remains quite the same…” --- Jimmy Buffett
un·der·tow (uhn-der-toh)
noun
A strong current below
the surface of a body of
water, moving in a
direction different from
that of the surface
current.
• Currents are always
flowing in both directions
• Negativity can be a
contagious influence
• No concern goes unvoiced
• Undertow can pull
“Waders” and “Adrifts”
into deeper water and
“Beachcombers” off shore
HOW CAN GROW?
• More interaction with unengaged
than engaged co-workers
• Damaged trust relationships
• Commiseration
• Lack of shared vision
• Unpopular management decisions
without explanation
• Lack of individual recognition
• Underutilized talents
• Unclear career paths
• Feeling “out of loop "and uninformed
Disengaged employees provide
negative power to undertow that
can influence others.
The only way to minimize the
strength of the undertow is to
increase the number of engaged
employees in our workforce.
What is Our Responsibility?
We cannot only act
as “lifeguards”, who
are reactive and
watch from shore for
signs of trouble on
the water’s surface
What is Our Responsibility?
We must become
“scuba divers” willing
to go into the water
and proactively look
for the causes and the
extent of undertow
beneath the surface
Diving Equipment
Engagement surveys
Employee focus groups
Individual engagement assessments
Informal, employee-focused
one-on-one conversations
Encourage employee input
and then really listen
Performance measurements
Stay alert for unexpected changes in behaviors
A One-Third Loss of Productivity…
ASSUMPTIONS:
If are 100% productive
If are 80% productive
If are 60% productive
If “LOST AT SEA” are 40% productive
FOR EVERY 100 EMPLOYEES YOU PAY, YOU’RE ONLY GETTING THE PRODUCTIVITY OF
67.2 EMPLOYEES
ENGAGEMENT = PRODUCTIVITY
If a 500 employee organization can raise its
engagement and overall productivity just 10%,
it’s the equivalent of having 50 more employees.
No additional payroll
No additional space requirements
No additional benefits costs
No additional expenses
Expanding Your Beach
“75% of business leaders have no engagement
plan or strategy, yet 90% say it has a direct
impact on business success” --- ACCOR
“HR can’t manufacture engagement, but we have a
key role in helping companies develop the kind
of organizational culture where engagement can
thrive, and ensuring that managers have the
skills to make engagement a reality.” --- Jackie Orme, Chief Executive, CIPD
Expanding Your Beach
• Be intentional and deliberate about engagement
• Company-wide strategy driven by leadership
• Consistently demonstrate authentic values
• Educate/train your managers on engagement
• Empower employees to deliver value
• Don’t exploit “Beachcombers” for more sacrifice
• Bring adrift “high potentials” back to shore
• Openly demonstrate enthusiasm for company
Beach Building through
Effective Communication
• Give individual recognition and public praise
• Hold meaningful two-way conversations
• Communicate your culture, strategies and goals
• Promote transparency and information sharing
– Communicate both good news and bad
• Give clear instructions and individual coaching
• Set expectations/goals and express confidence
• Give immediate, specific individual feedback
Beach Building through
Effective Management Interaction
• Build mutual trust relationships
• Know each employee… and let them know the
company
• Avoid spending too much time “on the beach”
• Ensure every employee has the resources they
need to do job well
• Look for opportunities to utilize hidden talents
• Encourage innovation and creativity
• Create sense of ownership in every employee
How Engagement Strategies
Make a Difference…
78%
9%
10% “LOST AT SEA”
3%
ACTUAL RESULTS OF ATLANTA-BASED COMPANY
AFTER IMPLEMENTING ENGAGEMENT STRATEGIES
How Engagement Strategies
Make a Difference…
ASSUMPTIONS:
If ”BEACHCOMBERS” are 100% productive
If “WADERS” are 80% productive
If are 60% productive
If “LOST AT SEA” are 40% productive
FOR EVERY 100 EMPLOYEES THEY PAY, THEY’RE GETTING THE PRODUCTIVITY OF
91 EMPLOYEES
Wishing you a future full of
CROWDED BEACHES!