Employee Engagement - Collaborate '15 Presentation

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

Transcript of Employee Engagement - Collaborate '15 Presentation

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Proprietary and confidential

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

Loyalty

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www.KevinKruse.com  

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Steven  Slater  JetBlue  Flight  A9endant  

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

1  in  3  engaged  

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

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SATISFIED   HAPPY  

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Employee  engagement  =  Emo.onal  commitment    

to  organiza6on’s  goals.  

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Employee  engagement  =  Emo.onal  commitment    

 DISCRETIONARY  EFFORT  

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

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CRISIS  &  OPPORTUNITY    FOR  BUSINESS  

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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  

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

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Engagement-­‐Profit  Chain  

Sources:  The  Service  Profit  Chain,  Heske9  &  Sasser  

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QSR  Engagement-­‐Profit  Chain  

Sources:  The  Service  Profit  Chain,  Heske9  &  Sasser  

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InterConKnental  Hotels,  each  5  point  increase  in  engagement:    

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

 

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www.KevinKruse.com  Source:  Forbes  6.23.09  

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

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

Source:  Forbes  6.23.09  

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www.KevinKruse.com  Source:  Kenexa  2009  

5x    Higher!  

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ENGAGEMENT  &  OUR  PERSONAL  LIVES  

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Spillover  &  

Crossover  

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Increased  risk  for  

heart  aVacks  

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

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You  have  less  

in6macy!  

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

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Children  misbehave    

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

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

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WHAT  DRIVES  ENGAGEMENT?  

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Surveys  of  10  million  workers  in    

150    countries  

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MANAGER/SUPERVISOR  

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What  are  the    TOP  3    

drivers  of  engagement?  

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Growth  RecogniKon    

Trust  +  Communica6on    

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Personal  Engagement  Profile    

www.MyEngagementProfile.com    

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Growth  From  feedback    

to    feedforward  

coaching.    

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Growth  

Source:  Gallup  2005  

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Growth  

Source:  Gallup  2005  

Manager  focuses  on  strengths:      61%  engagement  

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Growth  

Source:  Gallup  2005  

Manager  focuses  on  strengths:      61%  engagement  

Manager  focuses  on  weakness:      45%  engagement  

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Growth  

Source:  Gallup  2005  

Manager  focuses  on  strengths:      61%  engagement  

Manager  focuses  on  weakness:      45%  engagement  

Manager  gives  no  feedback:              2%  engagement  

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Growth  

Source:  Gallup  2005  

Career  Path  Conversa6ons  

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Recogni6on

 .  

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 things  leaders  can  do  to  drive  

recogni.on  &  apprecia.on    

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

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

notes  a  day?!  

30,000  in  total?!  

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 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.  

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Trust  

Certainty    defeats  anxiety.  

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

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Example  BHAGs  

20  by  2015!  

2020  Vision!  

Lead  the  future  of  networking  

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Commun

ica6

on  

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

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OPERATIONALIZE  IT  

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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  

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SHIFT  HUDDLE    

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

       

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It  all  comes  down  to  this…  

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Ronald Bailey, Lieutenant General,

USMC

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Wholehearted  Leadership    

Be  tough  on  standards,  and  tender  on  people.  

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The

WHY of

Leadership