Employee Engagement Doug

7/31/2019 Employee Engagement Doug

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Employee Engagement:Motivated and Productive People

Who are Innovative and Creative.

Doug Buchanan, Associate Vice Chancellor for Human Resources


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Tell me what you want me to do

and Ill do it.

Engaged?


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Introduction Overview of Employee Engagement

UMKCs previous attempts to measure Employee

Engagement

New collaborations and a broader definition

The Pilot Project

What the research yields

Blending all the research pieces together

Recommendations for any organization

Conclusion


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Overview of Employee Engagement Why we care

Positive psychology vs. disease, damage, disorder, disability

Research:

Popular business publications, etc. (i.e. Q12)

Anecdotal

Scientific/academic literature (often connected to

complementary study areas) Who is responsible for employees optimal performance?


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Employee Engagement Employee Engagement exists when the employee feels:

Physically

Intellectually

Emotionally

attached to their work (Kahn,1990)

Work lifework and personal well being

The extent that an employee is psychologically present inan organization role.

Values, match, and fit.


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Some Research Claims for Employee Engagement Employee engagement research claims that it

Predicts organizational and financial success throughtask and job motivation and organizational

commitment. Increases with positive measures:

Workload (reasonably)

Control

Rewards and recognitions

Community and social support Perceived fairness

Values fit

Burnout is defined as negative

measurements in these areas.


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Engaged Employees

30% (Engaged)

54% (Not Engaged)

16% (Actively disengaged)


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12 Things Important to EmployeesFrom Gallups Q12:

1. Knowing whats Expected

2. Having the Right Materials & Equipment

3. Opportunity to Do What I Do Best

4. Recognition & Praise

5. Caring for Me as a Person

6. Encourages Development


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12 Important Thingscont.

7. My opinion Counts

8. Connection with Mission of Organization

9. Co Workers Committed to Quality Work10. I have a Best Friend at Work

11. Someone Has talked with Me About my

Progress12. Opportunities to Learn and Grow


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Thoughtful Questions What are your expectations of work?

Self Reflection Questions:(on a scale of 1-10, rate yourself on each question)

I get up each day excited about going to work

I like the contribution I make beyond what I get

from it

Work fits with my values


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UMKCs Previous Attempts to Measure

Employee Engagement Workplace of Choice surveys

To all UMKC employees

Participation and results organized by department

Worker satisfaction surveys Division of Administration and Finance

Focus groups of employees for various departmentsand levels of the organization

Workplace of choice committee IDP story demonstrated lack of trust and fear of

sharing


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New Collaborations and a Broader Definition

UM Board of Curators desire to conduct employeeengagement surveys with all employees

UMKC HR accepted role to lead the first System effort

UM System

System Human Resources ALDP and UM Columbia Ph.D. student (Jill Hermsen)

UMKC Campus

UMKC Human Resources

Student Affairs School of Art and Sciences (?)

School of Education


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Pilot Project Project scope was outlined in a management document

Theoretical and Practical research

Survey development

Proposed plan: Plan- Do- Check- Act Pre- survey

Conduct focus groups with results

Intervention workshops

Post- survey Embed in the culture (institutionalize)

Routinely checking (survey on anniversary)

Continual training offerings

Leadership awareness


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Blending All the Pieces Together

Organizational behavior/ popular literature

Employee needs to feel challenged Not Threatened

Psychological contract

Emotional vs. rational Academic literature:

Measurement of Work engagement:

Engaged vs. Burnout

Vigor vs. Exhaustion Dedication vs. Cynicism

Absorption vs. [Detachment]


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Survey Instrument Components

Themes (Hermsen)

1. Career Support

I have opportunities to develop further skills in my career There are clear performance criteria outlined for my job

I receive feedback on my performance.

2. Recognition of Competence

I am given recognition for my contributions.

I have the authority to make decisions


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Survey Instrument Components cont.

3. Intra Departmental Relations

I have good relationships with colleagues in my unit.

Turnover is NOT a problem in my unit.

There is strong leadership in my unit. I have a best friend at work

4. Working Conditions

My unit receives adequate resources.

I am satisfied with my salary.

5. External Relations

I have a good relationship with faculty.


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Survey Instrument Components cont.6. Job fit

My work utilizes my full abilities.

I feel competent and fully able to handle my job.

My job and I are well matched.

7. Role fit I like the identity my job gives me.

My job fits how I see myself.

8. Social Support

My immediate supervisor goes out of his/her wayto do things to make my job easier.

It is easy to talk with my immediate supervisor.

My immediate supervisor can be relied on

when things get tough at work.


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Survey Instrument Components cont.

9. Job Satisfaction

I enjoy working in my position.

I have the trust and confidence of my colleagues.

Compared to my peers of similar experience and skills,my salary compensation is fair.

10. Work Engagement

At my work, I feel bursting with energy.

I am enthusiastic about my job. I get carried away when I am working.

My job inspires me.

I am proud of the work that I do.


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What the Academic Literature Yields to Help Us

Employee Engagement

Meaningfulness

Safety

Availability

(Kahn, 1990)


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Reasons Cited as Why Employees Leave

The job and/or workplace does not live up toexpectations

Mismatch between job and worker

Too little coaching and feedback

Too few growth and advancement opportunities

Feeling devalued and unrecognized

Stress from overwork and work-life imbalance Loss of trust and confidence in senior leaders

Branham (2005). 7 Hidden reasons employees leave.


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What Did Your Former Company Do Poorly?

Poor management

Lack of career growth and advancement opportunities

Poor communications (top-down)

Pay inequities and ineffective performance appraisals Lack of recognition

Poor senior leadership

Lack of training

Excessive workload

Lack of tools and resources Lack of teamwork

Branham (2005).


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The J.M Smucker Company

A simple code:

Listen with your full attention

Look for the good in others

Have a sense of humor- but not at the expense of others

And, say thank you for a good well done

Result:

By 2005, their stock had a 100 percent return over the pastfive years.

3 percent voluntary turnover


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Recommendations

Start with engaged people; Hire well First look inside

Be clear and accurate

Integrity first

We can teach skills easier than Integrity Commit to Coaching and Feedback

Performance Management

Hold leaders accountable

Clear expectations

Commit to their Careers, not just your own Overall career development

Internal pathways

Succession planning

Training


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Recommendations cont.

Rewards and Recognition Its not only about the money

Formal and Informal

Genuine appreciation

Work/Life Balance Care

Flexibility when possible

Encourage positive relationships

Have some fun

Be Trustworthy Honor commitments

Trust them and their solutions

Detect their value

Give up control to gain control


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Recommendations cont.

Support Meaningful work

Value connection

Fit

Make it Safe

Let them express their uniqueness

Support their Availability

Reasonable expectations

Appropriate resources


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Concluding Questions

Why do we tolerate personal incompetence in

managers more than we would financial

malfeasance?

We lose more from interpersonal incompetence!

What three qualities are essential for producing

optimal employee performance?

Uniqueness Service

Community


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Bibliography First, Break All the Rules: What the World's Greatest Managers Do Differently. (Buckingham and

Coffman, 1999).

The Power of Full Engagement. (Loehr and Schwartz, 2003)

12 Elements of Great Managing. (Wagner and Harter, 2006).

Engagement is Not Enough. (Ayers, 2006).

7 Hidden Reasons Employees Leave. (Branham, 2005).

The psychological conditions of meaningfulness, safety and availability and the engagement of thehuman spirit at work.Journal of Occupational and Organizational Psychology. 77. (May, Gilson, andHarter, 2004).

Antecedents and consequences of employee engagement.Journal of Managerial Psychology. 12(7).(Saks, 2006).

Measurements of work engagement with a short questionnaire.Educational and PsychologicalMeasurements. 66(4). (Schaufeli and Bakker, 2006).

Hardwiring Excellence. (Studer, 2003).

The One Thing You Need to Know. (Buckingham, 2005).

Resonant Leadership. (Boyatzis and McKee, 2005).

Good to Great. (Collins, 2001).

Psychological conditions of personal engagement and disengagement at work..The Academy ofManagement Journal, 33, 692-724. (Kahn, 1990)

Employee Engagement Doug

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