Employee Engagment
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Work Life Balance: Traditional and Non-Traditional Approaches Charlie Rosenblum September 30, 2014 Employee Engagement Charlie Rosenblum Director, Employee Services
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Transcript of Employee Engagment
Work Life Balance: Traditional and Non-Traditional Approaches Charlie Rosenblum September 30, 2014
Employee Engagement
Charlie Rosenblum Director, Employee Services
Presenter
Presentation Notes
Introduction Objective is to present a loo at the current state of the American workforce, the costs to the economy, businesses and organization, the relationship between engagement & organizational culture and proven techniques to improve your organization’s employee engagement.
Defining the Groups
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The Engaged Employee Exhibits a profound connection to the employer.
Is dedicated to unite their goals with the employer’s goals. They nearly always come to work on time and stay late.
The ‘Doers’, the wide eyed group.
Leadership Buy-In
Compassionate Supervisors
Meaningful work
Receive Recognition & Feedback
Experience personal growth and career advancement
Presenter
Presentation Notes
The engaged employee.-the ‘wide eyed group’. Self motivated , dedicated and energetic. The engaged employee needs meaningful work and consistent recognition to maintain a positive attitude. The engaged employee seeks interaction, feedback and strong interpersonal relationships. Their goals and objectives align well with the organization’s. As we shall see this group is approximately 30% of the workforce.
Defining the Groups
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The Not Engaged Employee They have emotionally ‘checked out.’
They come to work on time ‘most’ of the time and rarely stay late. They are the ‘sleepy eyed’ group.
Often looking for
opportunities but lack ambition and motivation
Potential for improvement
through mentoring and inspired leadership
May respond to challenges
and special projects
Presenter
Presentation Notes
The Not Engaged Employee: They are the ‘sleepy eyed group’. They come to work on time most days but rarely show a desire to work late. They do their jobs, usually to acceptable performance levels. They usually follow policies but display little ambition and are not driven except to go home. They make up approximately 50% of your workforce. As we shall see this group CAN be motivated given the right leadership.
Defining the Groups
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The Actively Disengaged Employee More than just unhappy, they seek to undermine and challenge authority.
They spread discontent and try to negatively influence others to resist along with them.
Presenter
Presentation Notes
The actively disengaged employee spends much his or her time calculating how to undermine the organization’s leadership and objectives. They can spread discontent and unease throughout and especially with new employees. We have all had to deal with and supervision often spends a disproportionate amount of time dealing with their drama and their issues. They are the first to join a union and believe that management can do good. Incredibly, they are approximately 20% of the workforce.
The Gallup Poll Survey Questions
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1. In the last year, I have had opportunities to Learn and Grow. 2. In the last 6 months, someone at work has talked to me about Progress. 3. I have a Best Friend at work. 4. My associates or fellow employees are Committed to Doing Quality Work. 5. The Mission or Purpose of my company makes me feel my job is important. 6. At Work, my Opinions seem to count. 7. There is someone at work who encourages my Development. 8. My supervisor, or someone at work, seems to Care About Me as a person. 9. In the last 7 days, I have received Recognition or praise for doing good work. 10. At work, I have the Opportunity to Do What I Do Best every day. 11. I have the Materials and Equipment I need to do my work right. 12. I Know What’s Expected of me at work.
YES NO MAYBE SOMETIMES
Presenter
Presentation Notes
The survey that was given to you is the same as the one in the massive Gallup survey that we will see in the next few slides. As you can see it focuses on the major motivating factors that we have all seen before: Growth, Progress, Relationships, the Work Itself, Purpose, Management, Compassion, Recognition, Self-Motivation, Resources and Expectations.
The State of the American Workplace
6 Gallup Survey Q12 350K Employees Released June 2013
0 10 20 30 40 50 60
Overall
Men
Women
Remote Workers
On Site
ActivelyDiengagedDisengaged
Engaged
Does Your workforce matchup?
How do You
know?
Presenter
Presentation Notes
This graphic breaks the groups down by On-Site & Remote Workers, Men, Women and Overall. As you can see women and remote workers are about 5% more engaged. However the overall numbers are not encouraging. It should be noted that this survey was over a very large sample, 360K employees and lasted approximately one year.
The Gallup Poll Q2
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Demographics: Those leaving and entering the workforce had the highest engagement Traditional: 41% Millennials: 33% Education vs. Engagement: College graduates – 28% High School graduates 28% From 2000 to 2012 Only 4% variance in Engagement
Gallup Survey Q12 350K Employees Released June 2013
More than 25M Participants in 189 Countries in 69 Languages since the late 1990s.
Presenter
Presentation Notes
As we breakdown the number further we see that those entering and leaving the workforce were more engaged than those in the middle of their careers. Interestingly, education was not a factor and there was very little change from 2000, which was the height of economic growth in the last 20 years.
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Outcomes
Gallup’s extensive research outcomes:
1. That engagement is strongly connected to business outcomes essential to an organization’s financial success, including productivity, profitability, and customer satisfaction.
2. Engaged employees are the ones who are the most likely to drive the innovation, growth,
and revenue that their companies desperately need. 3. These engaged workers build new products and services, generate new ideas, create new
customers, and ultimately help spur the economy to create more good jobs.
4. The 50% of employees who are disengaged are present for work but are not inspired by their work or their managers.
5. The 20% of employees who are actively disengaged make life miserable for their bosses and roam the halls spreading discontent.
6. The top 25% of employees have fewer accidents, lower health care costs and are 41% more effective. The bottom 25% are just the opposite. They hold down productivity and drive up health care costs.
Presenter
Presentation Notes
The Outcomes Engagement is strongly connected to financial and organizational success Engaged employees drive growth, innovation and revenues. Engaged employees build new products, generate new ideas, create new customers and spur the economy. The large group of disengaged employees are present for work but not inspired by their work or managers. The actively disengaged make life miserable for their bosses and spread discontent The engaged employee has lower health care costs and fewer accidents and just the opposite for the actively disengaged.
Fostering a Culture of Engagement - I
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Sr. leaders establish clear goals and objectives Sr. leaders commit to excellence and provide training and
resources to managers Sr. leaders demand accountability but avoid
micromanagement Select the best managers for the job
Presenter
Presentation Notes
This slides start our techniques for turning the Not Engaged’ around (it’s even more difficult to turn around the actively disengaged). It starts and ends with the senior leadership. Establish clear goals and objectives Commit to excellence and resource those managers who can get the job done. Avoid micromanagement and demad accountability Hire the best people
Fostering a Culture of Engagement - II
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Supervisors coach and build consensus Use small groups to improve cohesion & manage change Focus on key skills and strategies 3Cs - Communicate - Connect – Coordinate up and down the
chain Listening skills are learned and honed over time
Presenter
Presentation Notes
Get the managers and supervisors on board Use small groups of 3-4 people to instill values and effect change Focus on individual skills and effective strategies to get the job done – always recognize achievement in public – scorn in private The 3 Cs – communicate, coordinate and connect – use personal communication – avoid email School your managers and supervisors on listening skills
Fostering a Culture of Engagement - III
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What is Your Emotional Intelligence Quotient?
Understand and control your emotions
Understand that how you say
something is just as important as what you say
Motivating others comes from
understanding others Always treat the workplace as a
separate environment Beware of social media
Presenter
Presentation Notes
Emotional Intelligence and the ability to control your emotions is the hallmark of a mature employee, manager and leader. Your workforce needs to understand (and this is really hard for ‘millennials’ that the workplace is different from the school setting and far more different from the social setting. Educate to understanding and tolerance and don’t tolerate intolerance, offhand even slightly offensive remarks, casual sarcasm, or speech that denigrates people or the organization. Even if you don’t agree with a senior leader leader’s decision, you must support it and not evade or avoid its implementation.
Fostering a Culture of Engagement - IV
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COACHING -- MENTORING
Supervisors should know the job
Supervisors should do it – avoid using another employee as a coach/trainer
Focus on the task and the employee
Ask vs. Tell
Give and take feedback
Presenter
Presentation Notes
You cannot supervise what you don’t know just as you cannot teach what you don’t know; you cannot coach or mentor what you do not know. Nothing will improve a supervisor’s skills more than their ability to do the job of their employees. They may not be able to do the job as quickly or as efficiently but they should be able to do it. Don’t rely on another employee to train a new employee. This practice is fraught with problems. The new employee can always blame her substandard performance on someone else.
Fostering a Culture of Engagement - V
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Delegation Dos and Don’ts
DOs Instill confidence
Focus on strengths
Give clear guidance w/firm due dates
Provide the resources
Don’ts
Assign a task that you do not want to do
Shirk your responsibilities
Shift blame if it doesn’t work out
Presenter
Presentation Notes
Be sure the task or project is doable in the time frame given. Track progress but don’t micromanage Provide the resources Don’t make meaningless changes such as ‘wordsmithing’ - such as changing the word ‘excellent’ for ‘outstanding’. Record successes for future performance appraisals
Fostering a Culture of Engagement - VI
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Different Strategies for
Different Groups
Generations
Remote Employees
Organization Size
Team Size
Career Stages
Presenter
Presentation Notes
You may be faced with up a wide variety of employee work types such as remote workers, alternate work locations and organizational and sub organizational sizes. Committees encourage ‘stovepiping’ and their work is often done in a closed setting. The most effective means is to organize in small work groups of 3-5 with transparent and casual meetings. The free exchange of ideas is what drives engagement, not a formal committee structure with internal rules and charters of operation. Remote employees and alternate work location and hours can lead to petty jealousy among other employees. There can be short term compassionate and personal reasons for these decisions but long term alternative should have a legitimate business reason for these decisions. Large staff meetings need to be informational with preset agendas to avoid ‘gripe sessions’ from the actively disengaged employees.
Generational Differences
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(Up to 1945)
(1946-1964)
8-24 (1965-1981)
(1982-1997)
Presenter
Presentation Notes
Be careful not to generalize too much when looking at generational differences in your workforce. Much has been written about these groups and the percentages of these groups will vary with your community and organization. The saavy manager will, however, should approach people and assign tasks not according to their generation but according to their ability. Attitude is far more important than birth years. Employees will respect a manager who is a good listener and accepted of his or her ideas on how something should be done. The Millennials, however, are another whole story..
The Importance of Training Managers
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Employee – Manager Relationship
Sound practices can be taught
Training develops the next generation
Improved skills = Improved performance
Improved performance= Improved engagement
Reduce risk and avoid litigation
I M P R O V E M E N T
Presenter
Presentation Notes
Professional development and manager training cannot be overstated. It is, however, often the most underfunded and ignored area. Good managers and leaders are not born they are trained. Everyone’s KSAs can be improved and we should continually press for these scarce resources.
Thank You! Questions?
