Welcome to Employee Engagement Specialist Certification · Welcome to Employee Engagement...

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1 Welcome to Employee Engagement Specialist Certification © The Employee Engagement Group . All Rights Reserved 800wcpconference Welcome Welcome to the Employee Engagement Specialist Certification! – Housekeeping Emergency exits • Restrooms Beverages, food Name cards • Electronics Welcome Welcome to the Employee Engagement Specialist Certification! Introduction to The Employee Engagement Group Founded by Bob Kelleher, CEO Founder Focus on helping companies with engagement culture and initiatives Believe in the ‘teach a man to fish’ model

Transcript of Welcome to Employee Engagement Specialist Certification · Welcome to Employee Engagement...

1

Welcome toEmployee EngagementSpecialist Certification

© The Employee Engagement Group . All Rights Reserved

800wcpconference

Welcome

Welcome to the Employee Engagement Specialist Certification!

– Housekeeping• Emergency exits

• Restrooms

• Beverages, food

• Name cards

• Electronics

Welcome

Welcome to the Employee Engagement Specialist Certification!

– Introduction to The Employee Engagement Group• Founded by Bob Kelleher, CEO Founder

• Focus on helping companies with engagement culture and initiatives

• Believe in the ‘teach a man to fish’ model

2

Icebreaker - Introductions

A little about you

Your name

Company

Years of experience

dealing with people

complexities

Something unique…

Agenda8:30 – 9:30

• Introductions

• Overview of Engagement Specialist program

9:30 – 12:00• Foundations of Engagement

• Engagement Business Case

• Engagement in your Organization

12:00 – 12:30• Your Engagement Action Plan

• Review

• Pre-work for Session 2

Break

ObjectivesBy the end of the program, you will:

– Be able to define engagement and discuss its benefits with members of senior leadership

– Recognize and apply the key components of an engagement survey as well as other feedback tools

– Develop, communicate, and promote an employment value proposition (EVP)

– Create and implement a communication protocol process

– Manage the requirements necessary to evolve your organizational culture

– Evaluate and help first line leaders support and implement engagement

Page Intro –page 2

– Drive key best practices for working with different generations, especially Generation Y

– Identify key motivators for yourself and others in your organization

– Create high performing individual and teams

– Evaluate and update your reward and recognition process

– Identify and apply the behaviors and traits that make employees successful in your organization

3

Overview of Program

– Ten sessions Ten Steps of Engagement• Program does not follow the book Louder than Words

• Four (4) general or strategic HRCI credit for each session

– Session structure• Start with a discussion of the Action Plan from the last session

• Workshop – activities, discussions, experience, and practice

• Engagement Action Plan and pre-work for next session

– Format of the sessions

– Assignments• Four assignments you must hand in for certification

≠Page Intro - 1

Info

DiscussionExercises

Experience

Overview of Program (continued)

– Material• Workbook

– Worksheets

– Exercises

– Engagement Action Plans

– Pre-work

– Engagement Specialist web site• Password protected

• All material from current sessions

• All Action Plans and Pre-work

• Contact information– Can we share everyone’s contact?

– Please let me know if you want to opt out

Exercise

Workbook

Tool

Key idea

Discussion

Session

Date Topic Required Assignment

DueDate

1 9/23 Engagement at Your Organization

2 10/28 Your Engagement Baseline

3 11/18 Creating your Employer Value Proposition

EVP Video OutlineEVP Final Video

12/165/19

4 12/16 Innovation and Leading/Managing Change

5 1/20 Determining Priorities HIT Process  4/21

6 2/17 Engaging First Line Leaders

7 3/17 Engaging the Generations

8 4/21 Balanced Scorecard and the Communication Protocol

Communication Protocol

6/16

9 5/19 Effective Compensation and Reward Programs

10 6/16 Finding and Selecting Engaged Employees

Certification Program Class Schedule 

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In addition to required assignments, pre‐work to prepare for the next session will be assigned

at the end of each class. 

All required assignments must be completedin order to be certified. 

In addition to required assignments, pre‐work to prepare for the next session will be assigned

at the end of each class. 

All required assignments must be completedin order to be certified. 

Making Your Experience Successful– Confidentiality

• What happens in Woburn, stays in Woburn

– Application• Use your monthly Action Plan to implement the concepts covered in the

workshop

– Participation• Each month – share your experiences – what worked, what didn’t?

• Complete required assignments – there are 4 required assignments

• Ask questions, answer questions - you a great resource!

– Attendance• Attend at least 7 of 10 sessions to receive certification

• Notify if you cannot make a session (contact Allan or Lauren)

– Other thoughts?• How can the facilitators and participants make your experience more

successful?

Page Intro - 3

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You and Engagement– How does this relate to this

workshop?

– How will you be seen in your organization?• Dancing guy?

– Will people come and dance with you? Why, why not?

Session 1

The Foundation of Employee Engagement

© The Employee Engagement Group . All Rights Reserved

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Why Care About Engagement Now?

All the data you see today(charts, statistics, studies, etc.)

are in your book:pages 6 thru 9

6

The next few slides will help you make the business case for employee engagement.

All the information (plus more) is in your workbook.

Making A Business Case

Pages6

Demographic shifts

Business results

Voluntary turnover

Making A Business Case

Pages6-

Demographic shifts

Business results

Voluntary turnover

August 20164.9%December 2000

3.7%

March 20109.9%

DOL 2016

Making A Business Case

Pages6-

7

Demographic shifts

Business results

Voluntary turnover

DOL Unemployment Trends, National Job Gains and LossesAndrew Van Dam and Renee Lightner, Wall Street Journal, March 2015 

30%* of your employees will be looking for anew job in 2016

CareerBuilder.com 2015 Survey

30%* of your employees will be looking for anew job in 2016

CareerBuilder.com 2015 Survey

86%* of employees will be looking for a new job 

in 2016Right Management 2015 Poll

86%* of employees will be looking for a new job 

in 2016Right Management 2015 Poll

Making A Business Case

Pages6

Business results

Voluntary turnover

Demographic shifts

Making A Business Case

Pages6

Business results

Voluntary turnover

Demographic shifts

Disengaged employees cost the US economy $370 billion annually.

Right Management, 2015

Disengaged employees cost the US economy $370 billion annually.

Right Management, 2015

#1 priority of 3,300 global leaders in 106 countries is employee engagement

Global Human Capital Trends 2015; Deloitte

#1 priority of 3,300 global leaders in 106 countries is employee engagement

Global Human Capital Trends 2015; Deloitte

Making A Business Case

Pages6

8

Business results

Voluntary turnover

Demographic shifts

Engaged Companies: +61.52%S&P 500:  +41.63%

McBassi and Company ResearchOctober 1, 2012 to September 30, 2015

Engaged Companies: +61.52%S&P 500:  +41.63%

McBassi and Company ResearchOctober 1, 2012 to September 30, 2015

Making A Business Case

Pages7

23

Foundations of Employee Engagement

Definition of Engagement

Lets first talk about successful marriages

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Definition of Engagement

Discussion– From your pre-work, what did you come up with as a

definition of engagement?

Definition of Engagement

It is about a mutual commitmentWe want the Company to

be successful

We want the Company to

be successful

We Want you to reach

your potential

We Want you to reach

your potential

Resulting in the capture of discretionary effort

10

Highly engaged employees are 480%more committed

to helping their company succeed

Highly engaged employees are 480%more committed

to helping their company succeed

250%more tolikely to 

recommend improvements

250%more tolikely to 

recommend improvements370%more likely to 

recommend their company as an 

employer

370%more likely to recommend their company as an 

employerTemkin Group, Employee Engagement Benchmark Study, 2012

Let’s Talk About Discretionary Effort

Pages7

Discussion– What does ‘discretionary effort’ look like in your

organization?

– What are your employees doing to demonstrate discretionary effort?

Let’s Talk About Discretionary Effort

Page 1

30

32%

51%

17%

0%

15%

30%

45%

60%EngagedDisengagedActively Disengaged

January 2015 Gallup Report of 80,000 Employee Interviews

State of the Workforce Report

51%

16.5%

32.5%

2.5% increase

since 2013

Page 2

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– Gallup’s study:• Engaged – 32.5%

• Not engaged – 51%

• Actively disengaged – 16.5%

Discussion – Your Organization– From your pre-work

• Where did you estimate your organization falls in these categories?

• How do you help disengaged become more engaged and keep engaged employees engaged?

– Note ideas in your workbook from other participants

State of Your WorkforcePage 3

32

Making the Business Case for Employee 

Engagement

Making a Business Case

Employee Engagement

Customer Satisfaction

Profitable Growth

© The Employee Engagement Group . All Rights Reserved

Page 4

Customer Engagement

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Stuff vs. EngagementEngagement is about:

• People

• Relationships

• Alignment

• Shared responsibility for creating the future together

• Business success

• Work environment

• Continuous communication

• Opportunities for performers

• Staff Development

Engagement is not about:

• Things

• Having the best of every amenity

• Avoiding making tough decisions

• Pleasing all the people all the time

• A “catch-phrase” for all HRprograms

DiscussionIn your pre-work, which list would employees have picked if asked what would make them more engage? Is there a gap?

Page 4

Engagement Articles– In groups of 3 – 4, discuss the assigned article(s)

• It’s Not You, It’s Me

• Global Human Capital Trends 2015 - Culture and Engagement (pages 35 – 39)

• Global Human Capital Trends 2015 - Performance Management (pages 51 – 56)

• Why Engagement Happens in Employees’ Hearts

– Note the key aspects of what you learned from reading the article

– Be prepared to report back• 3 – 5 key points, ‘ah-ha’ moments, or other learnings• How can you apply this to your organization?

Page 5

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Strengthening the Business Case for Employee Engagement

In God we Trust,

all others we require data

13

Starting on page 6

What drives employee engagement

(Dale Carnegie “What Drives Employee Engagement” Survey of 1,500 global

employees)

SilkRoad 2013 SurveyEmployee Engagement Research Creating a High-Performance Work Environment

Less than 40% companies focus on Employee Engagement

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Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS

Based on survey of 25 million survey respondents

Engagement and Company Size

Engaged Actively Disengaged

<10 5000+10 - 24 25 - 49 50 - 99 100 - 499 500 - 999 1000 - 4999

50%

40%

30%

20%

10%

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What Can Leaders Do?

SilkRoad 2013 SurveyEmployee Engagement Research Creating a High-Performance Work Environment

Best Ways to Foster Engagement

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Show Concern About The Well Being

Of People

Show Concern About The Well Being

Of People

Build Trust

Integrity? 78%  Competence? 69%

Kenexa 2013 Employee Engagement Index ScoresWorkForce Trends Report

33,000 Global Employees in 28 Counties 

79%79%

44

The Role Of The Boss

Disengaged managers are 3 times more likely

to have disengaged employees

Corporate Leadership Council, 2012C

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Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS

Based on survey of 25 million survey respondents

Engagement and Bad Managers

Bad managers are creating active

disengagement costing the U.S. an estimated $450 billion to $550

billion annually

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Engagement of the Individual

35% of U.S. workers said they’d willingly forgo a substantial pay raise in exchange

for seeing their direct supervisor fired.

2012 Poll by Parade Magazine

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Disengaged employees cost the US economy $370 billion annually.

Disengaged employees cost the US economy $370 billion annually.

Employee Engagement: Every Leader's ImperativeMay 2013 Forbes.com

Highly engaged employees were 87% less likely to leave their companies than their disengaged counterparts.

Highly engaged employees were 87% less likely to leave their companies than their disengaged counterparts.

Driving Performance And Retention Through Employee EngagementCorporate Leadership Council 2012

Employees with lower engagement are 4 times more likely to leave their jobs than those who are highly engaged.

Employees with lower engagement are 4 times more likely to leave their jobs than those who are highly engaged.

What does an Engaged “Employee” Look Like?

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© The Employee Engagement Group. All Rights Reserved

AnEngagedEmployee

What the employee wants to do

What the employee is good at

What the company needs

The company employs people to  complete specific job functions and 

duties.  Setting clear expectations is key to an engaged employee

Engaged employees sincerely like the job they are doing.  They want to do a good job and grow with the position they have. 

Beyond the need for and desire to do a particular job, an engaged employee has or obtains, then continuously improves the 

necessary skills.

Page 10

© The Employee Engagement Group. All Rights Reserved

I’m not doing what I really like to do; I’m not sure I’m even good at doing what

I’m asked to do

I like some of what I’m doing, but doing a lot of things I don’t particularly like doing;

I’m not really leveraging my skills

I like most aspects of my job; I believe I’m really

skilled in most of what I’m being asked to do

I love what I do. My skills are a perfect

match for my position

Where would you place yourself on these circles?

Where would you place yourself on these circles?

Page 10

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Engagement and Globalization

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Engagement Across the Globe

2013 Blessing White GlobalEmployee Engagement

Research Update

56

Engagement, Organizational Level, and 

Professions

2013 Blessing White GlobalEmployee Engagement

Research Update

Engagement by Level

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Engagement and Branding

Only 41% of employees felt that they know what their company stands for and what makes its brand different from its competitors’ brands.

Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS

Based on survey of 25 million survey respondents

Engagement and Branding 

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Engagement and Purpose

21

It’s no longer  just what you do, it’s now why you do it

Engagement and Purpose

Discussion– What are the ‘purpose-driven’ aspects of your

organization?• Do you support specific organizations or causes• Who selected those causes?

– Employees?

– Leadership?

• How are causes selected?• What ideas have you gotten from other participants?

– Are there causes you could supports

– Does someone have a better selection process?

Page 11

22

Organizations driven by purpose and values 

outperformed comparison companies 6 X

Research by Jim Collins and Jerry Porras

Engagement levels are twice as high (54% vs. 25%) among those who say they are proud of contributions their

organization has made to the community.

Dale Carnegie 2012 Statistics and Corporate Social Responsibility (Dale Carnegie Employee Engagement 2012 Survey of global Clients

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Employee Engagement at Your Organization

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Engagement in your Organization

– Engagement Change Agents and Adversaries• Influential people in the organization• CEO, CFO, EVP, VP, Director, Department or Business

Line Leader

Change Agents

Adversaries

Support for Your Engagement Efforts

– Based on your pre-work exercise, who are your:• Engagement Change Agents

• Engagement Adversaries

– In your workbook, rate each of your Engagement Change Agents and Engagement Adversaries on:• Understanding – how much you think he/she understands the

concept of engagement and what is required

• Influence – how much influence does he/she have on the organization? What is his/her ability to help or hinder your efforts?

Note: Uncomfortable using names? Use position or initials

Director of Finance

Page 1 - 12

Engagement in your Organization

– Using the evaluation in your workbook, evaluate your organization• Note – this is not an engagement survey (which we will discuss in

the next session); this is your personal assessment of your organization as a whole

– Rate on a scale of 1 – 10 each key components of engagement

– Note your results and the key areas that need to be addressed

– Be prepared to discuss your results

Page 14

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70

Your EngagementAction Plan

Develop Your Action Plan

– Spend the next 10 – 15 minutes and develop your Engagement Action Plan• Business drivers that are most important to your

organization• Ideas to increase your focus on

purpose• Key improvement areas

• Your Engagement Adversary strategy

Action PlanAfter page 15

Action Plan

– Using your Engagement Action Plan as a guide:• Discuss employee engagement with at 2 - 3 leaders• This can be as a group or individually• Take notes on your Action Plan and be prepared to

report back the results of your discussions– Look at your list of Engagement Adversaries

• Create a strategy you will use to influence each to support your engagement efforts

• Use codes and pseudonyms

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Pre‐work

Session

Date Topic Required Assignment

DueDate

1 9/23 Engagement at Your Organization

2 10/28 Your Engagement Baseline

3 11/18 Creating your Employer Value Proposition

EVP Video OutlineEVP Final Video

12/165/19

4 12/16 Innovation and Leading/Managing Change

5 1/20 Determining Priorities HIT Process  4/21

6 2/17 Engaging First Line Leaders

7 3/17 Engaging the Generations

8 4/21 Balanced Scorecard and the Communication Protocol

Communication Protocol

6/16

9 5/19 Effective Compensation and Reward Programs

10 6/16 Finding and Selecting Engaged Employees

Certification Program Class Schedule 

Pre-work

– Identify feedback tools you have used in your organization• Surveys• Town hall meetings• Committees• Suggestion box• Other

– Document the pros and cons of using each– Read the articles on the Specialist web site

Last page of material

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See you on October 28!