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Engaging Employees

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83% of workers plan to look for a new job when economy heats up. 35% of 'top performing' employees are at 'high risk' of leaving their jobs ... – PowerPoint PPT presentation

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Title: Engaging Employees


1
Engaging Employees
  • Impacting Employees to Stay, Perform, Influence
    and Recommend

Kelly Groehler, APR
2
Whos Line Is It Anyway?
  • If you are going to treat customers first, you
    must treat employees more first.

3
Employees More First?
  • 83 of workers plan to look for a new job when
    economy heats up
  • 35 of top performing employees are at high
    risk of leaving their jobs
  • 60 of workers feel pressure to work too much
  • 83 of employees want more time with their
    families
  • 56 of workers are either somewhat or completely
    dissatisfied with their jobs

Source 12/2003, CNN/Money, based on data from
Society for Human Resource Professionals, Sibson
Consulting, Gallup, Monster.com
4
Learning Objectives
  • Strengthen the value of employees
  • Discover the prevalence of communication
    opportunities
  • Understand how effective communication strategies
    build engagement and achieve outcomes

5
Todays Environment Presents Significant
Challenges
  • Performance-driven everything what have you
    done for me today?
  • Relentless pressure for profitable results
  • RIFs
  • Higher compliance costs
  • Escalating health care costs
  • Performance-based environments and systems (e.g.
    compensation)
  • Increasingly intense competition
  • Products services
  • Talent
  • Investment capital
  • Battered institutional trust, credibility and
    reputation
  • Ultra access to information (or misinformation)
  • Everybody is a communicator
  • Altered lifestyles
  • Intense mind-share competition

6
In Which Communication Opportunities Are
Prevalent
Top 10 Barriers to Effective Supply Chain
Management
  • 1. Inadequate information-sharing
  • 2. Poor/conflicting measurement
  • 3. Inconsistent operating goals
  • 4. Organizational culture
  • 5. Resistance to change - lack of trust
  • 6. Poor alliance management practices
  • 7. Lack of supply chain vision/understanding
  • 8. Lack of managerial commitment
  • 9. Constrained resources
  • 10. No employee passion/empowerment
  • Achieving World-Class Supply Chain Alignment
  • Center for Advanced Purchasing Studies

7
Effective Communication Builds Engagement,
Achieves Outcomes
INFORM EDUCATE
BELIEVE DO
Awareness
Understanding
Acceptance
Engagement
Engaged employees significantly more likely to
achieve desired outcomes
8
Why Engagement Matters!
  • 38 higher customer satisfaction
  • 22 higher productivity
  • 27 higher profits

Source Gallup Organization
9
Effective Communication Builds Engagement,
Achieves Outcomes
Engagement
10
Communication Framework to Drive Employee
Engagement
Performance effectiveness is maximized when all
five information needs are successfully
communicated
Source Roger DAprix
HOW ARE WE DOING?
WHERE ARE WE GOING?
  • Financial results
  • Market results
  • Operational results
  • Strategic direction
  • Local
  • BU/group
  • Company

Organizational
WHATS MY JOB?
DOES ANYBODY CARE?
  • Reward recognition
  • Total compensation
  • Career development
  • Affiliation/loyalty
  • Satisfaction
  • Job clarity (across roles/units/groups)
  • Aligned objectives
  • Skills development

Individual
11
Engagement Factors Impacted by Communication
Effectiveness
Effectiveness of Supervisor
Open, two-way Communication
Communication Priority
Understanding Business Strategy
Integrity/ Trust
Teamwork Collaboration
Attitude Toward Job, Company
Commitment// Personal Action
Reward Recognition
Source Padilla Speer Beardsley
12
Key Performance Metrics
Driven by an Engaged Workforce
Perform
Stay
Influence
Recommend
  • Retention
  • Affiliation
  • Recruiting
  • Internal job movements
  • Performance ratings
  • Employee satisfaction
  • Growth
  • Profitability
  • Productivity
  • Service levels
  • Quality
  • Speed
  • Innovation
  • Customer satisfaction
  • Organization achievement and momentum
  • Growth
  • Profitability
  • Productivity
  • Service levels
  • Quality
  • Speed
  • Innovation
  • Customer satisfaction
  • Prospective customers and partners
  • Prospective employees
  • Prospective investors
  • Public opinion

13
Effective Communication and Engaged Employees
Accelerate Adoption
Late Majority
Early Adopter
Early Majority
Innovator
Laggard
Source Everett Rodgers
14
Application - Case Studies
  • Case Study Disclaimers
  • Learn from failures and successes
  • Be careful about trying this at home

1 Culture Change 2 Critical Issues 3
Operational Efficiency
15
Case Study 1 Culture Change
  • Outcomes (metrics)
  • Revenue growth (with future product mix)
  • Profitability (re-allocate resources to new
    product lines)
  • Employee sat, Customer sat (define new culture
    adapt to change)
  • Key Engagement Factors
  • Financial services industry
  • Specialized segment
  • Top 5 player, competing against industry
    heavyweight
  • Initially family-owned, now led by new team of
    outsiders
  • Strong employee ownership history
  • Profitable on ongoing basis, led by
    diversification strategy
  • Downsized operations

Understanding Business Strategy
Attitude Toward Job, Company
Empowerment/ Line of Sight
16
Case Study 1 Culture Change
  • Communication Strategies
  • Assess employee engagement factors on regular
    basis
  • Work with leadership development group
    participants to analyze and build roadmap
  • Correlate (systemic) with customer satisfaction
    data
  • Ongoing counsel with senior leadership
  • Determine degree of internal and external change,
    both in business operations and culture
  • Identify and execute their leadership
    communication roles
  • Dialogue-based teaching with employees and
    customers
  • New business strategy What it is? Why this is
    our path now?
  • Culture reset What stays? What is new? How
    will we cross this bridge?

17
Case Study 2 Critical Issues
  • Goals ( metrics)
  • Maintain service quality (customer sat, quality)
  • Move ahead with new central library, consolidate
    facilities and services (productivity,
    profitability, et al)
  • Expand services (customer sat, recruiting/retentio
    n)
  • Key Engagement Factors
  • Municipal service
  • New 100 million-plus central library
  • Improve efficiencies and cost-savings
  • Approved by voter referendum in 2000
  • Recommended branch closings, subject to approval
    vote
  • Driven by loss of state-funded revenue
  • Save our library vs. Save our library system
  • New director with public policy background, no
    library background

Organizational Trust
Communication Priority
Understanding of Business Strategy
18
Case Study 2 Critical Issues
  • Communication Strategies
  • Involved all employees in change process, with
    regular updates and input roles in the planning
    process
  • Developed facilitated scenario planning (with
    employees and Library Board)
  • Extensive outreach to key external constituencies
    (patrons, elected officials, media), again
    involving employees
  • What services are most critical and beneficial
  • Leverage the fresh perspective and public
    policy experience of new library director
  • Internally ? significant visibility, empathy,
    demonstrated ability
  • Externally ? key spokesperson

19
Case Study 3 Operational Efficiency
  • Goals ( metrics)
  • Decrease production costs (productivity,
    profitability)
  • Improve quality and safety (customer sat, safety)
  • Be a Top 5 player (market position)
  • Key Engagement Factors
  • Food and beverage industry
  • Top 10 player, competing against industry
    heavyweights
  • Industry being globalized and consolidated
  • Opportunity to improve efficiency, thereby making
    company stronger
  • Ongoing focus of continuous improvement

Communication Effectiveness of Supervisor
Attitude Toward Job, Company
Teamwork Collaboration
Reward Recognition
20
Case Study 3 Operational Efficiency
  • Communication Strategies
  • Messaging to be simple, relevant and redundant
  • Build the burning platform and avoid program
    of the month language
  • Reach (access and understanding) everyone in the
    organization
  • Develop influencing and teaching skills of key
    implementers and enablers
  • To build process change, theres need to drive
    behavior change
  • Transfer lessons learned and success stories
  • Build on culture of relationships and recognition
  • Openly discuss setbacks celebrate early wins
  • Focus on pride and respect of workforce in
    contributing to significant organizational effort

21
Summary
  • Strengthen the value of employees (more first!)
  • Discover (and act on) the prevalence of
    communication opportunities
  • Focus on outcomes (not outputs!)
  • Make consistency more important than volume
  • Be genuine real
  • Courageously advocate for discomfort regarding
    communication

The basic problem with communication is the
illusion its completed.- George Bernard Shaw
22
Suggested Readings
  • The Leadership Solution (Jim Shaffer)
  • Absolute Honesty (Larry Johnson, Bob Phillips)
  • Execution (Larry Bossidy and Ram Charan)
  • Fish! (Stephen Lundin, Harry Paul, John
    Christensen)
  • Amusing Ourselves to Death (Neil Postman)
  • Youre In Charge Now What? (Thomas Neff, James
    Citrin)

23
Questions?
  • Thank you!
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