Engaging employees

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  • 1. Engaging Employees Impacting Employees to Stay, Perform, Influence and RecommendKelly Groehler, APR

2. Whos Line Is It Anyway? 2If 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.com3 4. Learning Objectives 4Strengthen 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 costsPerformance-based environments and systems (e.g. compensation)Increasingly intense competition Products & services Talent Investment capitalBattered institutional trust, credibility and reputation Ultra access to information (or misinformation) 5Everybody 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. 2. 3. 4. 5. 6. 7. 8. 9. 10.6Inadequate information-sharing Poor/conflicting measurement Inconsistent operating goals Organizational culture Resistance to change - lack of trust Poor alliance management practices Lack of supply chain vision/understanding Lack of managerial commitment Constrained resources No employee passion/empowerment Achieving World-Class Supply Chain Alignment Center for Advanced Purchasing Studies 7. Effective Communication Builds Engagement, Achieves Outcomes INFORM & EDUCATEAwareness AwarenessUnderstanding UnderstandingBELIEVE & DOAcceptance AcceptanceEngagement EngagementEngaged employees significantly more likely to achieve desired outcomes 7 8. Why Engagement Matters!38% higher customer satisfaction 22% higher productivity 27% higher profitsAttitudes of U.S. Workforce 100 million employeesEngaged Employees Main Source of Profit IncreaseCost of Retaining Actively Disengaged = $300 billion55%26%ENGAGED19% "FENCE SITTERS"ACTIVELY DISENGAGEDSource: Gallup Organization8 9. Effective Communication Builds Engagement, Achieves OutcomesPerform StayEngagement Influence Recommend9 10. Communication Framework to Drive Employee Engagement Performance effectiveness is maximized when all five information needs are successfully communicatedHOW CAN I CONTRIBUTE/HELP? Engagement Actions ResultsSource: Roger DAprixOrganizationalIndividual10WHERE ARE WE GOING? Strategic direction Local BU/group Company WHATS MY JOB? Job clarity (across roles/units/groups) Aligned objectives Skills developmentHOW ARE WE DOING? Financial results Market results Operational resultsHOW AM I DOING? Skills assessment Performance reviewDOES ANYBODY CARE? Reward & recognition Total compensation Career development Affiliation/loyalty Satisfaction 11. Engagement Factors Impacted by Communication EffectivenessEffectiveness of Supervisor Open, two-way Communication Integrity/ TrustCommunication PriorityUnderstanding Business Strategy Attitude Toward Job, CompanyTeamwork & CollaborationCommitment// Personal Action Reward & RecognitionSource: Padilla Speer Beardsley11 12. Key Performance Metrics Driven by an Engaged Workforce Stay 12Retention Affiliation Recruiting Internal job movements Performance ratings Employee satisfactionPerform Growth Profitability Productivity Service levels Quality Speed Innovation Customer satisfactionInfluence Organization achievement and momentum Growth Profitability Productivity Service levels Quality Speed Innovation Customer satisfactionRecommend Prospective customers and partners Prospective employees Prospective investors Public opinion 13. Effective Communication and Engaged Employees Accelerate Adoption34.0%34.0%16.0%13.5%2.5% InnovatorEarly AdopterEarly MajorityLate MajorityLaggardSource: Everett Rodgers13 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 Efficiency14 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) Financial services industry Specialized segmentTop 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 Key Engagement Factors: Understanding Business Strategy Attitude Toward Job, Company15Empowerment/ Line of Sight 16. Case Study #1: Culture Change Communication Strategies: Assess employee engagement factors on regular basis Ongoing counsel with senior leadership Determine degree of internal and external change, both in business operations and culture Identify and execute their leadership communication rolesDialogue-based teaching with employees and customers 16Work with leadership development group participants to analyze and build roadmap Correlate (systemic) with customer satisfaction dataNew 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/retention) Municipal service New $100 million-plus central library Improve efficiencies and cost-savings Approved by voter referendum in 2000Recommended branch closings, subject to approval vote Driven by loss of state-funded revenueSave our library vs. Save our library system New director with public policy background, no library background Key Engagement Factors: Organizational Trust Communication Priority17Understanding 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 Extensive outreach to key external constituencies (patrons, elected officials, media), again involving employees What services are most critical and beneficialLeverage the fresh perspective and public policy experience of new library director 18Developed facilitated scenario planning (with employees and Library Board)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) 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 Key Engagement Factors: Communication Effectiveness of Supervisor Attitude Toward Job, CompanyTeamwork & Collaboration Reward & Recognition19 20. Case Study #3: Operational Efficiency Communication Strategies: Messaging to be simple, relevant and redundant 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 storiesBuild on culture of relationships and recognition 20Build the burning platform and avoid program of the month language Reach (access and understanding) everyone in the organizationOpenly 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 communicationThe basic problem with communication is the illusion its completed.- George Bernard Shaw 21 22. Suggested Readings 22The 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!23