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Using Correlation Analysis, Engagement Teams and Creative Spaces
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Reach Peak Performance through Employee Engagement
Correlation Analysis, Engagement Teams and “Creative Spaces™”
Organizations themselves need to break the gridlock of an existing culture cycle and re-energize the people to move forward with
positive change
2
Moving Forward for Positive ChangeQ: “Overall, I feel xxx has undergone a positive change that has improved my work
conditions”
3
Response:“A GREAT DEAL”
N=233
Moving Forward for Positive ChangeQ: “Overall, I feel xxx has undergone a positive change that has improved my work
conditions”
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Response:“NOT REALLY”
N=418
3 Principles of Positive Change
1. Engagement2. Alignment 3. Implementation
Correlation Analysis and “Creative Spaces™”
Intertwining Engagement and Alignment?
1. People’s engagement drivers
2. Align people to the business drivers
3. Implemented by managers and by leadership
Positive change
1
3
2
Conference Board Research
Line of SightInspiring Vision
Goal ClarityTask Relevance
Access to InformationPerformance Indicators
Nature of WorkUnderstanding of passions
Sense of AutonomyDecision Making Authority
Sense of SecurityChallenging Work
DevelopmentSpecific Job Knowledge
Ongoing Performance FeedbackRecognition of CapabilityInput into Individual Plan
Defined Career Path
CareerOpportunities
Opportunity for PromotionPerformance/Compensation
AlignmentTools and Resources
Effective On-Boarding
Trustand Integrity
Values/Behavior AlignmentConsistent Communication
Sense of EmpathyOpenness to FeedbackStrong Follow-Through
Co WorkersMutual Trust
Open, Candid CommunicationSupport & Encouragement
Energetic Positive EnvironmentTeamwork & Collaboration
Pride in theOrganization
Organizational SuccessEffective Leadership
Efficient ManagementCommunity Involvement
Relationship withLeaderInspiration
Clear CommunicationCommitment to Diversity
Adaptable to ChangeResourceful
Predominant Engagement Drivers(& What’s Measured)
Emotional Drivers
Rational Drivers
Emotional Drivers have a 4X Impact on Discretionary Work over Rational Drivers
Why Engagement? The Bottom line
Growth/Competitiveness
The growth rate of organizations with engagement scores in the top quartile was 2.6 times greater than organizations with below average scores.
Gallup
8
ProductivityEngaged people are consistently more productive, profitable, safer, healthier, and 87% less likely to leave their employer.
Corporate Leadership Council & Fleming & Apslund
Why Engagement? The Bottom line
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What is Alignment?Everything is interconnected
“Alignment is the interconnection of the critical elements of business drivers: Strategy, People, Customer and People (Engagement) , operating with a positive culture and strong leadership”
Power of Alignment, Wiley 1997, Dr. George Labovitz,
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Alignment is The Bottom line
Aligned organizations outperform misaligned organization by every metric
measure
*Harvard Business School Research
Integrated Model
Surveying Diagnosis Analysis Implementing
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4 Steps to Extraordinary Performance
Implementation
1. Senior Executive-Top Down
2. Engagement Team Training-Bottom up– Data Analysis
• Correlation Analysis• Culture Wheel• Action Taking Analysis
– Internal Coaching/Mentoring– “Creative Spaces™”
