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Driving right strategy for engaging employees
Presenter: Manish Arneja Global – Organisational Development Manager, FONTERRA
MANISH ARNEJA Global Organisational Development Manager, FONTERRA
How Gallup defines Engagement?
A positive, fulfilling, work-related state of mind characterized by:
vigour, dedication, and absorption
When employees have that heightened emotional connection with the organisation, it Influences you to exert greater discretionary effort & commitment to your work
Source: Gallup Inc
• 70% in US feel Disengaged out of which 18% are actively disengaged
• 84% disengaged Globally [Global Study in 2010 with 120 countries]
This should would have created a workplace overhaul?
The answer is NO
And what is the data on engagement telling us..
Source: Gallup Inc, Gallup Poll, 2010-2015
Her
e co
mes
th
e Pa
rad
ox…
..
We are doing a lot !!
• 55% of Global Companies have formal “Employee Engagement” Programs
Source: DecisionWise; State of Employee Engagement Report-2016
• Type of Engagement initiatives used in the last 3 years
Source: DecisionWise; State of Employee Engagement Report-2016
Only 27% of the companies
believe that their programs to improve employee engagement have produced
the ROI they hoped for!
An
d w
hen
co
me
to r
esu
lts.
.
Focus on external Survey
Integration is missing on day-to
day activities
Psychological needs being not
addressed Ownership
1 2 3 4
The main areas where we are disconnected:
Q12. Challenge me - This last year, I have had the opportunities at work to learn and grow.
Q11. Help me review my contributions - In the last six months, someone at work has talked to me
about my progress.
Q10. Help me build mutual trust - I have a best friend at work.
Q09. Help me feel proud - My associates or fellow employees are committed to quality work.
Q08. Help me see my importance - The mission or purpose of my company makes me feel my job is
important.
Q07. Hear me - At work, my opinions seem to count.
Q06. Help me grow - There is someone at work who encourages my development.
Q05. Care about me - My supervisor or someone at work, seems to care about me as a person.
Q04. Help me see my value - In the last seven days, I have received recognition or praise for doing
good work.
Q03. Know me - At work, I have the opportunity to do what I do best every day.
Q02. Equip me - I have the materials and equipment I need to do my work right.
Q01. Focus me - I know what is expected of me at work. Rational Satisfaction
According to Gallup: Q12® – defines the needs and measures it Growth
Teamwork
Manager Support/Individual
Contribution
Basic Needs
Source : Gallup Inc
Sense of Control
Connectedness
Growth and Mastery
Feeling Valued
Meaning & Purpose
CONTEXT / ENVIRONMENT
CONTEXT / ENVIRONMENT
Considered Engagement not diagnostic
Isolated Ownership
Once a year, job done
What gets measured, gets changed
Visibility of “Soft Tangible” with “Hard”
Feedback & conversation -not just survey
Employee Engagement Surveys
What happening now? Where the impact is being missed?
No engagement works when there is clutter
STORY OF
MIND
CLUTTER
NO SPACE TO TRUST
REINFORCING LOOP
DEFAULT FUTURE
I QUIT JUST GET ON
Conversations > Declutter > Relationships
> Engagement
McKinsey OHI Health Gallup Q12 Engagement
What are we doing at Fonterra in relation to data?
Measuring the context of “Health” as well as the drivers of engagement –
through partnership with Gallup and McKinsey
INDIVIDUAL
TEAMS
BUSINESS
UNIT
Talent Potential
Performance Ratings
360 Feedback
Leadership Capabilities
Q12 Reports for team managers
Driving High Performance within All Teams with High
performance Team Framework
Create conversations and accountability within “micro units”
Measures to support drive people priorities strategically
Align with the “HARD” Performance Measures
Aligned with – Business Cycle
MySay Statistics
Mic
ro -
In
div
idu
als
M
ac
ro -
Org
an
isa
tio
n
And how we are positioning the “inputs” of the annual survey
And creating opportunities – for regular conversations/ feedback
Organisation
Team
Individual MANAGER with TEAM MEMBERS
• Performance Management is not annual Process but regular conversations
• Manager connect with team to understand / needs of team E.g. Questions – What Q12 items has most impact on you ? Why is it so important? What can I do to support you?
ALL TEAMS
• Linking of the Gallup Data to high performance team • Roll out of “High Performance Team” framework throughout Fonterra • Enabling supportive environment for mangers to have regular team
feedback
THROUGHOUT FONTERRA
• Business Unit - sessions • Pulse Check by Business Unit leadership teams • Fonterra Live- using our internal Social Network conversation Platform
Key levers that I think we need to focus on
NEEDS MANAGERS CONTEXT
A. What are we trying to solve?
•Managers can explain at least 70% of the variance in employee
engagement.
•Employees who strongly agree that their manager focuses on
strengths are 67% more likely to stay longer and are more engaged.
B . What we know about managers?
Good thing is – the engagement/feedback data gives all the information about managers
What can we do for managers?
Targeted Learning / Intervention
Recognition
Performance & Tracking
Learning Programmes
Target interventions – of Learning, Coaching, High Performance Team
• Team Engagement - role as important as other matrices. Performance Goals are aligned.
• Behaviours (e.g. Giver/ Taker ; Strengths Focus) • Education on Employee needs • Feedback
• Acknowledge who are doing best • Share best practices
And constant conversations with team members to de-clutter OR align
C. Shape the context where engagement happens
COMPLIANCE
CONTROL
CONTRACT
CONSTRAINT
SENSE OF CONTROL
PURPOSE
STRETCH
SUPPORT
Limiting Environment Enabling Environment
Aligned with the needs of our employees
