delivering worksite wellness programs that empower healthy lifestyles A presentation for: SBANE Members June 5, 2012 Driving Performance with Engaged Employees
1. delivering worksite wellness programs that empower healthy
lifestylesDriving Performance with Engaged EmployeesA presentation
for:SBANE MembersJune 5, 2012
2. Agenda What is engagement? Why does engagement matter? What
is the state of engagement in general? What drives engagement? How
do I assess engagement in my company? Where do I start to improve
engagement?2
3. Introduction Eighty percent of success inlife is showing up
Woody Allen 3
4. What is Engagement?4
5. What is Engagement? A positive, enthusiastic and effective
connection with work thatmotivates an employee to invest in getting
the job done, not just wellbut with excellence because the work
energizes the person.Sloan Center on Aging & Work, BC Personal
engagement is defined by feelings of urgency, focus,enthusiasm and
intensity. It is the energized feeling that an employeehas about
work. SHRM 2011 Employee Job Satisfaction and Engagement Survey
Research shows that engaged employees are more productiveemployees.
They are more profitable, more customer-focused, safer,and more
likely to withstand temptations to leave the organization. Inthe
best organizations, employee engagement transcends a humanresources
initiative. it is the way to do business.Employee Engagement Whats
your Engagement Ratio Gallup Consulting 5
6. Engaged EmployeesThree Types of Employees ENGAGED employees
work with passion and feel a 1 profound connection to their
company. They drive innovation and move the organization forward.
NOT-ENGAGED employees are essentially checked out. Theyre
sleepwalking through their work day, 2 putting time but not energy
or passion into their workACTIVELY DISENGAGED employees arent
justunhappy at work; theyre busy acting out their 3unhappiness.
Every day, those workers undermine whattheir engaged coworkers
accomplish. Source: Gallup Management Journal; At Work, Feeling
Good Matters by Jerry Krueger and Emily Killham 6
7. What is Engagement? Engagement Opinions - The feel of
employee engagement Employees are determined to accomplish their
work goals AND confident that they could meet those goals34%
strongly agree 49% agree83% TOTAL Engagement Behaviors - The look
of employee engagement Employees are encouraged to be proactive and
take action when they see a problem or opportunity 19% strongly
agree41% agree 60% TOTAL The conditions of employee engagement
Employees need the capacity to engage, reasons to engage and the
feeling that they are free to engage.Source: SHRM 2011 Employee Job
Satisfaction and Engagement Survey. 7
8. Maslows Hierarchy 8
9. Employee Hierarchy of Needs Career SuccessTraining and
Development Recognition Health/Welfare Benefits CompensationJob
Security9
10. Engagement is Unlocking Potential 10
11. Why does Engagement Matter? Highly engaged workers tend to
have a 26% higherproductivity rate, a lower turnover rate, and miss
20% fewerwork days. A survey of 400 companies by Hay Associates
showed thatthose in the top quartile on engagement had 2.5 times
therevenue of comparison companies. According to Gallup, more than
two-thirds of Americanworkers are disengaged in their workplaces.
As of Q3 2005,actively disengaged employees cost the US economy
about$370B in lost productivity per year. 11
12. Cost of Disengagement Decreased productivity costs of $3.4
- $10K per disengagedemployee (Gallup Research) More sick days and
tardiness Missed deadlines and poor sales results Customer
complaints Cynicism, negativity, and cant do versus can do
attitudeSource: June, 2011 PeopleMetrics12
13. Current State of Engagement According to Gallup, more than
two-thirds of American workersare disengaged in their workplaces.
Gallup Engagement Ratio: a macro-level indicator oforganizational
health World class organizations: 9.57 engaged:1 actively
disengaged employee Average organizations: 1.83 engaged:1 actively
disengaged employee Cost of a disengaged employee estimated at $16K
peremployee lost productivity + absenteeism + customer
dissatisfaction + product quality/rework 13
14. Current State of Engagement SHRM 2011 survey responses: 99%
of HR leaders said engagement is a key issue to but nonstrategic
engagement and recognition programs continue to pervade companies
Employee engagement is the most critical HR challenge in the next
three to five years, with 99% of HR professionals listing it as
important or very important 86% of HR leaders track engagement 71%
monitor in exit interviews Cost of turnover missed opportunity to
understand what ittakes to engage employees Rule of thumb cost 3x
as much to replace an employee as it does to keep themSource: 2011
SHRM/Globoforce Employee Recognition Tracker Survey 14
15. Case Examples Diamond Antenna sense of purpose Design and
manufacture rotary components Asked sales to identify end use of
product with 3 questions Used variety of visuals to generate
interest & enthusiasm Rapid7 impact of culture on success
Leading provider of security risk intelligence solutions Over 900%
increase in revenue over last 4 years Employee passion, drive,
commitment and knowledge are key Work hard and play hard
celebrating success is companys DNA15
16. Drivers of Engagement16
17. What Drives Engagement?BENEFITS OF ENGAGEMENTBENEFITS OF
ENGAGEMENTFOR EMPLOYEES FOR EMPLOYERSEngaged employees report lower
Engaged employees use less healthstress.care.Engaged employees
report higherEngaged employees take fewer sickjob
satisfaction.days.Engaged employees indicate moreEngaged employees
are moresatisfaction with personal lives,productive.overall.
Engaged employees have longer tenure. Engaged employees create
stronger customer relationships.Engaging the 21st Century
Multi-Generational Workforce Findings from the Age &
Generations Study 17
18. Drivers of EngagementSource: Sloan Center on Aging &
Work, BC Engaging the 21st Century Multi-Generational Workforce
18
19. Drivers of EngagementSource: Sloan Center on Aging &
Work, BC Engaging the 21st Century Multi-Generational Workforce
19
20. Assessing Engagement 20
21. Assessing Engagement at Your Workplace What do we need to
know? What information do we have? How do we get the data we need?
When should we get it? Where does YOUR organization stand? 21
22. One Model Gallups 12 Questions Do you know what is
expected? Do you have materials and equipment to do your best? Do
you have the chance to do your best every day? Were you recognized
or praised in the last 7 days? Does your boss or someone at work
care about you? Does someone at work encourage your development?
22
23. One Model Gallups 12 Questions (continued) Do your opinions
count? Does the companys mission and purpose make you feel yourjob
is important? Are your colleagues committed to doing quality work?
Do you have a best friend at work? Has someone discussed your
progress in the last 6 months? Have you had chances to learn and
grow during the last year? 23
24. Assessing Engagement at Your Workplace Connection Do
managers link engagement to business priorities? Commitment Do
managers at all levels recognize above & beyond? Attitudes Do
employees describe their work as energizing and meaningful? Helps
What promoters of engagement exist? Barriers What has to be
overcome? Audits Employee/job satisfaction survey Done by a third
party provide anonymity and objectivity Management needs to be
willing to take action on the results24
25. Assessing Engagement in Your Organization Utrecht Work
Engagement Scale Sloan study Find out what Work out ways makes
YOURto provide it to employees keep the tick wheels moving.Group
ActivitySource: Sloan Center on Aging & Work, BC Engaging the
21st Century Multi-Generational Workforce 25
26. Where to Start to Impact Engagement 26
27. Where to Start to Impact Engagement Build Engagement into
all your business practices i.e., Recruiting, Retention,
Performance Evaluations Prioritize whats most important Maslows
model satisfy basic employee needs first Segment the strategy and
tactics Use your assessment info A diverse workgroup will need a
variety of engagement factors Examples: Summary of Factors Related
to the Levels of Engagement byAge/Generational Group Total Rewards
Checklist27
28. Total Reward DefinitionsTOTAL
REWARDSDEFINITIONSCOMPONENTPay provided by an employer to an
employee for services rendered (i.e. time, effort, and skill).
IncludesCOMPENSATIONboth fixed and variable pay tied to levels of
performance.Programs an employer uses to supplement the cash
compensation that employees receive. These health,BENEFITSincome
protection, savings and retirement programs provide security for
employees and their families.A specific set of organizational
practices, policies and programs, plus a philosophy, that actively
supportsWORK-LIFE efforts to help employees achieve success at both
work and home.Performance: the alignment of organizational, team
and individual efforts toward the achievement ofbusiness goals and
organizational success. It includes establishing expectations,
skill demonstration,assessment, feedback and continuous
improvement. Recognition: Acknowledges or gives specialattention to
employee actions, efforts, behavior or performance. It meets an
intrinsic psychological needPERFORMANCE & for appreciation of
ones efforts and can support business strategy by reinforcing
certain behaviors (e.g.RECOGNITION extraordinary accomplishments)
that contribute to organizational success. Whether formal or
informal,recognition programs acknowledge employee contributions
immediately after the fact, usually withoutpredetermined goals or
performance levels that the employee is expected to achieve. Awards
can becash or noncash (e.g. verbal recognition, trophies,
certificates, plaques, dinners, tickets, etc.)Development: A set of
learning experiences designed to enhance employees applied skills
andDEVELOPMENT & competencies. Development engages employees to
perform better and engages leaders to advance theirorganizations
people strategies. Career Opportunities: Involve the plan for
employees to advance theirCAREERcareer goals. May include
advancement into a more responsible position in an organization.
TheOPPORTUNITIES company supports career opportunities internally
so that talented employees are deployed in positions thatenable
them to deliver their greatest value to the organization.Source:
WorldatWork28
29. 29
30. Tactics to ImproveEngagement 30
31. Tactics Promote Positive Culture Thinner Winner Live Well
cookbook Foosball or ping pong table Healthy office parties Walking
meetings Gym subsidies Recognition thank you, money/gift cards,
senior managers,peersLet them know you care!31
32. Tactics Effective LeadershipKnow them. Grow them. Inspire
them.Involve them. Reward them.Source: Towers Watson Viewpoints.
Employee Well-Being: Taking Engagement and 32Performance to the
Next Level. D. Fairhurst, J. OConnor. 2010
33. Tactics Communicate A Sense of Purpose Stay focused on your
purposeThe business and your job, and how you make a
difference.33
34. Tactics Compensation and Performance Provide internally
fair and competitive base pay Benchmark to know where you are
Consider what you can afford Communicate the basics about how pay
decisions are made Tell employees where they stand with a strong
performancemanagement program Set SMART* goals at the start of the
year Provide ongoing feedback Use a consistent, easy-to-complete
form with clear rating definitions Deliver timely annual reviews
Make it count tie rewards to performance*Specific, Measurable,
Achievable, Relevant and Time bound34
35. Build on the Foundation Develop your leaders and employees
Communicate the total investment you make to employees Offer a
simple, company-sponsored recognition program Build a culture of
success, team spirit and celebration35
36. Well-being Drives Engagement 36
37. What is Well-being? The well being is not necessarily the
strong, the brave, the successful, the young, the whole, or even
the illness-free being. A person can be living a process of
wellness and yet be physically handicapped; aged; scared in the
face of challenge; in pain; imperfect. No matter what your current
state of health, you can begin to appreciate yourself as a growing,
changing person and allow yourself to move toward a happier life
and positive health.Source: Wellness Workbook: How to
AchieveEnduring Health and Vitality, 3rd Edition, John W.Travis,
M.D., and Regina Sara Ryan37
38. Relative value of health to the organization27% 41%22%10%
Lost productivity: job performance Lost productivity: absence All
medical costsWage replacementSource: Integrated Benefits Institute
38
39. Causes of presenteeism Health-related issues Allergies
Arthritis Asthma Any cancer Depression/sadness/mental illness
Diabetes Heart disease Hypertension Migraine/headache Respiratory
infections 39
40. Why are employees disengaged?40
41. Causes of presenteeism Non-health-related issues
Distractions Financial troubles or credit stress Child/eldercare
Divorce/family problems Employer/employee conflict Workplace
conditions Temperature, lighting, air quality,
communications41
42. Whats the issue? Unhealthy lifestyle choices Smoking Lack
of seat belt use Inadequate sleep OTC medication abuse Excessive
caffeine use Little physical activity Lack of periodic screenings
High saturated fat diets 42
43. Engagement and Well Being Engagement in the absence
Engagement with well-being of well-being can lead to a enables
sustained employee burned-out workforceperformance Low
Well-BeingHigh Well-BeingHigh Unstable EngagementSustainable
EngagementEngagementLow Engagement Chronic Disengagement Complacent
Disengagement Source: Towers Watson Viewpoints. Employee
Well-Being: Taking Engagement and Performance to the Next Level. D.
Fairhurst, J. OConnor. 201043
44. Drivers of Well-Being Leader/Manager Effectiveness
Immediate Management Senior Leadership Positive Working
Relationships Competence and Environmental Mastery Sense of Purpose
Personal Growth and Aspiration Rewards, Performance and Security
44
45. Wrap Up What is engagement? Why does engagement matter?
What is the state of engagement in general? What drives engagement?
How do I assess engagement in my company? Where do I start to
improve engagement?45
46. Contact Information Erika ChinExecutive DirectorChin
Compensation & [email protected]
Karyn White, PHRHuman Resources DirectorDiamond Antenna and
Microwave [email protected] Mari Ryan,
MBA, MHP,
[email protected]