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Engaging Employees Impacting Employees to Stay, Perform, Influence and Recommend Kelly Groehler, APR

Engaging Employees Impacting Employees to Stay, Perform, Influence and Recommend Kelly Groehler, APR

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Engaging Employees

Impacting Employees to Stay, Perform, Influence and

Recommend

Kelly Groehler, APR

                          

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“Who’s Line Is It Anyway?”

“If you are going to treat customers first, you must treat employees more first.”

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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

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Learning Objectives

Strengthen the value of employees

Discover the prevalence of communication opportunities

Understand how effective communication strategies build engagement and achieve outcomes

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Today’s 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

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1. Inadequate information-sharing2. Poor/conflicting measurement3. Inconsistent operating goals4. Organizational culture5. Resistance to change - lack of trust6. Poor alliance management practices7. Lack of supply chain vision/understanding8. Lack of managerial commitment9. Constrained resources10. No employee passion/empowerment

“Achieving World-Class Supply Chain Alignment”Center for Advanced Purchasing Studies

“Top 10 Barriers to Effective Supply Chain Management”

…In Which Communication Opportunities Are Prevalent

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Effective Communication Builds Engagement, Achieves Outcomes

Engaged employees significantlymore likely to achieve desired outcomes

Engaged employees significantlymore likely to achieve desired outcomes

INFORM & EDUCATE BELIEVE & DO

AwarenessAwareness UnderstandingUnderstanding AcceptanceAcceptance EngagementEngagement

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Why Engagement Matters!

38% higher customer satisfaction

22% higher productivity

27% higher profits

26%

55%

19%

ENGAGED "FENCE SITTERS" ACTIVELYDISENGAGED

Engaged EmployeesMain Sourceof Profit Increase

Cost of RetainingActively Disengaged= $300 billion

Attitudes of U.S. Workforce100 million employees

Source: Gallup Organization

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Engagement

Perform

Influence

Recommend

Stay

Effective Communication Builds Engagement, Achieves Outcomes

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Communication Framework to Drive Employee Engagement

•Job clarity (across roles/units/groups)•Aligned objectives•Skills development

HOW AM I DOING?•Skills assessment•Performance review

DOES ANYBODY CARE?•Reward & recognition•Total compensation•Career development•Affiliation/loyalty•Satisfaction

WHAT’S MY JOB?

Individual

WHERE ARE WE GOING?•Strategic direction

•Local•BU/group•Company

HOW ARE WE DOING?•Financial results•Market results•Operational results

Organizational

HOW CAN I CONTRIBUTE/HELP?•Engagement•Actions•Results

Performance effectiveness ismaximized when all five information needs are successfully communicatedSource: Roger D’Aprix

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Engagement Factors Impacted by Communication Effectiveness

UnderstandingBusinessStrategy

Open, two-wayCommunication

Effectiveness ofSupervisor

CommunicationPriority

AttitudeToward

Job, Company

Commitment//Personal Action

Reward &Recognition

Integrity/Trust

Teamwork & Collaboration

Source: Padilla Speer Beardsley

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Key Performance Metrics Driven by an Engaged Workforce

Retention Affiliation Recruiting Internal job

movements Performance

ratings Employee

satisfaction

PerformPerformStayStay InfluenceInfluence RecommendRecommend

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

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2.5%

13.5%

34.0% 34.0%

16.0%

Innovator EarlyAdopter

EarlyMajority

LateMajority

Laggard

Source: Everett Rodgers

Effective Communication and Engaged Employees Accelerate Adoption

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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

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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

BusinessStrategy

AttitudeToward

Job, Company

Empowerment/Line of Sight

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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?

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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)

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 backgroundOrganizational

Trust

CommunicationPriority

Understanding ofBusiness Strategy

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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

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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

AttitudeToward

Job, Company

Teamwork &Collaboration

Reward &Recognition

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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, there’s 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

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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 it’s completed.”- George Bernard Shaw

“The basic problem with communication is the illusion it’s completed.”- George Bernard Shaw

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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) You’re In Charge – Now What? (Thomas Neff, James

Citrin)

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Questions?

Thank you!