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Copyright © 2015-2016 Equilibria

Managing the Cost of Disengagement

Nicole Lipkin, Psy.D., MBA

CEO, Equilibria Leadership Consulting

Author: What Keeps Leaders Up At Night & Y In The Workplace

Sponsored by:


What Is Engagement?

2


It’s not happiness or satisfaction, it’s

EMOTIONAL COMMITMENT


•

Stage 1: Basic Needs

I know

what is

expected of

me at work.

Engagement Factors

3


•

Stage 1: Basic Needs

I have the

materials

and

equipment I

need to do

my job right

Engagement Factors


•

Stage 2: Individual Contributions

At work, I

have the

opportunity

to do what I

do best

every day.

Engagement Factors

4


•


In the last 7

days, I have

received

recognition /

praise for

doing good

work.

Engagement Factors


•


My

supervisor or

somebody at

work seems

to care about

me as a

person.

Engagement Factors

5


•


There is

someone at

work who

encourages

my

development

Engagement Factors


•

Stage 3: Belonging

At work, my

opinion

seems to

count.

Engagement Factors

6


•

Stage 3: Belonging

The mission

or purpose

of the

company

makes me

feel my job is

important.

Engagement Factors


•

Stage 3: Belonging

My

associates

are

committed to

doing quality

work.

Engagement Factors

7


•

Stage 3: Belonging

I have a best

friend at

work.

Engagement Factors


•

Stage 4: Growth

In the last 6

months,

someone

has talked

with me

about my

progress.

Engagement Factors

8


•

Stage 4: Growth

This last

year, I have

had

opportunities

to learn and

grow.

Engagement Factors


Engaged Employees =

Better Performance Outcomes

Service Levels (productivity, performance & quality)

Customer retention and satisfaction

Retention rates

Workplace safety

Profit

Shareholder returns

9



WHEN ORGANIZATIONS SUCCESSFULLY ENGAGE THEIR

CUSTOMERS AND THEIR EMPLOYEES, THEY EXPERIENCE A

240%BOOST IN PERFORMANCE-RELATED BUSINESS OUTCOMES

COMPARED WITH AN ORGANIZATION WITH NEITHER ENGAGED

EMPLOYEES NOR ENGAGED CUSTOMERS.

Source: Gallup, State of the American Workplace Report, 2013

10


Top

engagement

companies

outperform

by 147% earnings per

share

90% better

growth

trends than

their

competition

Copyright © 2015-2016 Equilibria Source: Gallup, State of the American Workplace Report, 2013

18 percent

actively disengaged52 percent

not engaged30 percent

engaged

11



12

Copyright © 2015-2016 Equilibria Source: Gallup, State of the American Workplace Report, 2013


Active disengagement

costs

$450-550 B.annually in lost

productivity

13


Active Disengagement

Theft

Emotional Contagion

Absenteeism

Poor Performance

Customer Disengagement


Job Hopping and Costs•

14


What Causes Disengagement?


Psychological Contract

15



• Violations of trust

• Lack of honesty and integrity

• Ethical/legal violations

• Broken promises

• Intrusion on personal time

• Ill-defined job expectations

• Difficult workplace environments

• Drastically altering the deal

16



Emotional Contagion

17


Impact on Customers


What To Do About It?

18


Deloitte’s Global Human Capital

Trends Report, 2014Five elements which drive highly engaged workforces:

• The work itself

• The management environment

• The flexibility and inclusion of the workplace

• People’s ability to learn and grow

• Trust and meaning from leadership

Source: Deloittte, Global Human Capital Trends Report,

2014


What The Most Engaged Organizations Do

Clear Vision

Strong Leadership Philosophy and Leadership Tone

Management Accountability and Performance (No

Tolerance Rule)

Strong Communication

Message of Engagement as part of People Strategy

Development and Ongoing Learning Opportunities

Leader and Manager Development Programs

Tailored Engagement

Ownership and Self-Accountability

Strong & Tailored Reward and Recognition

19



20


Social

Connection

Leadership

Excellence

Aligned

Culture

Meaningful

Life

SLAM!


Questions? Comments?

@DrNicoleLipkin

www.linkedin.com/in/nicolelipkin

21

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