Usp Employee Engagement For Outstanding Performance

USP Business Development

Employee Engagementfor

Outstanding Business Performance


Contents

• Why Engagement Matters – Financial Impacts– Headlines– Rank Your Organisation

• Gallup Findings– World Class Organisations – v - Average Organisations– What this means to business

• Disengagement – Indicators

• 11+ Leading Causes of Disengagement

• Measuring Engagement – Employees

• Measuring Engagement – Organisations

• Process of Engagement to Improve Performance

• Leading a Culture of Excellence

• Terms & References


Engagement & Financial Sense

EPS

Growth Performance

Productivity

Profitability

Business Value

Between 2004-08 companies who were voted

Best Companies to Work For

increased their turnover by 94% and profits by 315%Engaging for Success – MacLeod Review 2010


Headlines

Disengaged workers cost UK Business £44bn in lost productivity – Institute for Employment Studies (IES)

Sickness absence costs UK business £13.4bn per annum Confederation of British Industry (CBI – 2006)

Businesses seeking to innovate will not succeed without engaged employees

Engaged employees generate 43% more revenue Hay Group

Three quarters of engaged employees believe they can impact Costs, Quality & Customer Service – only one quarter of the disengaged believe they can – Towers Perrin (2006)

Engagement improves: Profit margins/ Productivity/ Customer satisfaction/ Safety records/ Attendance ratesGallup/ MacLeod Review/ UKCES (2010)


PEOPLEPEOPLE ORGANISATIONORGANISATION

JUST GOOD ENOUGH MEDIOCRE

LACKLUSTRE STAGNANT

FAILINGINERT

MOTIVATED / EXCITED

ENTHUSIASTIC / THRIVING

ASPIRATIONAL

HIGH FLYING

ENGAGEMENT

PERFORMANCE

CULTURELEADERSHIP

VALUES

BUY-INCOMMITMENT

EFFORT

Rank Your Organisation


67%

33%

49%

18%

26%

7%

World Class Organisations Average Organisations

Engaged

Disengaged

Actively Disengaged

Gallup Employee Engagement Survey 2010

30 years experience of conducting employee surveys and measuring against critical indicators of business performance


Engagement and Performance Impacts

HIGH

HIG

HLO

W

LOW

EN

GA

GE

ME

NT

PERFORMANCE

HIGH PRODUCTIVITY

HIGH PROFITABILITY

HIGH EPS

LOW ABSENTEEISM

CUSTOMER SATISFACTION

HIGH QUALITY

LOW WASTAGE

LOW SHRINKAGE

LOW PRODUCTIVITY

LOW PROFITABILITY

LOW EPS

HIGH ABSENTEEISM

CUSTOMER DISSATISFACTION

LOW QUALITY

HIGH WASTAGE

HIGH SHRINKAGE

WORLD CLASS ORGANISATIONS ACHIEVE SIGNIFICANTLY HIGHER PERFORMANCE

AVERAGE ORGANISATIONS ACHIEVE LOWER FINANCIAL REWARDS AND FACE HIGHER COSTS


Indicators of Low Performance /Disengagement

ORGANISATION

• High or increasing levels of shrinkage/ wastage

• Low or decreasing productivity/ profitability

• Quality defects or high levels of returned goods

• Customer service/ satisfaction issues

• Late/ missed deliveries/ deadlines

• Turnover stalling / reducing

• Lack of investment/ lack of resources

ORGANISATION

• High or increasing levels of shrinkage/ wastage

• Low or decreasing productivity/ profitability

• Quality defects or high levels of returned goods

• Customer service/ satisfaction issues

• Late/ missed deliveries/ deadlines

• Turnover stalling / reducing

• Lack of investment/ lack of resources

PEOPLE

• High staff turnover / recruitment costs

• High levels of industrial tribunals

• High or increasing levels of safety incidents/ accidents

• Incidence of sabotage or employee disruption

• High levels of absenteeism/ sickness/ lateness

• Low/ no staff development/ recognition schemes

• Apathy/ disinterest/ indifference

PEOPLE

• High staff turnover / recruitment costs

• High levels of industrial tribunals

• High or increasing levels of safety incidents/ accidents

• Incidence of sabotage or employee disruption

• High levels of absenteeism/ sickness/ lateness

• Low/ no staff development/ recognition schemes

• Apathy/ disinterest/ indifference


11 Leading Causes of Disengagement

Job Expectations Unmet

Misuse of Talent

Misuse of Talent

Poor Development

Lack of Opportunity

Lack of Recognition

Poor Work/Life Balance

Poor Office Environment

Poor Line Management

Disjointed or Inconsistent Leadership

Inadequate Resources

Job Expectations Unmet Recruitment

Business Change

People/ Equipment/ Information

Underutilisation

Overutilisation

No training/ No feedback

No advancement/ new skills

No appreciation

Mismatch of priorities

Hostilities/ Politics/ Bullying

Inadequate / mismatched style

Out of depth

Incapable/ bypassed

Unsupported

Bored / de-motivated

Exhausted/ stressed

Undervalued

De-motivated/bypassed

Used / undervalued

Stressed/ incapable

Harassed/ threatened

Frustrated/ cynical

Quit or underperform

Make errors/ underperform

Underperform

Do less

Make errors/cause accidents

Underperform


Reduce effort

Make errors/ reduce effort

Underperform/ Make errors


Cause Manifestation Individual impact Outcome


Process of Engagement – Business Resolution

Conduct employee

survey

Analyse strengths & weaknesses

Identify all actions & training required

Communicate results and outcomes

Provide leadership training &

skills development

Monitor & review

business performance

Determine business priorities

and set overall targets

Consult on next steps and resources required

Identify causes & impacts

Provide info & resources

Implement changes – agree tasking targets/

owners/ deadlines

Agree measurements

of success

Monitor & review

leadership performance

Provide support & guidance

Consult on outcomes &

adjust as needed

Benchmark new

practices

Benchmark new

performance

Recognise & reward

achievements

Maintain dialogue on progress & next steps

Re-conduct employee

survey

Compare / contrast and communicate

Identify new priorities/ targets

Making Changes Benchmarking


Work-life balance is fair

Efforts and success are appreciated

Have task discretion

Ideas and initiatives count

Skills/ability recognised and utilised

Feel respected, trusted & valued

Have regular appraisals with joint inputRelevant learning & development is available

Genuine career opportunities

Leadership listens and responds

Open & honest 2way communications

Receive timely business information

Individual contribution fits org targets

Feel a sense of belonging

Understand organisation strategy

Take responsibility for personal outputs

Delegated responsibility and authority to do the job

Have tools & resources to do the job

Individual job satisfaction

Measurable employee perceptions of engagement

Trust in leadership & organisation


‘Can Do’ attitude and enthusiasm

Good attendance / punctuality

Pace & urgency

High internal recruitment

Skilled employee base

Working is efficient & effective

High staff morale High Customer satisfaction

Business is growing / turnover increasing

Increasing EPS and profitability

Increased productivity

Goods delivered on time/ right first time

Low occurrence of safety incidents

High collaborative working / information sharing

High staff retention

High quality outputs/products/services

Investors in People Award / Best Employer Ratings

Low wastage/ shrinkage

Performance Improvements Culture of Excellence

Measurable organisational indicators of engagement


Leading a Culture of Excellence

Develop talent

Inspire effort

Promote learning

Build Collaboration

Innovatecontinually

SetFast Pace

Seek initiative

Provide challenge

Expect the Best

Celebratesuccess

Recognise achievement

Visionaryleaders

World Class Leadership Achieves World Class Results


Why USP?

• We are Specialists in creating High Performance Teams and Individuals

• We inspire, motivate and challenge to deliver Business Goals

• We transform behaviour and attitude to achieve Active Engagement

• We track implementation and benchmark Best Practice

• We measure improvements – so you can monitor ROI

• We achieve 100% Positive Feedback from our delegates

• We build confidence, focus, creativity, innovation, communication, collaboration, leadership, motivation, enthusiasm – and make it stick!

• We create ideas that help you develop your business

• Our clients include Met Police/ Ministry of Defence/ BT PLC/ RBS/ Atkins/ Orange/ Chartered Institute of Insurers/ Trowers & Hamlins


Definitions

Employee Engagement: The discretionary effort that individuals apply to fully utilising their skills

High Performance Working: Describes outstanding performance, by individuals or teams, who greatly exceed general standards

Excellence Culture: Describes an environment that operates at the highest level, driven by a visionary leader who is able to inspire and transform the entire organisation.

Disengagement: Describes employees who are indifferent or emotionally disconnected from their organisations and employers. They achieve minimum standards, have higher levels of absenteeism, lower quality outputs and their performance is poor.

Active Disengagement: Describes employees who deliberately underperform, waste time and resources and produce low quality outputs. They can be disruptive and hostile and affect the working of those around them.


For further information contact: Sue McCauley Director

USP Business Development Limited Tel: 0870 428 2614 Email: [email protected]: www.usp-bd.com

Documents

Usp Employee Engagement For Outstanding Performance