Transcript PRESENTATION NAME

Employee Engagement:
Why all the fuss?
Tom Coffey, M.S., SPHR, CBM, CPLP
Effective Performance Solutions, LLC
The importance of employee
engagement
“There is something that is greater than
anybody...and that’s everybody.”
- Capt. Eddie Rickenbacker
The importance of employee
engagement
• 71% of the U.S. workforce is either “not
engaged” or “actively disengaged”
• Actively disengaged employees – the least
productive – cost the American economy up
to $350 billion per year in lost productivity
• Highly engaged workers believe they can
and do contribute more directly to business
results than do less engaged employees
Source: Gallup
The importance of employee
engagement
• In average organizations, the ratio of
engaged to actively disengaged
employees is 1.83:1.
• In world-class organizations, the
ratio of engaged to actively
disengaged employees is 9.57:1.
Source: Gallup
The importance of employee
engagement
Source: Gallup
The importance of employee
engagement
• 84% of highly engaged employees believe they can
positively impact the quality of their company’s
products, compared with 31% of the disengaged
• 72% of the highly engaged believe they can
positively affect customer service, versus 27% of
the engaged
• 68% of the highly engaged believe they can
positively impact costs in their job or unit, versus
19% of the disengaged
Source: Towers Perrin
Employee engagement vs. employee
satisfaction
• The normal response to employee
engagement issues has been to focus on
increased job satisfaction
• The rationale was that a satisfied employee
is a productive employee
• Research indicates that in actuality, a
productive employee is a satisfied
employee
Employee engagement vs. employee
satisfaction
• Motivation Theory reminds us that in
order to remain motivated, engaged,
empowered...
• We must be able to...
See the chips fly
Employee engagement vs. employee
satisfaction
• Thirty years of industry research indicates
that employees who apply their talents and
abilities to enhance the organization, make
a significant impact on key business results
• The outcome is a more engaged employee,
which results in a higher contributing and
more satisfied employee
Source: Client Skills
Improved Business Outcomes
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•
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Increased productivity (34%)
Increased discretionary behavior (28%)
Great place to work status (27%)
Increased profitability (27%)
Reduced absenteeism (25%)
(1,000-plus corporate surveys)
Source: Melcrum Publishing
Actions to Promote Engagement
• Improve the quality of organizational
leadership
• Create opportunities for OJL and
development
• Empower employees with decisionmaking opportunities
• Improve the people management skills
of immediate supervisors
Source: Melcrum Publishing
The effects of culture
• According to Schein (1999), culture is
the sum total of all the shared, takenfor granted assumptions that a group
has learned throughout its history
• Culture is linked to the mission,
strategy and goals of the organization
• As culture evolves slowly over time, it
is difficult to change
Source: Edgar Schein
The effects of culture
• Having a high-performing business
culture is a competitive advantage
today
• The locus of culture is at the local
level, where individuals work
together every day
Source: Gallup
Working within the
“circle of influence”
• We must focus on those things that
we have some control over (circle of
influence)
Influence
Circle of concern
Working within the
“circle of influence”
• Regardless of the culture or top
leadership’s strategies, employee
engagement can begin within the
individual supervisor’s circle of
influence
Circle of
influence
Bottom line:
“Organizational citizenship”
• When human needs are met, the
positive emotions that result
encourage employees to look beyond
the work to care about the overall
welfare of the business.
Bottom line:
“Engaged Customers”
• It is difficult to create passionate,
engaged customers without
passionate, engaged employees
• This concept is displayed in many of
these organizations (Best Places to
Work)
Source: Great Place to Work Institute
The Leader’s Role
• Everything rises and falls on leadership –
John Maxwell
• Nearly all companies on the list of The
Best Places to Work have proactive
leaders at top levels of the organization
• However, we have learned that
engagement actually happens
in individual work groups
Influence
The Leader, SI, and Neuroscience
• Social Intelligence, is a set of
interpersonal competencies built on
specific neural circuits (and related
endocrine systems) that inspire others
to be effective.
Source: Goleman & Boyatzis, 2008
The Leader, SI, and Neuroscience
• S I is based on research involving the
interactions of the three neurons:
mirror neurons, spindle cells and
oscillators
“Mirror neurons” form a kind of
biological map of the observed
world, literally imprinting others’
behaviours in our brains.”
Source: Freedman, 2007
The Leader, SI, and Neuroscience
• S l accentuates the importance of all
leaders’ role in modeling behaviors
that are expressed and valued by the
organization
• The leaders’ behaviors will be reflected
and reciprocated by the subordinates,
especially if accountability is required
to align with the core values
Video
• Employee engagement has several
associated « spin off » results,
including innovation, collaboration,
teamwork, empowerment
• The focus of the video is innovation,
but look for these other elements as
you watch, especially the roles of the
leaders
So, Now What?
Make an Action Plan
Thank You for your time and
attention
www.effectiveperformancesolutions.com
[email protected]