Transcript Boosting Employee Morale While Maintaining Superior

Boosting Employee Morale While
Maintaining Superior Customer
Relations
Chris Rossi
$76.9
billion
Market for
Employee
Recognition
*2013 Incentive Federation
Incentive Market Survey
Proliferation of companies/associations
designed to grab a piece of this market.
 Awards and Recognition Association
www.ara.org
o Return on Performance magazine
 Incentive Marketing Association
http://www.incentivemarketing.org/
o Recognition Review magazine
 Recognition Professionals International
http://www.recognition.org/
 Incentive Magazine
http://www.incentivemag.com/
Rewards and Recognition
Industry
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Alfie Kohn - Harvard Business Review
“Rewards do not create a lasting commitment. They merely, and
temporarily, change what we do.”
Examine True Costs of Incentive Program
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Pay is not a motivator
Rewards punish
Rewards rupture relationships
Rewards ignore reasons
Rewards discourage risk-taking
Rewards undermine interest
Why Incentive Plans
Cannot Work
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THE PSYCHOLOGY OF
MOTIVATION
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http://www.forbes.com
How Recognition Works
Employee Needs
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• How Motivation Is Drive By Purpose and Not Monetary
Incentives
Intrinsic Motivation
1. Autonomy – the urge to direct our
own lives.
2. Mastery – the desire to get better
and better in something that matters.
3. Purpose – the yearning to do what
we do in the service of something
larger than ourselves.
Intrinsic Motivation
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Question:
Answer:
So where does
that leave us?
Employee
Engagement
Let’s review the research that supports
our findings.
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• 70% of American workers
are “Not Engaged” or
“Actively Disengaged”
Category Breakdown
Actively Disengaged - 18%
Not Engaged - 52%
Engaged - 30%
• Active disengagement
costs the United States
$450 billion to $500
billion per year
The Gallup Organization
Study released in 2013
Over 150,000 U.S workers surveyed
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The Current State of Affairs
1 Team = 3 Engaged + 5 Not Engaged + 2 Actively Disengaged
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Financial Impacts
High Employee Engagement Affects Performance Outcomes*
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37% lower absenteeism
25% lower turnover (in high turnover organizations)
48% fewer safety incidents
10% higher customer metrics
21% higher productivity
22% higher profitability
*Comparing top quartile in engagement results to the bottom quartile.
Leadership Impacts
“Managers who focus on their employees’ strengths can practically
eliminate active disengagement and double the average U.S. workers
who are engaged nationwide.”
Study Findings
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Employee Impacts
• The generation at the beginning (Millennials) and at the end
(Traditionalists) of their careers tend to be more engaged than
those in the middle.
• Millennials are most likely of all the generations to say they will
leave their job in the next 12 months.
• Women are more engaged than men.
• Employees with college degrees are less likely to report having a
positive, engaging workplace experience.
• Engagement eclipsed corporate policies and perks.
Customer Impacts
• Employees are not prepared to engage customers. Only 41%
know what their company stands for and what makes them
different.
• Engagement among service employees are among the lowest of
any occupation and continue to decrease.
Study Findings
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Key Drivers to Employee
Engagement
1. Relationship with immediate
supervisor
2. Belief in senior leadership
3. Pride in working for the
company
Dale Carnegie Training &
MSW Research
Study released in 2012
Sample Size: 1,500 U.S workers
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71% of the U.S.
workforce is Actively
Disengaged or only
Partially Engaged
Category Breakdown
Actively Disengaged - 26%
Partially Engaged - 45%
Fully Engaged - 29%
Snapshot of Partially or Actively
Disengaged Segment
• Middle-aged employee (40-49 years
old)
• The most highly educated (ex. postgraduate education)
• Lower-level income employees
earning less than $50K
• Newer employees (Less than a year)
• Client facing and clerical staffers
• Those working in government,
military, education and
manufacturing sectors
Study Findings
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By leading in a “Person-centered” way…
Caring Managers and Workplace Environment
Engaged Employees
Employees more committed, dedicated, and
motivated to make the organization a success
Customer Engagement
Increase in Sales and Profits
Increase in Stock Price
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Source: Dale Carnegie
Evolution of An Engaged Employee
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Concerning Trends Uncovered
Regarding Engagement
1. Engagement scores decline as
employee tenure increases.
2. Scores decline at the lowest
levels of the organization.
3. Engagement levels are lowest
in sales and service functions.
Bain & Company and Netsurvey
Study released in 2012
Sample Size: 200,000 employees
across 40 companies in 60 countries
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Common Themes of Successful
Engagement Leaders
1. Line supervisors lead the charge.
2. Supervisors have the right preparation to hold
candid dialogues with teams.
3. Teams rally around the customer.
4. Engagement tactics are tailored for different
employee segments.
5. It’s all about the dialogue, not the metrics.
Study Findings
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Research Supports
• Intrinsic motivation is the key to an engaged employee.
It’s what will drive the permanent adjustments in
behaviors.
• The front line supervisor is pivotal in creating and
maintaining a team’s engagement level.
• An highly engaged workforce outperforms an lower
engaged workforce. This engagement tends to yield
greater financial success.
Summary
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