Transcript Document

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Engagement
Team Member Essentials
Organizational Development
Engagement
Team Member Essentials
 Gallup’s engagement theory and survey
methodology
 How to personally influence your own
engagement
 As an informal leader, YOU can influence
others
Start a Movement
A movement only exists when people are inspired to
move, to do something, to make the cause their own.
– Simon Sinek
Group Work
 Each person take 1 minute to share with your
tablemates the best moment you’ve ever had at
work.
 Using the provided “Notes” page, take 1 minute to write
down every word you can think of that describes how you
felt during that best moment at work.
 How many of you feel you were more
productive when you had these feelings?
Defining Engagement
 Take 2 minutes at your tables and discuss
how would you define engagement in one
sentence?
 Be ready to report out to the larger group
Defining Engagement
“A highly engaged workforce means the difference between a
company that thrives and one that struggles. When employees are
engaged, they are passionate, creative, and entrepreneurial, and
their enthusiasm fuels growth. These employees are emotionally
connected to the mission and purpose of their work. When
employees are not engaged, they are indifferent toward their jobs -or worse, outright hate their work, supervisor, and organization -and they will destroy a work unit and a business.” –Gallup
Defining Engagement
Everyone defines engagement using the terms
discretionary effort, but how do you easily explain or
demonstrate it?
The effects of improving
engagement:
 Safety Incidents
(patients and
team members)
 Absenteeism
 Turnover
 Theft
 Quality
 Customer Service
 Productivity
 Profitability
Engagement: Three Types of
Team Members
Gallup Avg: 29%
42%
Engaged
Loyal and psychologically
committed. More productive;
higher retention.
52%
46%
Not Engaged
Productive, but they are not
psychologically connected to
their company. They miss more
workdays; more likely to leave.
Typically, you need 5 engaged team members to offset
every disengaged team member.
Copyright © 2008, 2013 Gallup, Inc. All rights reserved.
19%
12%
Actively Disengaged
Physically present, but
psychologically absent. They
are unhappy and insist on
sharing this unhappiness with
others.
3.5:1
How does Gallup choose the
survey questions?
1 – Do you use employee satisfaction surveys?
80% said “yes.”
2 – How often?
Every 1 to 2 years.
3 – How many questions are on your survey?
The average was 150 questions.
4 – Do your folks feel better or worse after the
survey?
60% said “worse”!
The Sorting Effect
Poor Question
uu
u
u
u
u
u
Low rating
u
u
“I receive recognition.”
High rating
Great Question
uuuu
uuu u
u
u
Low rating
uu u
u
High rating
“In the last seven days, I have
received recognition or praise for
doing good work.”
For example:
Q03. At work, I have the opportunity to do what I do best every day.
Q04. In the last seven days, I have received recognition or praise for
doing good work.
u
Q10. I have a best friend at work.
More productive
workgroups
Less productive
workgroups
The Q12®
(for all Health System team members)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
I know what is expected of me at work
I have the materials and equipment I need to do my work right
At work, I have the opportunity to do what I do best every day
In the last seven days, I have received recognition or praise for doing good
work
My supervisor, or someone at work, seems to care about me as person
There is someone at work who encourages my development
At work, my opinions seem to count
The mission or purpose of my organization makes me feel my job is
important
My associates or fellow team members are committed to doing quality work
I have a best friend at work
In the last six months, someone at work has talked to me about my progress
This last year, I have had opportunities at work to learn and grow
Gallup Engagement Hierarchy
The Q12®
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of organization
At work, my opinions seem to count
Grow
Grow
Belong
Someone at work encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
Give
I have materials and equipment I need to do my
work right
I know what is expected of me at work
Get
The Gulf Between
Yes and No
1
2
3
4
Strongly Disagree
5
Strongly Agree
5 Very strong yes
4 Yes, but…
Psychological gap
3 Nice no
2 Solid no
1 Angry no
What’s the difference
between…
 Anonymous means not identified by name
 Confidential means private, secret, not
universally available or only known to a select
few (survey vendor)
 Gallup’s survey is confidential
 Rest assured – Gallup will not release data to
anyone at the medical center that could even
have the potential to compromise the identity of
an individual being known!
A new approach to
Action Planning
The way things happen now
1. Need/ Rationale
A better way to work
3. Target Condition
- Background
- Problems/needs
- Measures
4. Reasoning
- Hypothesis
2. Current Condition
- Drawing
- Key issues
- Root causes
5. Action Plan
-
Action steps
Timeline
Expected outcomes
Accountability
6. Key Learning
Example
1. Need/ Rationale
• 37% of team members do not know what is expected of
them at work
• Discovery meeting showed that new hires experience this
more than tenured team members
• 1st year turnover consistently hovers at 21.7%
3. Target Condition
• Newly hired team members will know what is expected of
them as evidenced by monthly 1:1 meetings to discuss
goal progress
• Percentage of 4s &5s will increase from 63% to 83% on
2015 survey
• First year turnover will decrease from 21.7% to 15% by
May 2015
4. Reasoning
Newly hired team members who understand what is
expected of them will see how their role contributes to the
success of the department and organization
2. Current Condition
• Why don’t people know what’s expected of them at work?
• Because no one has explained the importance of
setting individual performance goals to new hires
• Why hasn’t anyone explained this to new hires?
• Because 1:1 meetings are not held.
• Why aren’t 1:1 meetings held?
• Because the manager is the only one who can have
these meetings and she is too busy.
• Why does the manager have to own this responsibility?
• They don’t. Someone else on the team could have
the meeting with the new hire.
5. Action Plan
- Action steps
- Timeline
- Expected outcomes
- Accountability
6. Key Learning
Medical Center local workgroups have to continue to
play their parts
Engagement (GrandMean)
5.00
Engagement and action
planning at the Medical
Center are closely correlated.
Gallup Accountability
Index 50th
(4.05)
4.50
4.00
Gallup Q12
Healthcare 50th
(4.11)
3.50
3.00
2.50
2.00
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Accountability
I received feedback on the previous Employee Engagement Survey conducted at the University of Virginia Health System.
My team participated in an effective impact planning session following last year's Employee Engagement Survey.
My team has made progress on the goals set during our impact planning sessions after the last Employee Engagement
Survey.
Our Engagement Journey
Percentile
29th
5
4.5
4
35th
3.79
3.82
3.87
3.83
3.78
3.92
3.84
3.91
2007
2008
2009
2010
2011
2012
2013
2014
3.5
3
2.5
2
1.5
1
0.5
0
Despite those efforts 4636 team members
are in the bottom half
4636
% of Workgroups
100%
1822
75%
50%
35%
n 2907
25%
26%
n 1729
22%
n 1347
17%
n 475
0%
2014=
<3.76
3.76-<4.11
4.11-<4.45
4.45+
n= 130
113
95
86
56
73
39
55
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8 out of 11 job families are in the bottom half
2014 Medical Center
GrandMean: 3.91
Percentile: 35th
Management
4.39
2014
Percentile
2014
n Size
YOY
Change
71st
307
0.09
Computing
4.24
60th
211
0.07
Finance
4.23
59th
262
0.01
Allied Health
4.02
43rd
630
0.15
Facilities and Trade
4.02
43rd
324
0.11
Pharmacy
3.90
34th
188
-0.05
Administrative
3.88
33rd
933
0.02
Labs
3.87
32nd
222
0.04
Nursing
3.78
26th
1,912
0.10
Health Care Specialist
3.71
22nd
696
0.11
Radiology
3.68
20th
152
0.04
0.00
1.00
2.00
3.00
Note: Percentiles based on Gallup’s 2014 Q12 Healthcare Workgroup Level Database
4.00
5.00
Informal Leader
BP I
New Leader Orientation
BP II
Influential Leadership
Commitment Form
$15/ team member
Power of One/Stepping It Up/ Balance
Bravo Cards
Referral Program
Urewards
Peer Interviews
Uteam Perks
Buddy Program
Outstanding Contributor
ID Badge
Impromptu Celebrations
Engagement Series
Uteam Meetings
Suggestion Box
Skip Level Meetings
tools
Job Aids
Team Member Profile
Videos
1:1 Manager Meetings
Social Media
Reward
&
Recognition
Recruiting
&
Onboarding
Leadership
&
Learning
The ‘X’ model of
employee engagement
 What stood out for you?
 We are all responsible for our own individual
success and ultimately take control of our own
engagement – Do you agree?
R
Who is responsible for your
engagement at work?
Anyone hoping things will just get
better?
Hope is not a strategy to solve a
problem…
neither is a survey
What can
individual team members do?
A
Assess their own goals and satisfaction drivers to clearly
define what success looks like to them
C
Communicate with the manager and share aspirations
and needs in order to clarify where to focus energies
T
Take Action by taking ownership of their own
engagement
The Challenge
What do we really want?
– team members to take ownership for their own
engagement
Vital Behaviors
– Assess personal goals and satisfaction drivers to clearly define what
success looks like
– Communicate with manager and share aspirations and needs in order to
clarify where to focus energies
– Take Action by taking ownership of their own engagement
Personal
Motivation
Assess goals/satisfaction
drivers to define success
Communicate aspirations/
needs to manager to provide focus
Take ownership of engagement
• Think about your job, role, position, work
group, department, division, organization, etc.
• Do you hate it or enjoy it?
• Do you find meaning in it?
• Does it fit into your sense of who you are or
who you want to be?
– If not, what would need to change?
Personal
Ability
Assess goals/satisfaction
drivers to define success
Communicate aspirations/
needs to manager to provide focus
Take ownership of engagement
• Do you have the knowledge, skills, and
strength to do the right thing, even when it is
hardest?
• Do you know how to handle the toughest
challenges you will face?
Social
Motivation
Assess goals/satisfaction
drivers to define success
Communicate aspirations/
needs to manager to provide focus
Take ownership of engagement
• Are other people (including you)
– Encouraging the right behavior?
– Discouraging the wrong behavior?
Social
Ability
Assess goals/satisfaction
drivers to define success
Communicate aspirations/
needs to manager to provide focus
Take ownership of engagement
• Do others (including you) provide (or
withhold):
– Help
– Information
– Resources
Structural
Motivation
Assess goals/satisfaction
drivers to define success
Communicate aspirations/
needs to manager to provide focus
Take ownership of engagement
• Are rewards – pay, promotions, performance
reviews, perks, or costs – encouraging the
right behaviors or discouraging the wrong
behaviors?
Structural
Ability
Assess goals/satisfaction
drivers to define success
Communicate aspirations/
needs to manager to provide focus
Take ownership of engagement
• Does the environment (tools, facilities,
information, reports, proximity to others,
policies, etc.) enable good behavior or bad?
• Are there enough cues and reminders to help
you stay on course?
So…
Do you want to learn something
that will make your job
easier/safer/more efficient?
• What if…
– I identified ways to make work tasks more
meaningful?
– I found ways to connect my job to my core values?
– I made it my mission and purpose to make things
better?
• What if…
– I learned a new skill?
– I took my development/growth into my own hands?
– I asked for help?
• What if…
– I encouraged/demonstrated a positive mindset?
– I enlisted the help of established opinion leaders to
enable or disable negative behaviors?
• Teach, coach, advocate
– I used informal leaders to promote a positive work
environment?
• What if…
– I gathered innovative ideas (i.e. Bright Ideas box)
• link rewards to what people really care about
• track ideas/progress on bulletin boards, newsletters, etc.
– Created a team reward when the team as whole
achieves a goal?
– Created a system to recognize and reward each
other?
• What if…
– I reorganized work spaces to remove obstacles and
make work processes easier?
– I used cues, regular communications, and metrics to
keep the importance of engagement top of mind?
•
•
•
•
Accomplishments
Impact plans
Personal / team success stories
Notes of appreciation
The Q12®
Meaningful Understanding
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
I know what is expected of me at work
I have the materials and equipment I need to do my work right
At work, I have the opportunity to do what I do best every day
In the last seven days, I have received recognition or praise for doing
good work
My supervisor, or someone at work, seems to care about me as person
There is someone at work who encourages my development
At work, my opinions seem to count
The mission or purpose of my organization makes me feel my job is
important
My associates or fellow team members are committed to doing quality work
I have a best friend at work
In the last six months, someone at work has talked to me about my
progress
This last year, I have had opportunities at work to learn and grow
Q1: I know what is
expected of me at work
 Most basic of needs in the work environment
 When we are allowed to shape our goals we feel a sense of
purpose and dedication
 Pulled in different directions, not always sure what to focus on
or how to spend time – could be a source of disengagement
 How can you impact this element of engagement?
 Analyze where your time is spent
 Know your priorities – if you aren’t sure what they are or should
be, and speak up!
 Set measureable performance goals with your manager
Q3: At work, I have the
opportunity to do what I do
best every day
 Taking tasks on that don’t leverage personal strengths can become a
big source of disengagement
 Think about how you feel when you get to do what you love
 How can you impact this element of engagement?
 Think about where your own talents, skills, knowledge and passions are –
do your teammates or managers know this about you?
 Recognize the talents/strengths of your teammates and the importance
they serve your team
 Discuss strengths openly with your teammates & ways to partner with
others
 Quickly turn to a table mate and name one thing that you do
best.
Q4: In the last seven days, I
have received recognition or
praise for doing good work
 High performing teams regularly give recognition and praise to
one another – When was the last time you said thank you or
complimented a peer on a job well done?
 Learn how each person on your team likes to be recognized.
Everyone has personal preferences
 Think to yourself: “What’s the best recognition you have ever
received?” Then ask: “Does my manager know this about me?”
 Honest, deserved, timely, specific and meaningful to the
person
 Avoid general or silly praise
 Small forms of recognition can be very meaningful!
Q10: I have a best friend at work
 How do you define a best friend?
 People who have strong relationships with others outperform
those who don’t
 Workplace friendships may create bonds that last for years
 Keep in mind, no one can force a friendship to happen
 Create a climate where friendships might happen
 Address barriers/issues of trust or bad chemistry promptly
 Learn about each other
 Encourage collaboration between team members
 Fun and laughter is ok!
Q11: In the last six months,
someone at work has talked to me
about my progress
 Reviews are in the past, development is in the future, progress is
what is in between
 How does this look?
 Check in frequently to see how things are going
 Assess progress
 Focus on contribution to get the best
 High performing and engaged workgroups check in with one
another and they celebrate the wins they have along the way!
Take two minutes and share with a colleague one strategy
that you plan to take away from this session today
I am committed to…
What If…