Transcript Engaging_Employees - Eclat HR Management Trendz

Engaging Employees
Impacting Employees to
Stay, Perform, Influence and
Recommend
Kelly Groehler, APR
“Who’s Line Is It Anyway?”
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“If you are going to treat customers first,
you must treat employees more first.”
Employees More First?
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83% of workers plan to look for a new job when
economy heats up
35% of “top performing” employees are at “high risk”
of leaving their jobs
60% of workers feel pressure to work too much
83% of employees want more time with their families
56% of workers are either somewhat or completely
dissatisfied with their jobs
Source: 12/2003, “CNN/Money”,
based on data from Society for Human Resource Professionals,
Sibson Consulting, Gallup, Monster.com
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Learning Objectives
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Strengthen the value of employees
Discover the prevalence of communication
opportunities
Understand how effective communication
strategies build engagement and achieve
outcomes
Today’s Environment Presents
Significant Challenges…
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Performance-driven everything… “what have you done for me today?”
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Relentless pressure for profitable results
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Products & services
Talent
Investment capital
Battered institutional trust, credibility and reputation
Ultra access to information (or misinformation)
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Performance-based environments and systems (e.g. compensation)
Increasingly intense competition
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RIFs
Higher compliance costs
Escalating health care costs
Everybody is a communicator
Altered lifestyles
Intense mind-share competition
…In Which Communication
Opportunities Are Prevalent
“Top 10 Barriers to
Effective Supply Chain Management”
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Inadequate information-sharing
Poor/conflicting measurement
Inconsistent operating goals
Organizational culture
Resistance to change - lack of trust
Poor alliance management practices
Lack of supply chain vision/understanding
Lack of managerial commitment
Constrained resources
No employee passion/empowerment
“Achieving World-Class Supply Chain Alignment”
Center for Advanced Purchasing Studies
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Effective Communication
Builds Engagement, Achieves Outcomes
INFORM & EDUCATE
Awareness
Understanding
BELIEVE & DO
Acceptance
Engagement
Engaged employees significantly
more likely to achieve desired outcomes
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Why Engagement Matters!
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38% higher
customer
satisfaction
22% higher
productivity
27% higher
profits
Attitudes of U.S. Workforce
100 million employees
Engaged Employees
Main Source
of Profit Increase
Cost of Retaining
Actively Disengaged
= $300 billion
55%
26%
ENGAGED
19%
"FENCE SITTERS"
ACTIVELY
DISENGAGED
Source: Gallup Organization
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Effective Communication
Builds Engagement, Achieves Outcomes
Perform
Stay
Engagement
Influence
Recommend
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Communication Framework to
Drive Employee Engagement
Performance effectiveness is
maximized when all five information
needs are successfully
communicated
HOW CAN I CONTRIBUTE/HELP?
•Engagement
•Actions
•Results
Source: Roger D’Aprix
Organizational
Individual
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WHERE ARE WE GOING?
•Strategic direction
•Local
•BU/group
•Company
WHAT’S MY JOB?
•Job clarity (across
roles/units/groups)
•Aligned objectives
•Skills development
HOW ARE WE DOING?
•Financial results
•Market results
•Operational results
HOW AM I DOING?
•Skills assessment
•Performance review
DOES ANYBODY CARE?
•Reward & recognition
•Total compensation
•Career development
•Affiliation/loyalty
•Satisfaction
Engagement Factors Impacted by
Communication Effectiveness
Effectiveness of
Supervisor
Open, two-way
Communication
Integrity/
Trust
Communication
Priority
Understanding
Business
Strategy
Attitude
Toward
Job, Company
Teamwork &
Collaboration
Commitment//
Personal Action
Reward &
Recognition
Source: Padilla Speer Beardsley
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Key Performance Metrics
Driven by an Engaged Workforce
Stay
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Retention
Affiliation
Recruiting
Internal job
movements
Performance
ratings
Employee
satisfaction
Perform
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Growth
Profitability
Productivity
Service levels
Quality
Speed
Innovation
Customer
satisfaction
Influence
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Organization
achievement
and momentum
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Growth
Profitability
Productivity
Service levels
Quality
Speed
Innovation
Customer
satisfaction
Recommend
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Prospective
customers and
partners
Prospective
employees
Prospective
investors
Public opinion
Effective Communication and Engaged
Employees Accelerate Adoption
34.0%
34.0%
16.0%
13.5%
2.5%
Innovator
Early
Adopter
Early
Majority
Late
Majority
Laggard
Source: Everett Rodgers
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Application - Case Studies
Case Study Disclaimers
 Learn from failures and successes
 Be careful about “trying this at home”
#1: Culture Change
#2: Critical Issues
#3: Operational Efficiency
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Case Study #1: Culture Change
Outcomes (metrics):
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Financial services industry
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Specialized segment
Top 5 player, competing against
industry heavyweight
Initially family-owned, now led by
new team of “outsiders”
Strong employee ownership history
Profitable on ongoing basis, led by
diversification strategy
Downsized operations
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Revenue growth (with future
product mix)
Profitability (re-allocate resources to
new product lines)
Employee sat, Customer sat (define
new culture; adapt to change)
Key Engagement Factors:
Understanding
Business
Strategy
Attitude
Toward
Job, Company
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Empowerment/
Line of Sight
Case Study #1: Culture Change
Communication Strategies:
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Assess employee engagement factors on regular basis
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Ongoing counsel with senior leadership
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Determine degree of internal and external change, both in business
operations and culture
Identify and execute their leadership communication roles
Dialogue-based teaching with employees and customers
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Work with leadership development group participants to analyze and
build roadmap
Correlate (systemic) with customer satisfaction data
“New” business strategy: What it is? Why this is our path now?
Culture reset: What stays? What is new? How will we cross this
bridge?
Case Study #2: Critical Issues
Goals (& metrics):
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Municipal service
New $100 million-plus central library
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Recommended branch closings,
subject to approval vote
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Improve efficiencies and cost-savings
Approved by voter referendum in
2000
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Maintain service quality (customer sat,
quality)
Move ahead with new central library,
consolidate facilities and services
(productivity, “profitability,” et al)
Expand services (customer sat,
recruiting/retention)
Key Engagement Factors:
Driven by loss of state-funded
revenue
“Save our library” vs. “Save our
library system”
New director with public policy
background, no library background
Organizational
Trust
Communication
Priority
Understanding of
Business Strategy
Case Study #2: Critical Issues
Communication Strategies:
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Involved all employees in change process, with regular updates and
input roles in the planning process
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Extensive outreach to key external constituencies (patrons, elected
officials, media), again involving employees
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What services are most critical and beneficial
Leverage the “fresh” perspective and public policy experience of new
library director
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Developed facilitated scenario planning (with employees and Library
Board)
Internally  significant visibility, empathy, demonstrated ability
Externally  key spokesperson
Case Study #3: Operational Efficiency
Goals (& metrics):
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Food and beverage industry
Top 10 player, competing against
industry heavyweights
Industry being globalized and
consolidated
Opportunity to improve efficiency,
thereby making company stronger
Ongoing focus of continuous
improvement
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Decrease production costs
(productivity, profitability)
Improve quality and safety
(customer sat, safety)
Be a Top 5 player (market position)
Key Engagement Factors:
Communication
Effectiveness of
Supervisor
Attitude
Toward
Job, Company
Teamwork &
Collaboration
Reward &
Recognition
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Case Study #3: Operational Efficiency
Communication Strategies:
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Messaging to be “simple, relevant and redundant”
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Develop influencing and teaching skills of key implementers and
enablers
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To build process change, there’s need to drive behavior change
Transfer lessons learned and success stories
Build on culture of relationships and recognition
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Build the “burning platform” and avoid “program of the month” language
Reach (access and understanding) everyone in the organization
Openly discuss setbacks; celebrate early wins
Focus on pride and respect of workforce in contributing to significant
organizational effort
Summary
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Strengthen the value of employees (more first!)
Discover (and act on) the prevalence of communication
opportunities
Focus on outcomes (not outputs!)
Make consistency more important than “volume”
Be genuine & real
Courageously advocate for discomfort regarding
communication
“The basic problem with communication
is the illusion it’s completed.”- George Bernard Shaw
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Suggested Readings
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“The Leadership Solution” (Jim Shaffer)
Absolute Honesty (Larry Johnson, Bob Phillips)
“Execution” (Larry Bossidy and Ram Charan)
“Fish!” (Stephen Lundin, Harry Paul, John
Christensen)
Amusing Ourselves to Death (Neil Postman)
You’re In Charge – Now What? (Thomas Neff,
James Citrin)
Questions?
Thank you!
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