1. iulia buciuman engagement 360

8/12/2019 1. Iulia Buciuman Engagement 360

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Engagement in 360

Iulia Buciuman


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Commit. Engage. Excel.

Engagement And Retention Trends Survey


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Leader in:

Award-winning engagement and retention solutions Proven results in boosting performance, retention, service and business

metrics

About TalentKeepers

TalentKeepers


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Representative Organizations We Helped Engage

and Retain Valued Talent


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What is the best approach in

engagement?

Our Purpose Today

TalentKeepers


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Take away definition

Why and when are employees leaving?

What can we do?

Examples of engagement strategies and solutions

Wrap-up

Agenda


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The WHAT and the WHY in

engagement


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2014 TalentKeepers

ENGAGEMENT


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2014 TalentKeepers

What is about


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13%1990


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43%2000


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73%2013


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89%

78%

78%

70%

70%

63%

44%

44%

41%

26%

0%

Higher productivity

Higher service quality

Increased organizationalcommitment

Stronger co-worker relationships

Increased morale

Higher performance evaluations

Better attendance

Decreased turnover

Decreased job burnout

Better safety records

No difference between engaged

and disengaged employees

Engaged compared to disengaged employees haveRO


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EmployeeEngagement

CredibleLeadership

Satisfied andloyal customers

Productive &Profitable

Organizations

High PerformingWorkforce

Committed

Employees

SupportiveCo-Workers

Job & CareerSatisfaction

High PerformingOrganization


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Credible Leadership SupportiveCo-Workers

Job & Career Satisfaction High Performing Organization


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26%25%

35%

41%

58%59%

48%

37%

11%10%12%

15%

5%6%5%7%

2014201320122011

Excluding pay, what factors

are driving unwanted turnover?Leadership FactorsJob/Career Factors

Organizational Factors

Co-Worker Factors

TalentKeepers


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Job/Career Leadership Organization Co-Worker/Team

Why are people leaving? RO

80%

12%8%


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Credible Leadership

Leadership talents

Clear shared vision

Walk the talk

Fairness

Leadership Talents

1 Trust Builder

2 Communicator

3 Talent Developer & Coach

4 Esteem Builder

5 Flexibility Expert

6 Climate Builder

7 High Performance Builder

8 Retention Expert

9 Talent Finder

10 Retention Monitor

HR actions:

Efficient leadership development

Engagement tools

Consistent policesno BUT!

Encourage discussions

Communication details


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Career

PreferencesDescription

1 ProfessionalGrowth

Gaining skills and knowledgefor current job role

2Financial

Worth

Monetary value for work

contributions

3Career

Opportunities

Gaining skills and knowledge

for career advancement

4Work

Fulfillment

Opportunity to perform

activities that are enjoyed and

utilize ones skills

5 Well-Being Work/life balance

6 StabilityStable environment withpredicable work activities and

schedule

7New

Experiences

Exposure to new experiences

to enhance expertise and

knowledge

Job & Career Satisfaction

The Base

pay

job duties in line with life priorities

The Upper Levels

skills used and developed

recognition

career opportunities new experiences

HR Actions:

total reward

good selection process management tools: job rotations,

project working, internships,

mentoring, on boarding

communication: career preferences

succession/ career path/ career

counseling


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Supportive Co-Workers

HR actions:

Consistent policesno BUT!

Facilitate alignment

Foster communication

Create and sustain opportunities

Its about mutual trust and

respect, not about friendship.


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High Performing Organization

HR Actions:

Performance processa newapproach?

Is it linked with engagement?

Appraisal meeting support

Redefine the carrot

How often the business looks at

sales/production numbers?

How often do you look at employees

metrics?


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How often DO YOU have quality conversations with your

employees?

How often they say you have quality conversations with

them?


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0% 0% 0%

37%

28%

35%

19%

9%

27%

14% 14%

17%

Never Once a year or

longer

Twice a year Quarterly Weekly or

Monthly

Excluding Performance Reviews, How Often do Planned

Meetings to Discuss Engagement Occur

Best in class

Other

TalentKeepers


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WHEN

are employees leaving?


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2%

13%

11%

26%

40%

8%

During initial

training

Within first 90

days

Around 6

months

Around 1 year Around 3

years

More than 5

years

When does the highest turnover occur?

TalentKeepers

RO

52%


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37%

21%

21%

16%

5%

0%

Missed expectations on job duties

and/or work schedule

Poor fit based on skills required

Lack of advancement opportunities

Inadequate assimilation and coaching

Co-worker conflict

Inadequate training

The Biggest Reason New Hires Leave Organizations withinthe First 12 Months

RO


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Communication Shapes anEmployees Experience,

Beliefs, Expectations,

Trust and More


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Leaving or staying decision is

EMOTIONAL


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Employee journey


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Onboarding


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The Friday Night Dinner Test


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Wikipedia:

the mechanism through which new

employees acquire

the necessary knowledge, skills, andbehaviors to become effective

organizational members and insiders.


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What You Need to Know About

Your New Employee!

Leader Preferences Recognition Preferences

Engagement Preferences

Career Preferences

TalentKeepers


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TalentKeepers35

The Onboard Connection System

FirstFit Survey

10-minutes,non-anonymous

Completedby newemployeesduringonboarding

LeaderTraining

25-minuteonlinemodule

Completedby leaders toprepare forHandshakeMeetings

HandshakeMeeting

20-minute 1:1meeting

A positive

and powerfulmeetingbetweenemployeeand leader

Online ActionPlan

Summarizesdiscussion &commitments

Completed byboth leaderand employee

Purpose:

1. Build strong 1:1 relationships with each team member

2. Understand each team members personal work preferences

3. Inspires shared commitment & engagement from team

member and leader

Solut ion Spo t l ight


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Most

Important

Leadership Preferences

37

Leadership Talents

1 Trust Builder

2 Communicator

3 Talent Developer & Coach

4 Esteem Builder

5 Flexibility Expert

6 Climate Builder

7 High Performance Builder

8 Retention Expert

9 Talent Finder

10 Retention Monitor


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Most

Preferred

Engagement & Recognition Group Preferences

Engagement Preferences Sergeant Bluff

1 In Person 78%

2 Team Meetings 16%

3 Emails 4%

4 Employee of the Month Board 1%5 Employee Bulletin Board 1%

Recognition Preferences Sergeant Bluff

1 In Person 64%

2 Team Announcement 19%

3 Email 11%

4 Lunch 6%


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Hey boss, I think Im ready forthat promotion Ive been planning on.

Trust and open

communication enable

job and career growth

conversations.

Relationships matter.


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2007 TalentKeepers

Everything speaks.


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Common leaks

engagement time

not a full management buy in

1/ 2 years measurements with complicated surveys

action planning headaches

development: training seen as motivator and quick fix

complicated processes


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Engagement strategy

1 2 3 4 5 6 7 8 9 10 11 12Communication plan

HR Processes

AHA moment for

managers

Managers know & can

Engagement pure actions

Handshake connection

Pulse survey

Engagement survey

ENPS : 20 pp Performance: 8 ppNPS:4 pp

call center 1500 empl


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Career & Leadership Open Communication

Create Relations &Feelings

Engagement - a

process!Build Easy to Follow

Frameworks


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a 360 business

DAYS!


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Harvard Business Review Report of 550 Executives, 2013Gartner research 2012TalentKeepers/AT&T I&E Survey 2014

HayGroup 2012The Drive Dan PinkForbes - It's Time To Rethink The 'Employee Engagement' Issue 2014HuffPost - The third Metric 2014

Deloitte Global Human Capital Trends 2014Gallup - Gallup Management Journal 2013

References


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Thank you

[email protected]

- Employee Engagement - Employee Retention- Employee Surveys - On-boarding- Leadership Assessments - Leadership Training

1. iulia buciuman engagement 360

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