american society for quality - employee engagement presentation

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American Society for Quality (ASQ) – Ottawa Chapter April 23, 2014


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Today’s Agenda 3


Today’s Agenda 4

23% to 67% expect meaningful work


Today’s Agenda 5


Why? 6


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Today’s Agenda 8

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Human Capital – Top CEO Challenge Globally for 20149

http://www.ft.com


Human Capital #2 – Top CEO Challenge USA for 201410


Satisfaction is Not the Same as Engagement 11

ENGAGED EMPLOYEES

feel a sense of: Focus Urgency Intensity

Enthusiasm Persistence Adaptability

The focus is ondesiring to “give”


TalentMap’s Focus 12

Heart Hands

Logical Emotional Behavioural

Head

Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or

coworkers that, in turn, influences him/her to apply additional

discretionary effort to his/her work.

Career & Financial Goals Achieved

Values Align with Peers,Management and Leaders

DiscretionaryEffort


Engagement Matters 13

Revenue

Customer Satisfaction

Safety

Productivity

Attendance

Retention

Public Confidence


Engagement Matters – The Magic 14

University of Canberra: a job that we hate is as bad for our health sometime worse than not having a job at all

University College of London 2011 not recognized at work have more heart disease

Whitehall study: Sr. Exec live longer than lower level employees, not a small discrepancy

Boston College child’s sense of well being effected by parents that enjoy their work


Why No/Limited Executive Buy In? 15

1. Don’t think it can be measured.

3. Don’t get presented with a clear business case for engagement

2. Don’t believe its all that important.


It Absolutely Can Be Measured Through Proxy 16

+/- Client A2012*

+/- TM Benchmark

Overall Engagement

I am proud to tell others I work for my organization.

I am optimistic about the future of my organization.

My organization inspires me to do my best work.

I would recommend my my organization to a friend as a great place to work.

My job provides me with a sense of personal accomplishment.

I can see a clear link between my work and my organization's long-term objectives.

0% 20% 40% 60% 80% 100%

3

1

4

4

1

2

5

13

6

9

17

15

13

18

84

93

88

79

84

84

77

Unfavourable Neutral Favourable

% Frequency

* Number indicates % Favourable score

+1 +4

+2 +4

+8 +8

-2 +2

+5 +10

-3 -1

-2 +1

Not perfect but extremely valuable

Data is rounded to the nearest whole number


Survey Design 17

#2 Innovation

#1 Teamwork

#3 Professional Growth

EmployeeEngagement

EmployeeEngagement

EmployeeEngagement

Innovation Customer Focus

Work/life Balance

Information &Communications

Teamwork

Compensation WorkEnvironment

Performance Feedback

Professional Growth

Immediate Management Organizational Vision Senior Leadership

Dependent Variable

Independent Variables


And Improved Over Time 18

2006 2007 2008 2009 2010 2011 201256%

58%

60%

62%

64%

66%

68%

70%

72%

74%

76%

78%

80%

% F

av

ou

rab

le

Engagement Score of 500 person Technology Company

Driver #1 – Innovation/Quality Improvement

Overall Innovation

Failure is viewed as an opportunity for learning and improvement.

We are committed to doing high quality work.

We systematically adopt new and improved ways to work.

Learning is an important objective in our day-to-day work.

There is a culture of innovation at this organization.

0% 20% 40% 60% 80% 100%

18

15

7

23

16

29

24

29

11

23

22

33

59

56

83

54

62

38

Unfavourable Neutral Favourable

% Frequency

19

(67)

-5

-2

-6

-11

-20

Data is rounded to the nearest whole number+/- TM Benchmark

20Driver #1 - Innovation: Comments

191 respondents selected a theme for this comment

How could your organization improve innovation?

0%

20%

40%

60%

80%

100%

41% 40% 39%32%

28%

19%

6%

XYX Inc. Benchmark

% F

req

ue

nc

y


Why No/Limited Executive Buy In? 21

1. Don’t think it can be measured.

3. Don’t get presented with a clear business case for engagement

2. Don’t believe its all that important.


Talk To Him/Her In Their Terms 22

1. Use Data – statistics2. Link to the business objectives3. Competitors?4. Link to personal goals & objectives5. Leave a legacy


Use Statistics 23

Chemotherapy and breast cancer survival: r = .03 Antibiotics and the cure for pediatric ear pain: r = .08 Smoking and incidence of lung cancer within 25 years: r = .08 Effect of ibuprofen on pain reduction: r = .14 Alcohol and aggressive behavior: r = .23 Sleeping pills and improvement in insomnia: r = .30 Viagra and improved male sexual functioning: r = .38 Employee engagement and customer satisfaction: r = .43


And More Statistics 24

SERVICE Employees’ customer service productivity scores and their employee engagement scores

had a correlation of .51. (Source: Linking People Measures to Strategy. The Conference Board)

Companies with high employee engagement scores had twice the customer loyalty (repeat purchases, recommendations to friends) than companies with average employee engagement levels. (Source: Are They Really ‘On the Job’?, Pont)

In a major department store chain, customers scored higher in customer engagement measures when they were serviced in departments with employees who had high levels of employee engagement. (Source: Getting Engaged, Bates)

Teams classified as “high performance zone for engagement” had a 37% net promoter score (NPS) versus 10% NPS for teams “outside of high performance zone for engagement.” (Source: Aon Hewitt European Manager Survey 2011. Aon Hewitt)

Morrison Management Specialists increased client satisfaction by 1 percentage point for every 2 percentage point increase in employee engagement (Source: Engagement Leads to Growth at Morrison, Talent Management)

SALES Fabick CAT improved “percent of industry net sales” by 300% (Source: A Caterpillar

Dealer Unearths Employee Engagement, Gallup Business Journal)


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QUALITY Unnamed Fortune 100 manufacturing company reduced quality errors from 5,658

parts per million to 52 parts per million. (Source: Employee Engagement: The Key To Realizing Competitive Advantage, Development Dimensions International)

SAFETYMolsonCoors, it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. (Source: Effective practice guidelines: Employee engagement and commitment. SHRM)

RETENTION …REVENUE, PROFIT AND STOCK RETURNS…ROLE OF FRONT-LINE MANAGERS…

And More Statistics


Link Engagement to the Business 26

Internal Service Quality

EmployeeEngagement

EmployeeRetention

EmployeeProductivity

ExternalServiceValue

CustomerSatisfaction

CustomerLoyalty

RevenueGrowth

Profitability

Service concept: results for customers

Service designed and delivered to meet targeted customers’ needs

RetentionRepeat business

Referral

EmployeeEngagement

Innovation Customer Focus

Information & Communicatio

nTeamworkWork/life

Balance

Performance Feedback

Professional Growth

Work EnvironmentCompensation

Senior LeadershipOrganizational VisionImmediate Management

A multi-year intervention in an American chemical manufacturing plant • 91% improvement in employee engagement• 167% increase in production quality and an • 83% decrease in reportable safety incidents.

“Leaders Don’t Motivate – They Create the

Conditions for Self-Motivation.”

Show What Competitors Do

Get Engagement on his/her Goals/Objectives


29Help Them Leave a Legacy

www.talentmap.com

30What are Stay Interviews

•Definition: • A “stay interview” is a periodic one-on-one structured discussion between a manager and an employee that identifies and then reinforces the factors that drives an employees retention and engagement.

www.talentmap.com

31Structure of Stay Interviews

A) Introductory questions• Starting the conversation

B) Identify the factors that make the employee want to stay and engage

• Positive stay factors • Reasons you give to others • “Best work of your life” factors • “Job impact” factors • Fully used factors • Are you listened to and valued

www.talentmap.com

32Structure of Stay Interviews (cont.)

C) Identify the positive actions related to retention that might further increase engagement.

• Better managed/manage differently?• More positive elements and fewer less desirable ones• Dream job?• Where would you like to be X years?• Challenge factors• How do you like to be Recognition? • Exposure to executive?• Learning, growth, and leadership

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33Structure of Stay Interviews (cont.)

D) Identify the possible “triggers” that may cause the employee to consider leaving

• Identify possible retention triggers • Recent frustrations• Others made you think • Past triggers

34Many Benefits of Why-do-You-Stay? Interviews

• They stimulate the employee

• Personalized

• They typically limited to key employees

• They include actions

• Lower employee emotions

• Low time pressure on the manager

• A focus on the positive

• They don’t require a lot of training

• They are inexpensive


TalentMap In-Action 35

Free Monthly Webinars Next one April 24th 12:00 EST TalentMap on “Engaging Your Employees with Your Organizational Vision”

To Register: www.talentmap.com/events

Fall Events: Sept 10-12 Ontario Municipal HR Association (OMHRA) Alliston, ON Nov 3-5 HealthAchieve Conference Toronto Nov 17-18 Canada Top 100 Employees Conference Vancouver

To Register: www.talentmap.com/events

Free Resources www.talentmap.com/resources Subscribe to our newsletter Coming months

Whitepapers (Context Specific Engagement) Financial, Engineering &Technology, Healthcare, Regulatory/Government, NGO

Video’s 1-2 min videos on topics Employee Engagement checklist, FAQs & Best Practices

@talentmap

http://www.talentmap.com/events

http://www.talentmap.com/events

http://www.talentmap.com/resources


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???Questions!


Today’s Agenda 37