creating and maintaining an engaged team

Creating and Maintaining an Engaged Team

A Program for Managers

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1. What is Engagement and Why it Matters

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Misconceptions of Employee Engagement

Employees don’t want to be engaged

It’s all about hiring

engaged employees

Once engaged, always

engaged

Managers are fully responsible

Engagement is enough

Intimidation is effective

Fear promotes engagement

Improving engagement is

costly

Paying more increases

engagement

It is possible to make everyone

happy

It is possible to create an ideal working

environment

It’s HR’s job

It’s the same as satisfaction

and/or happiness

Those who stay are more

engagedEngagement is a fad, and does not matter because _____ will never change

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Why Engagement Matters x

https://www.youtube.com/watch?feature=player_embedded&v=y4nwoZ02AJM

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Your team:• How many

paddlers?• How many

passengers?• Anyone sinking the

boat?

http://employeeengagement.com/building-business-case-employee-engagement-infographic/

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10 Ways to Spot an Engaged Employee

Engaged employees are:1. Obvious2. Authentic3. Receptive4. Involved5. Proactive6. Energized7. Achievers8. Advocates9. CEOs – Chief Engagement Officers10. In demand

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Engagement Satisfaction“Employee engagement is about employees’ commitment and connection at work …[what, who and what conditions] are motivating them to work harder.”

“Job satisfaction refers to how employees feel about their compensation, benefits, work environment, career development and relationship with management.”

Employee Engagement Defined

2011 Employee Job Satisfaction and Engagement Report by SHRM

If you are engaged, you are most likely satisfied with your job.

But, if you are satisfied with your job, you are not necessarily engaged.

Engagement influences how hard someone will work and how long they will stay with an organization.

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2. Identifying Qualities of an Engaged Leader

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Cornerstone on Demand, Inc. csod-cp-leadership-022014

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Manager Engagement – Where are YOU? x

Note: Professional employees are defined in Aon’s database as non-hourly, non management individual contributors.

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Did You Know...

Source: Aon Hewitt.

DISCLAIMER: Managers may not realize that

they themselves are not engaged!

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What Are We Missing?

Watch and keep a silent count of the number of passes of the ball made by the people in white

shirts.

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https://www.youtube.com/watch?v=IGQmdoK_ZfY

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7 Keys to Help YOU Stay Engaged

1. Self-Awareness 2. Focus on perspectives3. Seek grow opportunities4. Offer constructive suggestions5. Coaches need coaches6. Keep a positive attitude—“Attitude of

gratitude”7. Energy source

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3. The Leader’s Role in Creating and Maintaining

Engagement

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Employee Retention Employee Productivity

The cost of replacing a worker is significant, for example: An employee with a

salary of 30K costs 41% of the annual salary to replace

An employee with a salary of 70K costs 175% of the annual salary to replace

Under poor managers, workgroups are an average of 50% less productive and 44% less profitable than well managed groups. - HR Focus

Approximately 33% of employees rate their bosses or supervisors as fair to poor.

- HR Planning

Two General Challenges

Info. Compiled by Corp. Leadership Council , 2005

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Engagement is Rooted in Commitment

Two types of commitment: Rational commitment—the extent to which staff believe that

managers, teams, or organizations have their best interests in mind (financial, developmental, or professional)

Emotional commitment—the extent to which staff value, enjoy, and believe in their jobs, managers, teams, and organizations

Commitment focuses on and is derived from: Day-to-day work The team The direct manager The organization

Commitment influences discretionary effort (performance) and intent to stay (retention)

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Engagement Cycle: Head, Hand, Heart

Disengaged Passive Moderately Engaged Highly Engaged0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

14%

23%

39%

25%

14%

25%

37%

24%19% 21%

39%

22%

Penn OverallUniversities NormTri State Regional Norm

Engaged

Not Engaged

Where to Focus Efforts

2013 Engagement Survey Data

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Disclaimer: The Poor Performer

• Leaders can do everything “right” and not create an engaged culture – employees have a role

• Employees’ engagement is complicated and involves five aspects of their life: career, relationships, health, finances, and spirituality.

• Don’t confuse disengaged employees with poor performance!

How can you tell the difference?

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4 Reasons Why People Fail

People fail because they lack one of the four things:1. Skill – Have they been trained to do the

job?2. Knowledge – Are expectations and

consequences clear?3. Resource – Does the person have what

they need to do the job?4. Motivation (or Will) – What have you done

to motivate the person?

Source: Engaged Leadership, Clint Swindall

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4. Discover Actions to Create Engagement

Engaged Leadership | 12 Lessons

Motivational

Directional Organizational

Character CoreVision and Buy-In

Direction is typically set by the C-suite. Managers have the responsibility of establishing buy-in. Idea is to get everyone to agree and feel part of the bigger picture ->“Consensus”.

InspirationMust make sincere efforts to recognize and inspire staff. Make people want to achieve the vision.


TeamDevelop the team to realize the vision.

Success with Engaged Leadership is less about what you know, and more about what you do.

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Lessons for Directional Leadership

1. Recruit support from the highly engaged This group is critical to success -> typically carry much of

the workload and have influence over those in the middle.

2. Prepare the organization for change. Need to go into it united as a team.

3. Let them know how they contribute. Need to communicate expectations and consequences.

4. Constantly communicate progress. How we are doing in pursuit of vision.

Directional


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Lessons for Motivational Leadership

5. Lead with positive motivation Give employees something to run towards.

6. Celebrate small successes. We often do not celebrate enough.

7. Encourage life balance for all employees. Work with staff when they need it. Be careful not to make

decisions based on what someone did for you.

8. Create a fair work environment. Be consistent (and fair) in the consequences you give.


Motivational

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Lessons for Organizational Leadership

9. Identify and position the appropriate talent. Responsibility to develop the team so that the organization is bigger than

certain employees.

10. Build a bridge between the generations. We all grew up at different times and our values are different. Need to adjust

to that and not allow generational differences to get into the way.

11. Move toward real empowerment. For this to work, need to have a culture that allows people to fail without the

fear of being knocked down. Employees need information in order to take on more responsibility. STOP solving all of their problems – coach them instead to build

independence.

12. Establish a strategy to maintain success. “Succession Plan” – have a responsibility to ensure life goes on without us, and

that the good work is carried onSource: Engaged Leadership, Clint Swindall

Organizational

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Character Core

It’s a bad assumption that character does not matter – even here at Penn

Either you have character or you do not – there is no on off switch

Leaders are faced with options and opportunities every day and make decisions based on a set of values

Those decisions are either ethical or not Ethics is not a business issue, it’s a personal issue Employees watch their leaders more than leaders

realize. Congruency is KEY. People may not consciously choose to be unethical, but

it happens.


xCharacter Core

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Activity: Actions to Improve Engagement

In your table groups, brainstorm ways you can create/improve employee engagement in your school or center.

Be prepared to share your ideas!

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5. The University’s 2013 Engagement Survey

29Engagement

DriversEngagement

Behaviors

OPPORTUNITIESTOTALREWARDS

PEOPLE

WORKQUALITYOF LIFE

INSTITUTIONPRACTICES ENGAGEMENT

• Senior Leadership

• Supervisor

• Coworkers

• Valuing People

• Customers

Learning and Development Career Opportunities

• Work tasks• Sense of Accomplishment• Resources• Work Processes• Innovation

Work/Life Balance

• Policies/ Practices

• Managing Performance

• Organizational Reputation

• Diversity• Safety• Brand

Alignment

Recognition

SAY

STAY

STRIVE

Engagement: Drivers of Behavior

Source: Aon Hewitt

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Placing Penn’s Engagement Score in Context

Penn Overall (64%) Univerisites Norm (61%) Tri-State Regional Norm (61%) US Best Employer Norm (83%)

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Engagement Drivers—Areas for Follow-up Action (Key Driver Analysis)

Penn Overall – Areas to Improve

Penn Overall – Areas to Sustain

Sense of Accomplishmen

tCustomers Valuing

People

CareerOpportunities

Managing Performance

WorkProcesses Innovation

WorkTasks

Aon Hewitt’s Rank is provided for comparison purposes. The number represents the ranking of this particular Improve or Sustain driver out of 17 (Tri-state) and 11 (Universities) total drivers in Aon Hewitt’s database.

Aon Hewitt Universities Rank: 1

Aon Hewitt Tri-state Rank: 1





Aon Hewitt Universities Rank: N/A


Aon Hewitt University Rank: 1 (tie)


Aon Hewitt University Rank: 7 (tie)Aon Hewitt Tri-state Rank: 5

Aon Hewitt University Rank: 1 (tie)


Aon Hewitt University Rank: 7 (tie)Aon Hewitt Tri-state Rank: 7

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Group Poll

What has been done at your school or center in response to the 2013 Engagement Survey results?

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6. Developing a Plan for the Next Engagement Survey

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Action on Top Drivers—Key Considerations

When determining actions to take in order to increase engagement, consider these 3 key elements:

1.More is not Necessarily Better2.Keep your Eyes on the Prize3.Don’t Neglect Successes

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Do

Spend time with the data to understand the “story”

Communicate results as soon as you can (within timeline)

Be honest and up front

Enlist the help of others to take action and use the resources on

the website

Focus on a limited number of issue areas

Dedicate time to presenting results

in person to as many in your University as you can

Don’tJump to conclusions (or an

action plan) too quickly

Be defensive about the scores

Be afraid to say “I don’t know”

Try to address action planning—and implementation—on your

own

Take on too many priority areas, even if scores are low

Search for the sources of disappointing data

Do’s and Don’ts

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Beware of these challenges as you seek to understand results and take action.

Symptom Issue“I have only 17 more ways I’d like to run the analysis.” Analysis paralysis

“We have selected 12 issues to work on.” Over-committing

“Survey? Oh yes…I never heard the results.” Under-communicating

“I’ve looked over the results for a whole 10 minutes…now I’m ready to action plan.”

Jumping to action planning

“We’ll tell staff what to do about the results.” Under-relying on staff

“Staff will tell us what to do about the results.” Over-relying on staff

“I have an open-door policy…from 7:00 to 7:30 every Tuesday morning.”

Not being open to feedback

Challenges of Post-Survey Results x

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Preparing for the Next Survey

1. Put a plan together List ideas you have for when you get the results from the

next survey. Set a date/time to meet and discuss the action items

further.

2. What things will you do to increase your engagement? Tip: Set SMART goals.

3. Assess the engagement level of you and your team.

creating and maintaining an engaged team

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