developing "thinking managers" to bridge the employee engagement gap

go.herrmannsolutions.com/april2015-HRDQ © 2015 Herrmann Global Better Thinking. Better Performance. Better Results

Presented by Ann Herrmann-Nehdi CEO

Developing “Thinking Managers” To Bridge the Engagement Gap

go.herrmannsolutions.com/april2015-HRDQ


• Engagement: Where are we? • Four Challenges/Drivers of Engagement • Engaging the Whole Brain® Way • Keys to individualizing engagement

Today’s Agenda

go.herrmannsolutions.com/april2015-HRDQ © 2015 Herrmann Global Better Thinking. Better Performance. Better Results 4

Leading in the New World of Work- Bersin Deloitte 2015


Poll 1

5

1. Formal approaches in place with full leadership support

2. Formal approaches in place with limited leadership support

3. Informal approaches, w/leadership support to move to formal

4. Only informal approaches, no leadership support for more

What is your current approach to Employee Engagement?


Value of Engagement

Improve company performance

High-engagement firms had total

shareholder return that was 19% HIGHER

than average

Low-engagement firms had total shareholder value that was 44% BELOW the average

Towers Watson


Survey Says

31.5%

51 %

17.5%

2014


Our research shows that managers account for as much as 70% of variance in employee engagement scores.

What Great Managers Do to Engage Employees James Harter, Amy Adkins HBR APRIL 2, 2015

http://www.gallup.com/businessjournal/167975/why-great-managers-rare.aspx

http://www.gallup.com/businessjournal/167975/why-great-managers-rare.aspx

https://hbr.org/search?term=james+harter

https://hbr.org/search?term=amy+adkins



Poll 2 What are your biggest challenges for your managers in creating employee engagement?

1. Inadequate communication with employees by managers

2. Insufficient clarity of expectations from managers.

3. Ineffective performance reviews where the focus is negative

4. Lack of manager ability help employees develop in the future


Frequent, varied communication

Focus on future development

Clarity of expectations

Strength-based performance

Four Drivers Of Engagement

What Great Managers Do to Engage Employees James Harter, Amy Adkins HBR APRIL 2, 2015

https://hbr.org/search?term=james+harter



What are we Doing Wrong?

14

Companies spend over $720 million each year on employee engagement, and that’s

projected to rise to over $1.5 billion. And yet, employee engagement is at record lows — what’s wrong here?

https://hbr.org/2015/01/employee-engagement-depends-on-what-happens-outside-of-the-office

“Most employee engagement models are centered around the work experience and not on the employees!”


Engagement Defined

Winning the hearts and minds of

employees in ways that inspire them to

deliver high performance.


Own-Value-Stretch-Align-Coach Keys for Managers to Individualize Engagement


Individualize Engagement Own and be accountable for their thinking

preferences


Poll 3

1. Convince me with shared values and empathy. 2. Convince me with details, practicality, a plan 3. Convince me with results, precision and analysis 4. Convince me with new ideas, room to play, a vision.

What represent your strongest preferences?


Poll 4

1. No respect for feelings or interaction “too critical” 2. Lack of details, clarity or plan “’disorganized’ 3. Lack of logic, facts or data, “too much fluff” 4. No flexibility or vision, fear of risk, “boring”

What frustrates you?


Stretch to engage toward others thinking preferences


definition: [n] The ability to deliberately and consciously adapt

your thinking when and as the situation requires it.

Managers Need Thinking Agility


Align work with preferences and employees with initiatives


Thinking Senior Leaders Create Belief

Vision

Values

Mission

Strategy

Goals

Objectives


Coach to help others stretch and leverage their brain.


1. Own and be accountable for their thinking preferences

2. Value the thinking preferences of others and their strengths

3. Stretch to engage toward others thinking preferences

4. Align work with preferences and employees with initiatives

5. Coach to help others stretch and leverage their brain.

Keys for Managers to Individualize Engagement


1. I know what is expected of me at work.

2. I have the materials and equipment I need to do my work right.

3. At work, I have the opportunity to do what I do best every day.

4. In the last seven days, I have received recognition or praise for doing good work.

5. My supervisor, or someone at work, seems to care about me as a person.

6. There is someone at work who encourages my development.

7. At work, my opinions seem to count.

8. The mission/purpose of my company makes me feel my job is important.

9. My coworkers are committed to doing quality work.

10. I have a best friend at work.

11. In the last six months, someone at work has talked to me about my progress.

12. This last year, I have had opportunities at work to learn and grow.

Aligning Gallup Questions to Quadrants


Let’s Discuss

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Better Thinking. Better Performance. Better Results.

t +1.828.625-9153 e [email protected] w herrmannsolutions.com

AMSTERDAM

AUCKLAND

BUENOS AIRES

COPENHAGEN

LAKE LURE

LONDON

MEXICO CITY

MUNICH

PARIS

PRETORIA

SHANGHAI

SINGAPORE

SYDNEY

TOKYO

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developing "thinking managers" to bridge the employee engagement gap

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