driving employee engagement -...
TRANSCRIPT
Driving Driving Driving Driving Employee Employee Employee Employee EngagementEngagementEngagementEngagementPROVEN STRATEGIES FOR BUILDING A
CULTURE OF ENGAGEMENT
A bit about meOver 25 years of experience
Different types of organizations ◦ Public/private◦ Nonprofit/corporate◦ Variety of industries
◦ Confectionary◦ Bioservices◦ Consumer◦ Distribution
◦ Some current clients◦ Thermo Fisher Scientific◦ Harvard Business Publishing◦ Zaxby’s Chicken◦ Association for Talent Development
Employee Employee Employee Employee EngagementEngagementEngagementEngagement
How do you define it?
Our definitionDefinition: Employee engagement is the emotional
commitment the employee has to the organization and its goals.
This emotional commitment means engaged employees actually care about their work and their company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals.
When employees care—when they are engaged—they use discretionary effort.
(Kruse, 2016)e
Dimensions of employee engagement
Source: MIT Sloan Management Review Article Measuring the benefits of Employee Engagement by V Kumar and Anita Pansari Summer 2015
Satisfaction Identification
Commitment Loyalty
Performance
Why have the conversations?
Employee Engagement
• Engaged employees outperform average employees by 20 percent (2004 study conducted by the Corporate Executive Board)
• Only 32% of employees are actively engaged in their jobs, while 51% are not-engaged, and 17% are actively disengaged (Gallop 2015)
01Turnover reduction
• Companies with engaged employees lower employee turnover by 31 % (Bersin 2015)
02Business Results
• COMPANIES WITH HIGHLY ENGAGED WORKFORCES OUTPERFORM THEIR PEERS BY147% IN EARNINGS PER SHARE (Gallup 2017)
03
Business impactBest Buy indicates that stores that improve employee engagement
scores by 1/10 of a point (on a five point scale) will see a $100,000 increase in sales volume (David Ulrich & Wendy Ulrich)
A study by Towers Perrin in 2008 showed that organizations with engaged employees experienced a 19 percent increase in operating income over a 12-month period, compared to a 33 percent decrease in companies with disengaged employees.
Highly engaged employees are 87% less likely to leave your company. (Gallup)
Companies with higher engagement have 233% higher levels of customer loyalty (Aberdeen)
Companies with engaged employees outperform their peers by 147% in EPS (Gallup 2017)
Manager ImpactManagers account for at least 70% of variance in employee engagement scores (Gallup)
80% of those dissatisfied with their managers are also disengaged from their employers (Dale Carnegie)
Management behavior that drives engagementIf your Manager primarily…
Ignores you
Focuses only on your
weaknesses
Focuses on your
strengths
Your
chances of
being
actively
disengaged
are…
Source: Gallup Management Journal Gmi.gallup.com
Can we drive both engagement and results?
• HBR study by Jack Zenger and Joseph Folkman June 2017
• Analyzed 360 Feedback for 60,000 leaders
• Found leaders in the top quartile for both skills ranked in the 91st percentile of all leaders
• The BEST (13% ) do both!
• Identified SIX Powerful Skills that drove engagement AND results
•By Jack Zenger and Joseph Folkman June 2017
Six Powerful Behaviors
• Communicates clear strategy and direction
• Inspires and motivates
• Establishes stretch goals
• Has high integrity and inspires trust
• Develops others
• Is coachable
Source: HBR Article
How Managers Drive Results and Employee Engagement at the Same Time
By Jack Zenger and Joseph Folkman June 2017
Seven Conversations that drive engagement and results
Feedback
Conversation
Performance
Management
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Development
Conversation
Context
Conversation
Confrontation
Conversation
Seven Conversations
Feedback
Conversation
Performance
Management
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Development
Conversation
Confrontation
ConversationContext
Conversation
Context Establishing Conversation
The Context
Establishing
ConversationThe Importance of
Connecting Employees to
the Organization
An analysis of over 300
potential drivers of
engagement found that when
employees understand the
connection between their
work and organizational
strategy, they are more likely
to go beyond the minimum
requirements of their job.
A sense of connection with the
organization can drive
employee effort by as much as
32.8%.
“A mere 7% of
employees today fully
understand their
company’s business
strategies and what’s
expected of them in
order to help achieve
company goals.”
from Robert S. Kaplan and David
P. Norton, “The Strategy-
Focused Organization,” Harvard
Business School Press, 2001
The Context Establishing Conversation
Seven Conversations
Feedback
Conversation
Performance
Management
Conversation
Relationship
Building
Conversations
Development
Conversation
Context
Conversation
Confrontation
Conversation
Goal Setting
Conversation
Goal Setting Conversation•Prioritizes employee activities
•Aligns goals with organizational strategy
•Facilitates shared ownership
•Details development plans into actionable tasks
•Makes work measurable and observable
•Enables employees to achieve more
Among employees who strongly agree with the statement, "My manager helps
me set work priorities," 38% are engaged. Among employees who disagree, only
4% are engaged (Gallup)
Does goal setting matter?Does goal setting matter?Does goal setting matter?Does goal setting matter?
Need a volunteer to demonstrate the fact that goals drive higher achievement.
/
Smart Goals
1
Specific
• Describe exactly what will be accomplished.
Specific
• Describe exactly what will be accomplished.
2
Measurable
•Quantify the goal by adding a measure to describe what success looks like.
Measurable
•Quantify the goal by adding a measure to describe what success looks like.
3
Achievable
•While the goal should be a stretch, it should be something that is possible to reach.
Achievable
•While the goal should be a stretch, it should be something that is possible to reach.
4
Relevant
•Every goal should contribute the organization and/or department’s overall success.
Relevant
•Every goal should contribute the organization and/or department’s overall success.
5
Time limited
•Identify when the date is to be completed.
Time limited
•Identify when the date is to be completed.
S M A R T
Seven Conversations
Feedback
Conversation
Performance
Management
Conversation
Goal Setting
Conversation
Development
Conversation
Context
Conversation
Confrontation
Conversation
Relationship Building
Conversations
Importance of interactionAccording to a recent Gallup Study – the employee’s perception that the manager cares is a key predictor of employee performance and links to business outcomes
◦ Look for day-to-day opportunities to connect
◦ Dialogue with each team member regularly
◦ Listen actively and respond in a timely manner
◦ Make sure your team members know they matter
◦ Help employees find tangible, immediate solutions to work challenges
“Our people have to feel they make a difference. They could probably make fifty cents an
hour more, with fewer responsibilities at a big box store down the street. So I
need to communicate that I care about them, I need to
connect them to Ann Taylor, I need to make sure they know they are important to me and
to the company.”
Susan DeProfio, Ann Taylor Store Manager, The Value of Conversations with Employees,
Gallup.com
Seven Conversations
Performance
Management
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Development
Conversation
Context
Conversation
Confrontation
Conversation
Feedback
Conversation
Informal Feedback Drives Performance
Manager
knowledgeable about
employee
performance
Feedback directly
related to helping
the employee do
their job better
Feedback
emphasizes
strengths, not only
when there is
something wrong
Emphasis solely on the negative
decreases performance by 11%
Emphasis solely on the negative
decreases performance by 11%
Fair and accurate feedback = 40% rise in
performance
Fair and accurate feedback = 40% rise in
performance
How do you feel about feedback?Which picture best reflects how you feel about giving feedback?
Do you love to give feedback?
Why or why not?
What are the common pitfalls of feedback?
STRUK feedback
Feedback model
When What Why So What?
What did the
person do?
• Focus on
behavior.
• Be very
specific.
When did it
happen?
• Describe the
context.
Why is it worth
providing
feedback?
• What is the
impact?
• Positive or
negative
impact,
depending
on situation.
What are you
requesting?
• Do it again?
• Do
something
different
next time.
Seven Conversations
Feedback
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Development
Conversation
Context
Conversation
Confrontation
Conversation
Performance
Management
Conversation
Unwilling but Able
Sell the importance.
Listen to why.
Ensure successes.
Recognize effort – only forward.
Provide +/- consequences.
Unwilling and Unable
Focus on tasks.
Plan and execute.
Create small wins.
Monitor closely; reduce support over time.
Possible difficult conversation or corrective action.
Willing and Able
Recognize achievement and independence.
Give more responsibility.
Coach to develop talent and engagement.
Willing but Unable
Train or provide mentor.
Build skill; relate to previous work.
Build confidence; relate to previous successes.
Recognize growth –improved skills.
Capability
Willingness
Can’t
Can
WillWon’t
Optimizing the Performance Management ConversationFocus on positive
◦ Emphasis on strengths in performance reviews improves performance
◦ Performance strengths by 36%
◦ Personality strengths by 21%
Suggest areas for improvement
Be specific on the outcomes
Emphasize the future
Seven Conversations
Feedback
Conversation
Performance
Management
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Context
Conversation
Confrontation
Conversation
Development
Conversation
Lessons of ExperienceHow successful executives develop on the job
The Center for Creative Leadership has conducted research to examine how successful executives develop on the job.
Careers of successful executives were systematically evaluated to determine what had the greatest impact.
The most significant learning came from a variety of experiences.
◦ The breakdown is as follows:
◦ Challenging assignments – 42%
◦ Significant other people – 22%
◦ Hardships – 20%
◦ Other events – 16%
Seven Conversations
Feedback
Conversation
Performance
Management
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Development
Conversation
Context
Conversation
Confrontation
Conversation
When would confrontation be the conversation?
The BEST Leaders Confront•25,000 professionals studied 10,000 hours of observation to identify patterns
•Compared A Leaders (top performers) to B Leaders (consistent, solid performers)
•Discriminating difference was one skill set…
◦ A Leaders more rapidly & more effectively confronted tough problems
Source: Crucial Confrontations By Kerry Patterson & Joseph Grenny
In A Situation That Requires Confrontation
Source: Crucial Confrontations By Kerry Patterson & Joseph Grenny
Fight or Flight is a Choice...…But what happens when you choose fight or flight?
In A Situation That Requires Confrontation
Source: Crucial Confrontations By Kerry Patterson & Joseph Grenny
Stop your story!
STOP the Story!
� Fundamental attribution error
� Assuming negative intent for behavior when it is someone else’s behavior
� Assuming external impact for behavior when it is my behavior
Ask a Harmonizing Question…
Why might a reasonable, rational and decent person do what he/she did?
Why might a reasonable, rational and decent person do what he/she did?
Source: Crucial Confrontations By Kerry Patterson & Joseph Grenny
Confrontation Model
Seven Conversations that drive engagement and results
Feedback
Conversation
Performance
Management
Conversation
Goal Setting
Conversation
Relationship
Building
Conversations
Development
Conversation
Context
Conversation
Confrontation
Conversation
Have a phenomenal weekend!
Confrontation Model