engaging service employees_powerpoint

7/28/2019 Engaging Service Employees_Powerpoint

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Engaging Service Employees in a ChangingHigher Education Landscape

J ay LemonsPresident

David RoemerVP of Human Resources

Elizabeth KissPresident

J anuary 5th 2013


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Presentation Agenda

I. Importance of Employee Engagement

II. Institutional Perspectives

III. Service Provider Engagement Model

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What Is Employee Engagement?

Employee Engagement

The emotional and rational commitment

that an employee has, which can influenceperformance, discretionary effort, and their

intent to stay.

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30% 55% 15%

ENGAGED NOT ENGAGED ACTIVELY DISENGAGED

Loyal and psychologically/emotionally committed.

More productive, higher

retention.

Productive, but they are notpsychologically/emotionally

connected to their company.

Miss more workdays, more

likely to leave.

Physically present, butpsychologically/emotionally

absent.Unhappy and insist on

sharing this unhappiness with

others.

Copyright 1993-1998, 2008 Gallup, Inc. All rights reserved.

70% of U.S. Workers Not

Reaching Full Potential

State of Engagement Among US Workforce

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Benefits of Engaged Employees

Highly Engaged Employees

Try 57% harder

Perform up to 20 percentile pts. better

Are 87% less likely to leave (Retention)

*Corporate Leadership Council Research Data ,2005

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Engagements Impact on Performance and Retention

Productivity Days Lost to: Highly EngagedEmployees

DisengagedEmployees

Presenteeism (physically present, mentally absent) 7.6 14.1

Absenteeism 3.2 4.2

Total Productivity Loss 10.8 18.3

Impact on Performance (Productivity)

Source: Towers Watson 2012 Global Workforce Survey

Impact on Retention

Retention Highly Engaged

Employees

Disengaged

Employees

Likelihood to Leave in 2 Years 18% 40%

Willing to Stay Even if Have Another Offer 72% 28%

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Sobering Service Employee Statistics

Impending Skilled Trades Shortage

Skilled trades demand to increase by 2018 APPA / Bureau of Labor Statistics

1/3 of skilled trades over the age of 50 Bureau of Labor Statistics

Skilled Trades = #1 hardest job to fill Manpower Group: 2012 Talent Survey

Higher Ed Not Focused on Employee Recruitment and Retention

Only 9.4% of HR Officers view retirement as a pressing concern

21% of Private institutions planning for succession among senior

officers (29% Publics)

22% of Private institutions investing in Leadership Development

programs (44% Publics)- InsideHigherEd Survey of Human Resource Officers

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88

Institutional Perspective


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Copyright 1993-1998, 2008 Gallup, Inc. All rights reserved.

Creating anEngaged

Workforce ina Service

Environment

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Employee Engagement Model

Rational Commitment

Extent to which employees believethat managers, teams, or the

organization has their self-interest

in mind (financial, developmental,

or professional).

Emotional CommitmentExtent to which employees value,

enjoy, and believe in their jobs,

managers, teams, or the

organization.

Discretionary EffortEmployees willingness to go

above and beyond the call of

duty

Day-to-DayWork

Team

DirectManager

Organization

Intent to StayEmployee desire to stay with

the organization

Performance

Retention

Two Commitment

Levers

Four Focal Points

of Commitment

Outputs of

Commitment

Definition: The emotionaland rationalcommitment that an employee has,

which can influence their performance, discretionary effort, and intent to stay.

Outcome

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CUSTOMERSCLIENTS AND

PROSPECTS

COMMUNIITESEMPLOYEES

LEADERSHIP

BEHAVIORS

ASSOCIATE

BEHAVIORS

Wages, Benefits, Communications, CSR, Diversity & Inclusion,

Reward & Recognition, Safety, Transition, Training & Development

ARAMARKs Employee Engagement Model

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Brand

Promise

Key

Stakeholders

Behavioral

Framework

ProgramElements

Implementation Communication and iTHRIVE Manager Tool Kit


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Employing the Behavioral Framework

Specific Behaviors to which

Every Employee Can Aspire

Bring our Brand Promise to life on

a daily basis

Drive Positive Outcomes

Drive Employee Retention

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Example: Passionately Committed

I am passionately committedto my job. I bring

positive energy to my work and do my absolute bestevery day. I am responsive and considerate of my

customers. I show pride in my work and let my

customers know that I enjoy what I do. I show

passion for the campus I serve

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What Does That Mean?

Passionately

Committed


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What Are The Behaviors & Outcomes?Leadership Behaviors

Show passion for achieving University goals

Show you are committed to ARAMARK values

Become involved in student organizations

and activities

Support campus culture & participate in

traditions

Bring positive energy to your work and team

Associate Behaviors

Bring positive energy to your work

Do your best every day

Always be present at work

Be responsive and considerate of

your customers

Show passion for the campus you

serve

Resulting Outcomes

Improved employee retention A company where the best people want to work

Increased customer advocacy

Customers, clients, & employees who refer us to others

An enriched sense of community

Example: Passionately CommittedPassionatelyCommitted

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Implementation: How Do We Do It?

Daily Pre-Service Meetings

- Safety Tip-of-the-Day

- Review Prior Day Good/Bad

- Days Events

Weekly Team Meeting- Review Events for Next Week

- Questions & Feedback

- Recognition: Employee of the Week

Monthly Team Meeting- Update from Corp / Regional Leadership

- Safety Focus Topic

- ARAMARK Social Responsibility

- Recognition: Employee of the Month

COMMUNICATION

Quarterly Training- Skills Training: New or Refresher

- On-line Enterprise Training

- Leader-led training

Semester (Bi-Annual) Meeting- Semester Kick-off

- Employee Appreciation / Team Building

- Recognition: Employee of the Semester

Annually- Performance Reviews- Merit Increases

- Survey / Focus Groups

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- Frequent

- Regular Cadence- Reinforce Key Topics


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Supporting Program Materials: iTHRIVE Toolkit

Web-based Library of Strategic Topics

Implementation Calendar

Sample Meeting Planner

Communication Tracker

Reward and Recognition

Thank You Cards Certificates

Magnetic Communication Board

Communication Templates

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id


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Video:

How Does Employee Engagement Sound?
http://localhost/var/www/apps/conversion/tmp/scratch_5/Employees_Say_V003.wmv


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Closing Thoughts

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1. Identify your promise to your customer.

2. Identify those behaviors you want all

employees to exhibit.

3. Encourage and reinforce those behaviors.

Employee Engagement:

Three Steps to Success


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Engaging Service Employees in a ChangingHigher Education Landscape

J ay LemonsPresident

David RoemerVP of Human Resources

Elizabeth KissPresident

QUESTIONS

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