improving employee engagement through a culture of innovation
TRANSCRIPT
HOW TO IMPROVE EMPLOYEE ENGAGEMENT THROUGH A CULTURE OF INNOVATION
Monthly Webinar Series
May 21, 2015
2Topic Agenda
Item Time (min)
Introduction 2
The Link Between Innovation and Employee Engagement: Chicken or Egg?
5
Where Organizations Struggle15
Instilling a Culture of Innovation 10
Q&A 5Norm Baillie-David
SVP Engagement - TalentMap
Monica HelgothVP Engagement - Western Region
Agenda
3
15 years in business
7,000+ employee engagement surveys since inception
1,000,000+ employees surveyed
500+ employee engagement surveys annually
Only 1 Focus
TalentMap by the Numbers
4Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
The (Critical) Link Between Innovation and Employee Engagement
6
An Innovation Culture?
Employee Engagement?
OR
Overall Engagement
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.
2%
6%
8%
2%
7%
5%
6%
8%
14%
20%
4%
17%
12%
19%
89%
80%
71%
94%
76%
83%
75%
Unfavourable Neutral Favourable
CULTURE OF INNOVATION RESULTS IN HIGHER ENGAGEMENT
7
9%
14%
17%
6%
16%
10%
19%
19%
20%
24%
9%
23%
17%
29%
72%
66%
58%
84%
61%
73%
52%
Top 10% Other Source: TalentMap Benchmark Database
Higher Engagement Leads to Greater Innovation
8
9
So, Why Do So Many Organizations Struggle?
The Blame Culture The Because Culture
Why do Organizations Struggle?
10
AN ORGANIZATION STRUGGLING WITH INNOVATION 11
ORGANIZATIONAL VISION
SENIOR LEADERSHIP
INNOVATION
TEAMWORK
INFORMATION & COM-MUNICATION
WORK/LIFE BALANCE
PROFESSIONAL GROWTH
PERFORMANCE FEEDBACK
WORK ENVIRONMENT
COMPENSATION
Strong Engagement
DriverWeak
Engagement Driver
Worse Than Benchmark
Better Than Benchmark
MEMBER/CUSTOMER FO-CUSIMMEDIATE MANAGEMENT
+/- TM Benchmark
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%
16
32
14
13
22
22
27
4
27
19
34
62
41
96
59
69
45
Unfavourable Neutral Favourable
% Frequency
-7
-21
+9
-3
-6
-14
BOTH ‘CULTURES’ KILL INNOVATION 12
Data is rounded to the nearest whole number
56 respondents selected a theme for this comment
How could your organization improve innovation?
0%
20%
40%
60%
80%
100%
36%29%
25%21%
16%14% 9%
Benchmark
% F
requ
ency
INNOVATION: COMMENTS 13
“Remember that perfect is the enemy of good and there are more than one way to do things. The <ORGANIZATION> needs to take risks, not always play it safe. Be open to using social media and new technologies. Reward creativity. Respect staff so they are not scared to innovate but encouraged to do so. Failure is NOT an option at <ORGANIZATION>.”
“Unfortunately, many leaders fail to create a safe environment for employees to contribute ideas. Worse, they create an environment in which new ideas are met with rejection.”
The Blame Culture
14
Bob Kelleher , Employee Engagement For Dummies
Managers and employees typically avoid taking responsibility or initiative.
Mistakes are hidden and damage escalates. “The Perfect becomes the Enemy of the Good” Micromanagement is rampant. Control is seen as
necessary to avoid being blamed for mistakes. Managers rationalize this behavior by (what else)
blaming “demanding” superiours, customers and stakeholders.
Ultimately: there is no environment for new ideas. Employees do not feel heard. They disengage. The engaged leave.
IF YOUR ORGANIZATION HAS A “BLAME” CULTURE
“Leadership teams that want to kill employee engagement and initiative should simply tell employees that they can't do something “because that's not how we do it here” or “because we've tried that before” or “because management will never accept that” or “because it isn't policy.”
Bob Kelleher , Employee Engagement For Dummies
The “Because” Culture
16
Leaders have built a successful organization. They now have a vested interest in maintaining the status quo.
Leaders (firmly, but falsely) believe that what got them success will provide continued success.
Leaders surround themselves with people who think like them.
Empirical evidence shows these organizations have slower growth and lower client satisfaction.
Ultimately: there is no environment for new ideas. Employees do not feel heard. They disengage. The engaged leave.
IF YOUR ORGANIZATION HAS A “BECAUSE” CULTURE
17
How do we Instill a Culture of Innovation?
18
Actively support someone who has made a mistake. Train/coach to focus discussion on the future, not
the past. • MOVE FROM:
• How did that happen? Who was responsible? Why did they (not) let that happen?
• MOVE TO:• Never mind who’s fault it was. What do we do now? How do
we make it right? How do we minimize damage? How do we learn and not let it happen again?
Praise the employee by the benefits of coming forward (time, $). Reward honesty and forthrightness that minimizes consequences of error.
Support and provide help.
MOVE FROM BLAME TO RESPONSIBILITY
19
http://www.vinehouse.com/how-to-reverse-the-blame-culture/
Positive Framing:• “Why Not?”• “Yes, and…”
Enforce the virtual suggestion box (aka crowdsourcing innovation)
Incentives: Publicly reward and recognize innovations and improvements
Make examples of and institutionalize these behaviours (it helps if the CEO serves as the model )
MOVE FROM “BECAUSE” TO “WHY NOT”?
20
• Changing the activities involved in your job by taking on more or fewer tasks, expanding or diminishing the scope of tasks, or altering the way you perform tasks.
•Examples: An accountant creating a new method of filing taxes to make her job less repetitive. Or a machine operator volunteering to design a new logo or his company.
Task Crafting
• Changing the extent or nature of your interactions with other people.
•Examples: A computer technician offering help to co-workers as a way to have more social connections. Or a financial analyst communicating with clients using video conferencing rather than just email.
Relationship Crafting
• Changing the way you think about the purpose of tasks, relationships, or the job as a whole.
•Examples: A hospital cleaner seeing his work as a means to help ill people rather than cleaning space. Or an insurance agent viewing her job as “working to get people back on track after a car accident” rather than “processing car insurance claims.”
Cognitive Crafting
MAKE SURE EVERY JOB HAS IMPACT THROUGH JOB CRAFTING– the Concept
Turn Engagement into Innovation
by using Innovation to Engage.
THE REAL CHALLENGE
22
David Flammia, Sales Executive, LivePerson
Event Format Topic DateConference Board“Engagement 2015”
Calgary NEW Research: 10 Years On – What Do We Really Know?
May 25th
TalentMap Specialty Webinar
Live Webinar Employee Engagement: Maintaining Momentum – Part 2
May 28th 12:00pm EDT
TalentMap Monthly Webinar Series
Live Webinar with special guest
How Edmonton International Airport Improved Employee Engagement – from Survey to Implementation and Beyond
June 25th
12:00pm EDT
TalentMap Monthly Webinar Series
Live Webinar Engaging your Employees through a Compelling Organizational Vision
July 30th
12:00pm EDT
Upcoming TalentMap Learning Sessions
THANK YOU!QUESTIONS AND DISCUSSION
24
Monica HelgothVP Engagement – TalentMap [email protected], x515
Norm Baillie-DavidSVP [email protected], x504