the love where you work employee engagement program ... · employee engagement program wednesday,...
TRANSCRIPT
The Love Where You Work Employee Engagement Program Wednesday, September 28
2
Presented by
Jan Baird, Sr. Vice President, COO and CFO
Tom O’Rourke, VPHR
Maureen Crawford Hentz, Director of Talent Management
A.W. Chesterton Company, Groveland MA
3
Why we did this: Employee Engagement
Baseline Architecture: Buy In & Assumptions
Program Architecture
Workstream definitions & roles
What’s in it for the participants
What they did
How the program evolved
Employee Engagement
5
Engagement is not about having happy employees all the time.
6
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 the company.
They don’t work just for a paycheck…but work on behalf of the organization’s goals. Kevin Kruse
6 Eye-Opening Employee Engagement Statistics
Activation of Discretionary Effort That is what true engagement looks like, not just an office full of happy people. While they aren’t mutually exclusive, their distinction is necessary
8
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 the company. They don’t work just for a paycheck…but work on behalf of the organization’s goals
» Kevin Kruse
WORKPLACE SATISFACTION ONLY GETS YOU SO FAR. IT’S A SMALL PIECE OF ENGAGEMENT
9
Key hallmark/ bellwether of employee engagement is the activation of discretionary effort
10
Turns out, it’s not a but a formula:
Understanding the real business value of employee engagement
+
Understanding what activities matter
+
Understanding the seismic impact of millennial psychology
_____________________________
Program Success
Baseline Architecture/ Prework
12
We can only do this BECAUSE Chesterton is already a place people love
If you really believe in something, you
want it to get better
It’s continuous improvement in the most literal sense
13
In order to be successful, these program elements must be in place:
Meaningful
Employee Driven
Easy to implement
Replicable
DEVELOPMENTAL FOR PEOPLE DOING THE WORK
Not an additional activity; rather, part of the work
Folding in current business needs
14
Step 7:
How to Support Development While Still Getting the Work
Done
Program Structure & Roles
19
20
21
Workstream Lead Brian Contona Senior Advisor Andre Rodrigue Executive Advocate Brian O’Donnell
The Organizational Health Workstream focuses on helping employees feel that they work for a healthy, stable company
with a strong future.
22
Workstream Lead Bryan Giard Senior Advisor Margaret Willbrant Executive Advocate Jan Baird
The Wellness Workstream focuses on incorporating health and wellness into our company culture.
23
Workstream role definitions & structure
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID
Transition Coach
24
Who and How and Really?
26
Expression of Interest Form
Due November 13, 2015
What do you want to get from LWYW?
What do you want to give to LWYW?
Spelling, grammar not as important as answering the questions fully
Deliverables & Accountability
28
Workstream role definitions & structure
Serves as lead organizer for workstream efforts. Determines agenda, facilitates group work, problem-solves within team, ensures alignment of all work with LWYW goals, communicates to all stakeholders; Has A1 performance goals based on LWYW achievement.
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID
Transition Coach
29
Workstream role definitions & structure
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID
Transition Coach
Member of a 2015 workstream. Assist the new workstreams getting up and running. Participate in 1/25 training and assist teams until March 2016.
30
Workstream role definitions & structure
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID Transition Coach
On-call support for any LWYW project. Commits up to 25 hours per year. Can say yes or no to participating on a project by project basis depending upon current work load
31
Workstream role definitions & structure
Serves as project staff in a variety of roles including leading mini projects, stakeholder analysis, communications, program execution, program evaluation. Brings topics to group for discussion & evaluation. Discusses and evaluates topics. Has A1s associated with LWYW.
Workstream Lead
Workstream Team Members
Senior Advisor
GID
Transition staff
32
Workstream role definitions & structure
Serves as primary embedded team coach. Provides advice and coaching to workstream leads and members. May participate regularly in workstream meetings. Assists workstream by building capacity in team to secure resources and support. Has A1 goal based on LWYW achievement.
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID
Transition Coach
33
Workstream role definitions & structure
Go-to executive for program buy-in & support. Advocate for workstream needs. First-pass seat holder. Red tape cutter. Communicator of workstream successes. Advisor to Sr. Advisor & Workstream Lead.
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID
Program Support Staff
34
Workstream role definitions & structure
Serves as program administration. First go-to for any issues, problems, directions, clarifications. Has A1 accountability for LWYW program.
Workstream Lead
Workstream Team Members
Senior Advisor
Executive Advocate
GID
Program Support Staff
35
What’s in it for the Participants?
37
Magic wands are not standard issue
38
Training & Skill Development in:
Project management
Planning & organizing big initiatives
Leadership by influence
Presentation skills
Financial acumen
Leading a team
Communication in a cross functional team
Stakeholder buy-in
Innovation management
39
2016 Signature Competency
40
December 2: Innovation Boot Camp
Innovation Bootcamp
Influencing Skills & Stakeholder Analysis
43
Support: organizational or personal
Credibility
Awareness
Understanding
Support
Buy In
Activating Discretionary effort
WIIFM
The ask
What to do when things go wrong
45
Wrong? What could possibly go wrong?
Hey, what is ‘right’ anyway?
46
Situational or structural
Interpersonal
The difference between no and yes if…..
The difference between no and later
The difference between out of the box and out of your mind
The ear of the listener: data, emotion, drivers… (Hogan)
Program & Project Management: The Gather, Communicate, Do Model
Strengths Finder
49
50
What have the LWYW Workstreams Accomplished?
August’s organization
is the Dr. Elmer S.
Bagnall Elementary
School in Groveland
in time for back to
school! Our
donations will buy
necessary school
supplies for the
community.
51
LWYW Projects
52
LWYW Projects
53
LWYW Projects
54
LWYW Projects
55
You are here!
2015 LWYW Projects
56
LWYW Projects
57
Tuition Reimbursement 100% Reimbursement for grades of A & B! Open to All US Employees even if the studies are not linked to their current job! Work on a degree to support your future job with Chesterton.
Examples: A Machinist can go to school for business An Assembler can go to school for finance
What are you waiting for?
LWYW Projects
Evolution of the Program
59
Some of the work must be connected to Corporate Goals
Senior Managers ‘pitched’ workstreams on ways to assist
60
3 Strong, Solid Performance
LWYW workstream is functioning smoothly by using stakeholder analysis, influencing and project management skills. Workstream lead is evaluated by team
and stakeholders as having strong leadership skills. Collaboration across workstreams is consistent and efficient. Events and programs are created planned
and executed in collaboration with key AWC departments.
At least 10 major events are executed, with at least 3 of these directly tied to a corporate A1 or A2.
Communication to all stakeholders is effective and consistent. There are direct clear connections between events and the Strategic Pillars.
Role definition: serves as lead organizer for workstream efforts. Determines agenda, facilitates group work, problem-solves within team, ensures alignment of all work with LWYW goals, communicates to all stakeholders.
Workstream Lead
61
3 Strong, Solid Performance
Team member can demonstrate 12 specific contributions made to the workstream, including at least 3 specifically tied to a corporate
A1 or A2 that has been chosen by the workstream. Team member demonstrates understanding of stakeholder analysis,
influencing and project management skills. Workstream team member is evaluated by leader, team and stakeholders being
collaborative & effective.
Role definition: Serves as project staff in a variety of roles including leading mini projects, stakeholder analysis, communications, program execution, program evaluation. Brings topics to group for discussion & evaluation. Discusses and evaluates topics. Has A1s associated with LWYW.
Workstream Team Member
GO TO
This part of the presentation is also called
I support Love Where You Work
BUT….
Maureen Crawford Hentz
64
65
Presented by
Jan Baird, Sr. Vice President, COO and CFO
Tom O’Rourke, VPHR
Maureen Crawford Hentz, Director of Talent Management
A.W. Chesterton Company, Groveland MA
The Love Where You Work Employee Engagement Program Wednesday, September 28