unleash the drive to excel
TRANSCRIPT
Employee Engagement: Unleash the Drive to Excel
Lead Well. Engage Employees. Get Results.
Barb Krantz Taylor and Ann Ruschy
Video
What about this “employee” looks engaging?
What does the “manager” do that helps engage the employee and contribute to performance excellence?
What lessons did you learn from this video?
How do you know who’s engaged?
Clear about purpose—seek ways to improve
Bring full selves to work Highly skilled Need for achievement Positive energy Committed to team Upbeat and proud to work for you
Source: First, Break All the Rules, Gallup
A personal connection employees have to their
job, organization, manager, or team that
motivates them to excel at their work.
Employee Engagement
What’s the Difference?
Engagement vs.
Satisfaction
Where Engagement Happens
Employee Goals Bingo!
Organization Goals
Maximum Drive and Performance
THE RIGHT FIT
GREAT MANAGERS
ENGAGEDEMPLOYEES
ENGAGED CUSTOMERS
SUSTAINABLEGROWTH
HIGHER PROFITSTOCK
INCREASE
ENTER HERE
ID STRENGTHS
MISSION ACHIEVEMENT
THE GALLUP PATH ™
Source: Gallup Organization
Employee Engagement Results
38% higher customer satisfaction
22% higher productivity
27% higher profits
More Results
26% higher productivity
13% higher returns to shareholders
20% fewer missed work-days
¾ of Highly Engaged employees “exceed” or “far exceed” expectations
Source: Watson Wyatt 2008/2009 WorkUSA Report
…And More
Perform 20% better
Are 87% less likely to leave the organization
Source: “Driving Performance and Retention through Employee Engagement”Corporate Leadership Council, 2006
How do I get some of that????
It takes a village…
Employees Managers Senior Leaders Human Resources
Employee’s Role
Proactively manage career
Know self (strengths, values, contributions)
Explore (feedback and information seeking)
Prioritize
Set Goals/Take Action
Identify the “work that needs doing” Determine strengths needed for “the
work” Assess current strengths Identify matches and gaps Coach employees Provide feedback, information, and
resources Balance strengths with organizational
needs
Manager’s Role
Leaders’ Role
Capitalize on “engageable moments” Demonstrate strong leadership and
clear direction Manage organizational change with
effective communication Emphasize customer focus Institute and communicate a system of
equitable rewards Invest in the core
--Watson Wyatt 2008/2009 WorkUSA Report
Human Resource’s Role
Be a partner Be a role model Coach leaders, managers, and
employees Integrate into (required?)
management development/training Align policies, procedures, and
practices Measure engagement Track results
Taking Charge of Your Career
Job = paid work
Leisure = enjoyment; meaning & purpose; a degree of autonomy
Career = Job + Leisure
What is a career?
Career “Fit”
Work (talents, challenge, growth)
Environment (physical/cultural)
Relationships (supervisor, colleagues)
Rewards (pay, benefits, hours)
What fits for you?
Quickly jot down what you know about your 4 areas of fit…
How easy/hard was this?How specific are your answers?How many of your employees
(or people you know) would 1) find this easy?2) have specific answers?
Engaging Conversations
Engaging Conversations
Employee Goals
Organization Goals
Unleashing an employee’s potential to excel
Connecting their motivation to organization’s success
Think about a time at work when you were at your best
Engaging Questions
What did you like about that? I’m curious about _____ Tell me more about _____ What did you mean by ______? Help me understand _____ What else?
Employee Engagement Drivers
Trust in Senior Leadership
Manager Relationship
Pride in Organization
Connection to Organization’s
Success
Utilization of Strengths
Discretionary Effort Job Satisfaction
Co-Worker Relationships
What Drives Engagement?
Development Opportunities
Work harder
Aim higher
Perform better
Stay longer
Engaged Employees
THANK YOU!
Lead Well. Engage Employees. Get Results.
Barb Krantz Taylor and Ann Ruschy