welcome to employee engagement specialist...

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Welcome to

Employee Engagement

Specialist Certification

© The Employee Engagement Group . All Rights Reserved

Welcome

Welcome to the

Employee Engagement Specialist Certification!

– Housekeeping

• Emergency exits

• Restrooms

• Beverages, food

• Name cards

• Electronics

Please place your phone on vibrate

Welcome

Welcome to the

Employee Engagement Specialist Certification!

– Introduction to The Employee Engagement Group

• Founded by Bob Kelleher, CEO Founder

• Focus on helping companies with engagement culture and initiatives

• Believe in the ‘teach a man to fish’ model

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Our TeamBob

Kelleher

John Konselman

Allan Benowitz

Tammy Jordan

Kaitlyn Carr

Icebreaker - Introductions

A little about you

Your name

Company

Years of experience dealing with

people complexities

Something unique…

Agenda8:00 – 9:00

• Introductions

• Overview of Engagement Specialist program

9:00 – 11:30

• Foundations of Engagement

• Engagement Business Case

• Engagement in your Organization

11:30 – 12:00

• Your Engagement Action Plan

• Review

• Pre-work for Session 2

Break

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Overview of Program

– Ten sessions Ten Steps of Engagement

• Program does not follow the book Louder than Words

– Session schedule

• Start with a discussion of the Action Plan from the last session

• Workshop – activities, discussions, experience, and practice

• Engagement Action Plan and pre-work for next session

– Format of the sessions

≠Page Intro - 1

Info

DiscussionExercises

Experience

Overview of Program (continued)

– Material

• Workbook

– Worksheets

– Exercises

– Engagement Action Plans

– Pre-work

– Engagement Specialist web site

• All material from current sessions

• All Action Plans and pre-work

• Contact information

– Does anyone want to opt out?

Exercise

Workbook

Tool

Key idea

Discussion

Objectives

By the end of the program, you will:

– Be able to define engagement and discuss its benefits with members of senior leadership

– Recognize and apply the key components of an engagement survey as well as other feedback tools

– Develop, communicate, and promote an employment value proposition (EVP)

– Create and implement a communication protocol process

– Manage the requirements necessary to evolve your organizational culture

– Evaluate and help first line leaders support and implement engagement

Page Intro - 2

– Drive key best practices for working with different generations, especially Generation Y

– Identify key motivators for yourself and others in your organization

– Create high performing individual and teams

– Evaluate and update your reward and recognition process

– Identify and apply the behaviors and traits that make employees successful in your organization

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Making Your Experience Successful– Confidentiality

• What happens in Woburn, stays in Woburn

– Application

• Use your monthly Action Plan to implement the concepts covered in the workshop

– Participation

• Each month – share your experiences – what worked, what didn’t?

• Complete required assignments – there are 4 required assignments

• Ask questions, answer questions - you a great resource!

– Attendance

• Attend at least 7 of 10 sessions

• Notify if you cannot make a session (contact Allan or John)

– Other thoughts?

• How can the facilitators and participants make your experience more successful?

Page Intro - 3

Session 1

The Foundation of Employee Engagement


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Why Care About Engagement Now?

All the data you see today(charts, statistics, studies, etc.)

are in your book:pages 6 thru 9

5

January 20155.7%December

20003.7%

March 20109.9%

Job Gains and Losses

6/12/2015

National Job Gains and LossesAndrew Van Dam and Renee Lightner, Wall Street Journal, Feb 2015

Job Openings, Hires and Quits Page 4

Bureau of Labor Statistics, Job Openings and Labor Turnover Survey, January 2015Shaded area = recession determined by the National Bureau of Economic Research

Turnover vs. Unemployment

Results from PwC Saratoga’s 2012/2013 US Human Capital

Effectiveness Report

6

30%* of your employees

will be looking for a

new job in 2015CareerBuilder.com 2015 Survey

30%* of your employees


new job in 2015CareerBuilder.com 2015 Survey

86%* of employees


new job in 2015Right Management Poll- 2015

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Foundations of Employee Engagement

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Definition of Engagement

Lets first talk about successful marriages


Discussion

– From your pre-work, what did you come up with as a definition of engagement?

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It is about a mutual commitment

We want the Company to

be successful

We Want you to reach

your potential

Page 1 - 2

Resulting in the capture of discretionary effort

9

Highly engaged employees are 480%more committed to

helping their company succeed

250% more tolikely to recommend

improvements370% more likely to recommend their

company as an employer Temkin Group,

Employee Engagement Benchmark Study, 2012

Let’s Talk About Discretionary Effort

Discussion

– What does ‘discretionary effort’ look like in your organization?

– What are your employees doing to demonstrate discretionary effort?

Let’s Talk About Discretionary Effort

Page 1

27

32%

51%

17%

0%

15%

30%

45%

60%

Engaged

Disengaged

Actively Disengaged

January 2015 Gallup Report of 80,000 Employee Interviews

State of the Workforce Report

51%

16.5%

32.5%

2.5% increase

since 2013

Page 2

10

28

32%

51%

17%

0%

15%

30%

45%

60%

Engaged

Disengaged

Actively Disengaged

January 2015 Gallup Report of 80,000 Employee Interviews

State of the Workforce Report

51%

16.5%

32.5%

Page 2

– Gallup’s study:

• Engaged – 32.5%

• Not engaged – 51%

• Actively disengaged – 16.5%

Discussion – Your Organization

– From your pre-work

• Where did you estimate your organization falls in these categories?

• How do you help disengaged become more engaged and keep engaged employees engaged?

– Note ideas in your workbook from other participants

State of Your Workforce

Page 3

30

Making the Business Case for Employee

Engagement

11

Making a Business Case

Employee Engagement

Customer Satisfaction

Profitable Growth


Page 4

Customer Engagement

Stuff vs. EngagementEngagement is about:

• People

• Relationships

• Alignment

• Shared responsibility for creating the future together

• Business success

• Work environment

• Continuous communication

• Opportunities for performers

• Staff Development

Engagement is not about:

• Things

• Having the best of every amenity

• Avoiding making tough decisions

• Pleasing all the people all the time

• A “catch-phrase” for all HRprograms

DiscussionIn your pre-work, which list would employees have picked if asked what would make them more engage? Is there a gap?

Page 4

Engagement Articles

– In groups of 3 – 4, discuss the assigned article(s)

• It’s Not You, It’s Me

• Global Human Capital Trends 2015 - Culture and Engagement (pages 35 – 39)

• Global Human Capital Trends 2015 - Performance Management (pages 51 – 56)

• Why Engagement Happens in Employees’ Hearts

– Note the key aspects of what you learned from reading the article

– Be prepared to report back

• 3 – 5 key points, ‘ah-ha’ moments, or other learnings

• How can you apply this to your organization?

Page 5

12

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Strengthening the Business Case for Employee Engagement

In God we Trust,

all others we

require data

Page 6 thru 9

What drives employee engagement

(Dale Carnegie “What Drives Employee Engagement” 2012

Survey of 1,500 global employees)

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SilkRoad 2013 SurveyEmployee Engagement Research Creating a High-Performance Work Environment

Less than 40% companies focus on

Employee Engagement

Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS

Based on survey of 25 million survey respondents

Engagement and Company Size

Engaged Actively Disengaged

<10 5000+10 - 24 25 - 49 50 - 99 100 - 499 500 - 999 1000 - 4999

50%

40%

30%

20%

10%

39

What Can Leaders Do?

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SilkRoad 2013 SurveyEmployee Engagement Research Creating a High-Performance Work Environment

Best Ways to Foster Engagement

Show Concern About The Well Being

Of People

Build Trust

Integrity? 78% Competence? 69%

Kenexa 2013 Employee Engagement Index ScoresWorkForce Trends Report

33,000 Global Employees in 28 Counties

79%

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The Role Of The Boss

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Disengaged managers are 3 times more likely

to have disengaged employees

Corporate Leadership Council, 2012C



Engagement and Bad Managers

Bad managers are creating active

disengagement costing the U.S. an estimated $450 billion to $550

billion annually

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Engagement of the Individual

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35% of U.S. workers said they’d willingly forgo a substantial pay raise in exchange

for seeing their direct supervisor fired.

2012 Poll by Parade Magazine

Disengaged employees cost the US economy $370 billion annually.

Employee Engagement: Every Leader's ImperativeMay 2013 Forbes.com

Highly engaged employees were 87% less likely to leave their companies than their disengaged counterparts.

Driving Performance And Retention Through Employee EngagementCorporate Leadership Council 2012

Employees with lower engagement are 4 times more likely to leave their jobs than those who are highly engaged.

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What does an Engaged “Employee” Look Like?

What does an Engaged “Employee” Look Like?

© The Employee Engagement Group. All Rights Reserved

AnEngaged

Employee

What the employee

wants to do

What the employee is

good at

What the company

needs

The company employs people to complete specific job functions and

duties. Setting clear expectations is key

to an engaged employee

Engaged employees sincerely like the job they are doing. They

want to do a good job and grow with the position they have.

Beyond the need for and desire to do a particular job,

an engaged employee has

or obtains, then continuously improves the

necessary skills.

Page 10

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© The Employee Engagement Group. All Rights Reserved

I’m not doing what I really like to do; I’m not sure I’m even good at doing what

I’m asked to do

I like some of what I’m doing, but doing a lot of things I don’t particularly like doing;

I’m not really leveraging my skills

I like most aspects of my job; I believe I’m really

skilled in most of what I’m being asked to do

I love what I do. My skills are a perfect

match for my position

Where would you place yourself on these circles?

Page 10

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Engagement and Globalization

Engagement Across the Globe

2013 Blessing White Global

Employee EngagementResearch Update

19

55

Engagement, Organizational Level, and

Professions

2013 Blessing White GlobalEmployee Engagement

Research Update

Engagement by Level

57

Engagement and Branding

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Only 41% of employees felt that they know what

their company stands for and what makes its

brand different from its competitors’ brands.



Engagement and Branding



Grow or Die

60

Engagement and Purpose

21

It’s no longer just what you do, it’s

now why you do it

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Engagement and Purpose

Discussion

– What are the ‘purpose-driven’ aspects of your organization?

• Do you support specific organizations or causes

• Who selected those causes?

– Employees?

– Leadership?

• How are causes selected?

• What ideas have you gotten from other participants?

– Are there causes you could supports

– Does someone have a better selection process?

Page 11

Organizations driven by purpose and values

outperformed comparison companies 6 X

Research by Jim Collins and Jerry Porras

Engagement levels are twice as high (54% vs. 25%) among those who say they are proud of contributions their

organization has made to the community.

Dale Carnegie 2012 Statistics and Corporate Social Responsibility (Dale Carnegie

Employee Engagement 2012 Survey of global Clients

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67

Employee Engagement at Your Organization

Engagement in your Organization

– Engagement Change Agents and Adversaries

• Influential people in the organization

• CEO, CFO, EVP, VP, Director, Department or Business Line Leader

Change Agents

Ad

ve

rsa

ries

Support for Your Engagement Efforts

– Based on your pre-work exercise, who are your:

• Engagement Change Agents

• Engagement Adversaries

– In your workbook, rate each of your Engagement Change Agents and Engagement Adversaries on:

• Understanding – how much you think he/she understands the concept of engagement and what is required

• Influence – how much influence does he/she have on the organization? What is his/her ability to help or hinder your efforts?

Note: Uncomfortable using names? Use position or initials

Director of Finance

Page 1 - 12

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Engagement in your Organization

– Using the evaluation in your workbook, evaluate your organization

• Note – this is not an engagement survey (which we will discuss in the next session); this is your personal assessment of your organization as a whole

– Rate on a scale of 1 – 10 each key components of engagement

– Note your results and the key areas that need to be addressed

– Be prepared to discuss your results

Page 14

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Your EngagementAction Plan

Develop Your Action Plan

– Spend the next 10 – 15 minutes and develop your Engagement Action Plan

• Business drivers that are most important to your organization

• Ideas to increase your focus on purpose

• Key improvement areas

• Your Engagement Adversary strategy

Action PlanAfter page 15

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Action Plan

– Using your Engagement Action Plan as a guide:

• Discuss employee engagement with at 2 - 3 leaders

• This can be as a group or individually

• Take notes on your Action Plan and be prepared to report back the results of your discussions

– Look at your list of Engagement Adversaries

• Create a strategy you will use to influence each to support your engagement efforts

• Use codes and pseudonyms

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Pre-work

Pre-work

– Identify feedback tools you have used in your organization

• Surveys

• Town hall meetings

• Committees

• Suggestion box

• Other

– Document the pros and cons of using each

– Read the articles on the Specialist web site

Last page of material

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See you on June 19!

welcome to employee engagement specialist...

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