Employee Engagement: Why all the fuss ?

1. Employee Engagement: Why all the fuss? Tom Coffey, M.S., SPHR, CBM, CPLP Effective Performance Solutions, LLC

2. The importance of employee engagement “There is something that is greater than anybody...and that’s everybody.” - Capt. Eddie Rickenbacker

3. The importance of employee engagement • 71% of the U.S. workforce is either “not engaged” or “actively disengaged” • Actively disengaged employees – the least productive – cost the American economy up to $350 billion per year in lost productivity • Highly engaged workers believe they can and do contribute more directly to businessresults than do less engaged employees Source: Gallup

4. The importance of employee engagement • In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1. • In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1. Source: Gallup

5. The importance of employee engagement Source: Gallup

6. The importance of employee engagement • 84%of highly engaged employees believe they can positively impact the quality of their company’s products, compared with 31%of the disengaged • 72%of the highly engaged believe they can positively affect customer service, versus 27%of the engaged • 68%of the highly engaged believe they can positively impact costsin their job or unit, versus 19%of the disengaged Source: Towers Perrin

7. Employee engagement vs. employee satisfaction • The normal response to employee engagement issues has been to focus on increased job satisfaction • The rationale was that a satisfied employee is a productive employee • Research indicates that in actuality, a productive employeeis a satisfied employee

8. Employee engagement vs. employee satisfaction • Motivation Theory reminds us that in order to remain motivated, engaged, empowered... • We must be able to... See the chips fly

9. Employee engagement vs. employee satisfaction • Thirty years of industry research indicates that employees who apply their talents and abilities to enhance the organization, make a significant impact on key business results • The outcome is a more engaged employee, which results in a higher contributing and more satisfied employee Source: Client Skills

10. Improved Business Outcomes • Increased productivity (34%) • Increased discretionary behavior (28%) • Great place to work status (27%) • Increased profitability (27%) • Reduced absenteeism (25%) (1,000-plus corporate surveys) Source: Melcrum Publishing

11. Actions to Promote Engagement • Improve the quality of organizational leadership • Create opportunities for OJL and development • Empower employees with decision-making opportunities • Improve the people management skills of immediate supervisors Source: Melcrum Publishing

12. The effects of culture • According to Schein (1999), culture is the sum total of all the shared, taken-for granted assumptions that a group has learned throughout its history • Culture is linked to the mission, strategy and goals of the organization • As culture evolves slowly over time, it is difficult to change Source: Edgar Schein

13. The effects of culture • Having a high-performing business culture is a competitive advantage today • The locus of culture is at the locallevel, where individuals work together every day Source: Gallup

14. Working within the “circle of influence” • We must focus on those things that we have some control over (circle of influence) Circle of concern Influence

15. Working within the “circle of influence” • Regardless of the culture or top leadership’s strategies, employee engagement can begin within the individual supervisor’s circle of influence Circle of influence

16. Bottom line:“Organizational citizenship” • When human needs are met, the positive emotions that result encourage employees to look beyond the work to care about the overall welfare of the business.

17. Bottom line:“Engaged Customers” • It isdifficult to createpassionate, engagedcustomerswithoutpassionate, engagedemployees • This concept isdisplayed in many of theseorganizations (Best Places to Work) Source: Great Place to Work Institute

18. The Leader’s Role • Everything rises and falls on leadership – John Maxwell • Nearly all companies on the list of The Best Places to Work have proactive leaders at top levels of the organization • However, we have learned that engagement actually happens in individual work groups Influence

19. The Leader, SI, and Neuroscience • Social Intelligence, is a set of interpersonal competencies built on specific neural circuits (and related endocrine systems) that inspire others to be effective. Source: Goleman & Boyatzis, 2008

20. The Leader, SI, and Neuroscience • S I is based on research involving the interactions of the three neurons: mirror neurons, spindle cells and oscillators “Mirror neurons” form a kind of biological map of the observed world, literally imprinting others’ behaviours in our brains.” Source: Freedman, 2007

21. The Leader, SI, and Neuroscience • S l accentuates the importance of all leaders’ role in modeling behaviors that are expressed and valued by the organization • The leaders’ behaviors will be reflected and reciprocated by the subordinates, especially if accountability is required to align with the core values

22. Video • Employee engagement has several associated « spin off » results, including innovation, collaboration, teamwork, empowerment • The focus of the video is innovation, but look for these other elements as you watch, especially the roles of the leaders

23. So, Now What? Make an Action Plan

24. Thank You for your time and attention www.effectiveperformancesolutions.com tom@effectiveperformancesolutions.com