Engaging the Disengaged

1. Engaging the Disengaged Heather Brizzi Director, Client Services

2. Key Points • Identify the differences between each type of worker • Identify and understand what can cause workers to be disengaged • Share ways to engage the workers • Understand when it is better to manage the worker out of the organization • Share success stories from experiences with changing a worker from disengaged to engaged

3. http://www.govleaders.org/gallup_article_getting_personal.htmhttp://www.govleaders.org/gallup_article_getting_personal.htm

4. According to the Gallup Management Journal's semi-annual Employee Engagement Index 29% of employees are actively engaged in their jobs 54% are not-engaged 17% are activelydisengaged

5. What does this mean? • If I have 10 employees, 3 of them are actually engaged • Innovation drivers • 5 of those employees are not engaged • Sleepwalkers • 2 of those employees are actively disengaged • Saboteurs • Are you one of them??

6. Identifying Disengagement • Workers who used to contribute regularly now slow or stop this contribution • Someone who would volunteer for additional duties or in emergency situations no longer does so • Attitude toward work and those around them becomes apathetic at best

7. What Causes Disengagement? • Lack of care and concern for the employee • Organizational change • Lay-offs, downsizing, etc. • Believe that the values or ethics within the organization are divergent from their own • Struggles within their position • Lack of guidance with regard to job expectations

8. Not Effective!

9. How do you turn it around? • Be actively engaged – demonstrate the expected behavior • Identify that there is an issue • Identify what the root of the issue is • Identify the impact of the issue • Identify if a solution exists to turn things around..and what to do if one doesn’t

10. When is it better to let them go? • If the worker was marginal to begin with… • If there is no solution to the problem… • If the person decides that they are done… • When their attitude affects the rest of the team, customers or organization…

11. Case #1 • Issue - Chris had an attitude that the changes being dealt with were bad and was sharing this view with the rest of the team • Affect - Chris’s personality was such that others followed his lead • Approach – Understand Chris’s concerns and goals; develop plan to allow him to attain them • Solution – Created a win-win situation

12. Case #2 • Issue - Gary enjoyed talking with his customers, but didn’t understand the need to meet call goals • Affect - Gary’s team members resented him for not helping to take the incoming call volume which created disengagement in the team • Approach – Created a plan for Gary to help him to see how his way of doing things affected the team and what was expected of him. • Solution – Gary wanted to continue to do things his way and was worked out of the organization due to lack of performance within guidelines

13. Case #3 • Issue – Bryan would leave his desk to do other work on the floors rather than escalating to Tier 2 • Affect – The rest of the team was affected by his not being available as were our customers who had to wait for someone to answer their calls • Approach – Understand Bryan’s reason for being disengaged was due to not wanting to work at the help desk anymore; he needed a change of pace • Solution – Used opportunities to take on additional work from other areas within the business to give him a change of pace

14. Creating a Responsibilities-based Culture • In addition to building the culture, companies need to develop their leaders and managers so they can: • Set the challenge, create and communicate a vision or goal that compels others. • Engage people in the possibilities and speak those possibilities in a clear, concise and consistent fashion. • Create trust by leading by example, setting a positive tone by never doubting people and getting others to do versus being asked to do. • Distribute power by sharing decision making, giving credit where credit is due and valuing innovation. • Understand strengths and areas for development and looking for the shining eyes in the organization. • Celebrate successes by recognizing performance and rewarding the results. http://www.wpsmag.com/content/templates/wps_article.asp?articleid=507&zoneid=38 Dianne Michonski Durkin

15. Questions?

16. Thank you for attending this session. • Please fill out an evaluation form.