Influencing Increased Performance Through an Engaged Workplace

1. Influencing Increased Performance Through an Engaged Workplace

2. Objectives By the end of this workshop you will be able to: • Define Employee Engagement • Explain why engagement is valuable to teams, companies and members • Identify what you can do to improve engagement in your company • Explain BECU’s successes and challenges with their employee engagement initiative EmployeeEngagement

3. Introductions Jeffrey Duke, M.A., SPHR BECU Leadership Development Consultant 206.805.5679 jduke@becu.org EmployeeEngagement

4. Triangle World • Vision • We efficiently produce high quality triangles • Rules • One triangle per box • Triangles may not touch the box EmployeeEngagement

5. What Happened? • Why such a large difference between the two shifts? • Could the day shift have produced as many as the night shift? • Why didn’t they? • How does this apply to you? EmployeeEngagement

6. The Power of Managers 68 • % of an employee's productivity is directly attributable to the supervisor. • “I quit, but forgot to tell you” by Terri Kabachnick EmployeeEngagement

7. “Engage-O-Meter” EmployeeEngagement

8. Engaged vs. Disengaged • High performers are 2.5 times more productive than average performers. • An estimated 19% of the US workforce is disengaged, costing the US economy upwards of $300 Billion in lost productivity • Fortune’s 100 Best Companies to Work For have had a 10.6% annual return since 1998, while the companies listed on the S&P 500 have had only a 5.7% return in that period. Data from Right Management Consultants 2004 EmployeeEngagement

9. Engaged vs. Disengaged (cont.) • Highly engaged companies are: • 29% higher in revenue • 50% more likely to have above-average customer loyalty • 44% more likely to turn above-average profits • Highly engaged workgroups are: • 44% higher in retention • 56% higher in customer loyalty • 50% more productive • 33% more profitable Data from Right Management Consultants 2004 EmployeeEngagement

10. Engaged vs. Disengaged (cont.) • Employees with highly engaged leaders: • 37% more engaged • 45% more likely to stay • Highly engaged new hires in retail organizations are: • 2.7 times more likely to be rated high on customer service skills • 2.4 times more likely to have high punctuality • 2.6 times more likely to avoid negative work behaviors (e.g. theft, time-wasting, dishonesty) Data from Development Dimensions International 2007 EmployeeEngagement

11. Engaged vs. Disengaged (cont.) • Highly engaged employees are: • 3.0 times more likely to excel in Coaching • 2.7 times more likely to excel in Sales Ability/ Persuasiveness • 2.2 times more likely to excel in Teamwork • Highly engaged employees rated themselves 33% less likely to leave an organization within the next year Data from Development Dimensions International 2007 EmployeeEngagement

12. Engaged vs. Disengaged (cont.) EmployeeEngagement

13. Engaged vs. Disengaged (cont.) EmployeeEngagement

14. Lower turnover Increased profitability Increased productivity Safer work environment Stronger revenue growth Lower cost of good sold Increased operating margins Increased sales performance Improved discretionary effort Lower probability lost work time Increase in customer satisfaction Increased individual performance Increase quality; reduction in error rates - DDI 2007 Benefits of Employee Engagement EmployeeEngagement

15. What is Engagement? • Engagement is the extent to which employees commit to something or someone in their organization and how hard they work and how long they stay as a result of that commitment. EmployeeEngagement

16. What is Engagement? • Engagement is the extent to which employees commit to something or someone in their organization and how hard they work and how long they stay as a result of that commitment. EmployeeEngagement

17. What is Engagement? • Engagement is the extent to which employees commit to something or someone in their organization and how hard they work and how long theystay as a result of that commitment. EmployeeEngagement

18. Objectives By the end of this workshop you will be able to: • Define Employee Engagement • Explain why engagement is valuable to teams, companies and members • Identify what you can do to improve engagement in your company • Explain BECU’s successes and challenges with their employee engagement initiative EmployeeEngagement

19. Engagement Experiences Rational & Emotional Commitment to: Organization Manager Team Job Discretionary Effort Performance Intent to Stay Retention BECU Engagement Model EmployeeEngagement

20. BECU Engagement Model (cont) • Results From Increased Engagement: • Performance • Retention Performance Retention EmployeeEngagement

21. BECU Engagement Model (cont) Rational & Emotional Commitment to: Organization Manager Team Job Discretionary Effort Performance Intent to Stay Retention EmployeeEngagement

22. BECU Engagement Model (cont) Engagement Experiences Rational & Emotional Commitment to: Organization Manager Team Job Discretionary Effort Performance Intent to Stay Retention EmployeeEngagement

23. Results Actions Beliefs Experiences Results Pyramid Performance & Retention Discretionary Effort & Intent to Stay Rational & Emotional Commitment Engagement Experiences EmployeeEngagement

24. How to Increase Engagement • Focus on the Managers • Provide engagement experiences • Provide interpretation for organizational actions and communications • Build relationships with employees • Have the most influence on their daily work environment EmployeeEngagement

25. Objectives By the end of this workshop you will be able to: • Define Employee Engagement • Explain why engagement is valuable to teams, companies and members • Identify what you can do to improve engagement in your company • Explain BECU’s successes and challenges with their employee engagement initiative EmployeeEngagement

26. BECU Engagement Initiative 2007 • Created an incentive goal for managers • Offered engagement training sessions for management • Sent engagement packets to managers for team meetings • Posted engagement articles on a intranet site for managers • Held a discussion panel on engagement EmployeeEngagement

27. BECU Engagement Initiative 2007 (cont) • Completed first engagement survey • Created department action plans • Required 40 hours of development for all managers/professionals • Thank you cards • “What Members Want” EmployeeEngagement

28. BECU Engagement Survey • I understand BECU’s goals and how they apply to me. • I know how well we are doing as an organization. • I have the equipment and supplies I need for my job. • My workgroup genuinely cares about the quality of its work. • I know what is expected of me in this position. • When I do a good job, my manager/supervisor lets me know he/she appreciates my efforts. • I have input on the decisions that affect me. • I am proud to tell others that I am part of BECU. • I genuinely care about the fate of BECU. • I recommend BECU to my friends as a great place to work. Bavendam Research, Incorporated EmployeeEngagement

29. Session Review By the end of this workshop you will be able to: • Define Employee Engagement • Explain why engagement is valuable to teams, companies and members • Identify what you can do to improve engagement in your company • Explain BECU’s successes and challenges with their employee engagement initiative EmployeeEngagement

30. References • Bavendam Research Incorporated www.bavendamresearch.com • Corporate Leadership Council. (2004). Driving Performance And Retention Through Employee Engagement. Washington DC: Corporate Executive Board • Development Dimensions International. (2007). Measuring AND Moving the Needle on Employee Engagement. Webinar September 17, 2007. • Gallup Management Journal http://gmj.gallup.com • HR.com April 2005 Leadership Development Analyst Update by Karen Elmhirst EmployeeEngagement

31. References (cont) • Lockwood, N. (2007). Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role. SHRM Research Quarterly. Alexandria, VA. • Rich Wellins, Ph.D. and Jim Concelman – Creating a Culture for Engagement – Workforce Performance Solutions April 2005 • Right Management Consultants, July 2004 presentation Seattle, WA • Towers Perrin HR Services. (April 2004). Engaging Employees: What It Takes And Why It Matters. EmployeeEngagement

32. Questions EmployeeEngagement