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Align Your Hamsters & Honeymooners Practical Steps to Increase Workforce Engagement

Align Your Hamsters & Honeymooners Practical Steps to Increase Workforce Engagement. Wendy Fencl Engagement Practice Leader July 24 th , 2009. BlessingWhite – Who We Are. A global training and consulting firm dedicated to creating sustainable high-performance organizations

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Align Your Hamsters & Honeymooners Practical Steps to Increase Workforce Engagement

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  1. Align Your Hamsters & Honeymooners Practical Steps to Increase Workforce Engagement Wendy Fencl Engagement Practice Leader July 24th, 2009

  2. BlessingWhite – Who We Are A global training and consulting firm dedicated to creating sustainable high-performance organizations Leadership & Culture Aligning & Engaging Employees Coaching & Teams

  3. Today’s Goals Define 5 levels of employee engagement Share high-level findings on who’s engaged – and who’s not Present strategies for turning satisfied employees into fully engaged employees Describe common pitfalls to avoid

  4. Where Are You? Making real progress… Down the road… Stuck in a rut…. Starting out… Considering… Not doing anything…

  5. Map Your Organization • Not doing anything in your organization about engagement • Considering: Trying to convince senior leaders that engagement is good business… or you’ve seen signs that you may have an engagement issue • Starting out: Put yourself here if you’ve conducted an engagement survey but have yet to take much action • Stuck in a rut: Where you’ve institutionalized engagement to the point that the metrics don’t matter… • Down the road: This spot is for those of you who measure engagement regularly, with follow-up actions…but perhaps you’re still struggling to “move the needle” • Making real progress: Your leaders are committed to engagement and you have experienced success with employee engagement initiatives

  6. About Our Study • 4th study in the series • Global online survey with 7,508 respondents • 40 interviews • HR leaders • Line leaders • Based on a global methodology, developed and refined since 1973 www.blessingwhite.com/research

  7. Global Respondent Profile 7,508 respondents 9% Europe 44% North America 3% China 49% Supervisor or above 27% Gen Y, 40% Gen X, 31% Baby Boomers 60/40 Male/female Mix of industries and functions 32% India 6% Australia/ SE Asia

  8. Satisfaction  Engagement

  9. What do we mean when we say… …“employee engagement”?

  10. SuccessValues, Goals, Strategy SuccessValues, Goals, Strategy Organization Individual Engaged employees are enthused and in gear Maximum Contribution Maximum Satisfaction THE APEX JOB JOB

  11. 5 Levels of Employee Engagement The Engaged Maximum Satisfaction Maximum Contribution The Almost Engaged The Honeymooners & Hamsters The Crash & Burners The Disengaged Source: BlessingWhite, Inc. 2008

  12. State of Engagement The Engaged 29% Maximum Satisfaction Maximum Contribution 27%The Almost Engaged 12% The Honeymooners & Hamsters 13% The Crash & Burners 19% The Disengaged Source: BlessingWhite, Inc. 2008 North America Data n=3,342

  13. A Global View Global Data n = 7,508

  14. A Generational View North American Data n=3,342

  15. Increasing Satisfaction North America Data n=3,342

  16. Increasing Contribution North America Data n=3,342

  17. Where Are Most of Your Employees? 29%The Engaged Where Are You? Maximum Satisfaction Maximum Contribution 27%The Almost Engaged 12% The Honeymooners & Hamsters 13% The Crash & Burners 19% The Disengaged North America Data n=3,342

  18. January 2008 …..1 in 3 engaged • July 2009…..????

  19. …so what?

  20. The Engaged & Almost Engaged • Provide opportunities for them to be heroes • Critical projects where they can use talents • Stretch assignments • Recognize them • Find resources for them whenever possible Remember, they are mobile in any economy 29% The Engaged 27%The Almost Engaged

  21. The Disengaged • Size them up • Coach them • Fit • Challenges and talents • Move them • Remove them How much time and energy should you invest? 19% The Disengaged

  22. The Crash & Burners • Mix it up • Stretch assignments • New projects • Find resources whenever possible • Ease up • Re-distribute the work • Recognize them Don’t reward with more work; reward with different work. 13% The Crash & Burners

  23. 12% The Honeymooners & Hamsters

  24. Communicate • Start at the top • Provide coaching and support • Make it visible • Communicate strategy constantly • Keep it fresh • Show the math

  25. Translate • Provide meaning • Align, align, align • Make it a two-way dialogue • Prioritize • Focus on three things • Relate to the day-to-day

  26. Drive accountability • Once expectations are clear… follow through! • Don’t pull back from performance management • No excuses…

  27. Leverage Managers • Find out if your managers- at all levels- are engaged • Equip managers to “connect the dots” • Hold managers accountable • Remove “bad” managers

  28. Pitfalls • Equating satisfaction with engagement • Expecting Master Hamsters to drive engagement • Addressing only one group… or all of them poorly • Mimicking another organization’s engagement strategy • Focusing only on alignment

  29. Questions?Thank You! Wendy Fencl wendyf@bwinc.com 1.908.904.1000 x8104 www.blessingwhite.com

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