Employee Engagement

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By: mittal.gajjar (40 month(s) ago)

its good bt 2 long

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A Key to Predictable Performance Success in Organizations:

A Key to Predictable Performance Success in Organizations Optimum leadership Inc.

Do you want to predictably improve?:

Do you want to predictably improve? Ability to handle change Quality M easurable economic performance Employee cooperation and voluntary participation 4/28/2011 Copyright 2011 Optimum Leadership 2

Do you want to predictably improve?:

Do you want to predictably improve? Ability to resolve conflict productively and with a “win-win” Unnecessary bureaucracy Ability to reduce total costs Information flow and the quality of information 4/28/2011 Copyright 2011 Optimum Leadership 3

I want you to know:

I want you to know A Key to Predictable Performance Success in your organization to achieve these outcomes 4/28/2011 Copyright 2011 Optimum Leadership 4

4Questions for you …:

4 Questions for you … What do your employees think and feel about your business ? 4/28/2011 Copyright 2011 Optimum Leadership 5

4Questions for you …:

4 Questions for you … What do your employees think and feel about their boss ? 4/28/2011 Copyright 2011 Optimum Leadership 6

4Questions for you …:

4 Questions for you … What do your employees think and feel about their job ? 4/28/2011 Copyright 2011 Optimum Leadership 7

4Questions for you …:

4 Questions for you … Do you know the key to creating an environment that creates consistent positive thoughts and feelings? 4/28/2011 Copyright 2011 Optimum Leadership 8

Data! :

Data! Recent poll (2011) by SHRM (Society for Human Resource Management) Attracting and retaining talent Building a culture of trust Are two major challenges for leaders of companies over the next ten years 4/28/2011 Copyright 2011 Optimum Leadership 9

Data! :

Data! 2011 will be a challenging year for retention because as the economy picks up more employees are looking for opportunities A report by Blessing and White (an HR consulting firm) 4/28/2011 Copyright 2011 Optimum Leadership 10

Data! :

Data! Employee trust in leadership has a huge impact on performance Executives continuously impact trust even with people they rarely see A report by Blessing and White (an HR consulting firm) 4/28/2011 Copyright 2011 Optimum Leadership 11

Data! :

Data! Supervisors play a crucial role in worker health, wellbeing, and motivation yet One of HR’s main functions is to keep a flow of talent coming into the organization Unless supervisors do the right things all that investment to attract the talent is wasted A report by Hewitt 4/28/2011 Copyright 2011 Optimum Leadership 12

Data! :

Data! According to the Institute for Corporate Productivity: The current performance management practices are ineffective 4/28/2011 Copyright 2011 Optimum Leadership 13

Data! :

Data! According to a study by the Aberdeen Group, HR and Line Business Executives: Want more out of existing resources Need growth with limited resources 4/28/2011 Copyright 2011 Optimum Leadership 14

Data! :

Data! According to a study by the Society for Human Resource Management (SHRM): 90% of performance appraisals are unsuccessful 4/28/2011 Copyright 2011 Optimum Leadership 15

Data! :

Data! According to a study by Towers- Watson: Only 3 in 10 employees believed their performance review actually improved performance 4/28/2011 Copyright 2011 Optimum Leadership 16

Data! :

Data! After more than 60 years of effort and thorough study: T he current performance management processes have failed to deliver on these two most important priorities: Attracting and retaining talent Creating a culture of trust 4/28/2011 Copyright 2011 Optimum Leadership 17

What does this mean?:

What does this mean? All the raw talent in the world will not help create predictable success… …because… The current and most widely used management tool doesn’t work 4/28/2011 Copyright 2011 Optimum Leadership 18

How will you succeed?:

How will you succeed? 4/28/2011 Copyright 2011 Optimum Leadership 19

How will you succeed?:

How will you succeed? What is the Key to Predictable Performance Success? 4/28/2011 Copyright 2011 Optimum Leadership 20

How will you succeed?:

How will you succeed? Employee Engagement 4/28/2011 Copyright 2011 Optimum Leadership 21

What is Employee Engagement?:

4/28/2011 Copyright 2011 Optimum Leadership 22 What is Employee Engagement ? Definition: “A heightened emotional connection that an employee feels for his or her organization such that they exert greater discretionary effort” * Conference Board: Employee Engagement-A Review of Current Research and Its Implications 2006

Three types of employees :

Three types of employees Engaged employees work with passion and feel a profound connection to their company, they drive innovation and move the organization forward. Non-engaged employees are essentially “checked out” they’re sleepwalking through their workday, putting in time– but not energy or passion – into their work. Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Everyday these workers undermine what their engaged coworkers accomplish. 31% 69% 4/28/2011 Copyright 2011 Optimum Leadership 23

Data! :

Data! Only 1 out of 3 employees in an organization is engaged 4/28/2011 Copyright 2011 Optimum Leadership 24

Data! :

Data! Almost half of organizations around the world saw a significant drop in employee engagement levels at the end of the June 2010 A report by Hewitt Associates 4/28/2011 Copyright 2011 Optimum Leadership 25

Data! :

Data! No foreign country has the percentage of engaged employees higher than 20 percent A report by Towers-Watson 4/28/2011 Copyright 2011 Optimum Leadership 26

Data! :

Data! Nearly 1 in 5 are actively disengaged … this disengagement can negatively impact other employees 4/28/2011 Copyright 2011 Optimum Leadership 27

Data! :

Data! There is a direct correlation between employee engagement and organizational performance The Training Foundation 4/28/2011 Copyright 2011 Optimum Leadership 28

Data! :

Data! There is a direct correlation between employee engagement and customer satisfaction The Forum for People Performance Management and Measurement 4/28/2011 Copyright 2011 Optimum Leadership 29

Why is Employee Engagement Important? :

Why is Employee Engagement Important? Engaged employees tend to stay with the company They will normally perform better and are more motivated 4/28/2011 Copyright 2011 Optimum Leadership 30

Data! :

Data! Engaged employees “stay for what they give” GIVERS Disengaged employees “stay for what they get!” TAKERS B lessing and White Research 4/28/2011 Copyright 2011 Optimum Leadership 31

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B uilds performance, passion and commitment to the organization's strategies and goals Increases trust in the organization Increases productivity Why is Employee Engagement Important ? 4/28/2011 Copyright 2011 Optimum Leadership 32

Slide 33:

Creates a sense of loyalty in a competitive environment Boosts growth Creates effective brand ambassadors for the company Why is Employee Engagement Important? 4/28/2011 Copyright 2011 Optimum Leadership 33

Why is Employee Engagement Important? :

Why is Employee Engagement Important? 4/28/2011 Copyright 2011 Optimum Leadership 34

Slide 35:

According to the Aberdeen Group: Employee engagement plays a major role in supporting the organization’s performance objectives In other words, you can’t just bribe or threaten to improve performance Why is Employee Engagement Important? 4/28/2011 Copyright 2011 Optimum Leadership 35

Slide 36:

According to the Aberdeen Group: Employee engagement powers business growth Why is Employee Engagement Important? 4/28/2011 Copyright 2011 Optimum Leadership 36

Slide 37:

According to the Aberdeen Group: Employee engagement reduces turnover Why is Employee Engagement Important? 4/28/2011 Copyright 2011 Optimum Leadership 37

Slide 38:

According to the Aberdeen Group: Employee engagement improves customer satisfaction Why is Employee Engagement Important? 4/28/2011 Copyright 2011 Optimum Leadership 38

What is the Impact of Disengagement? :

What is the Impact of Disengagement? Disengaged employees “cost” the American economy up to 350 billion dollar per year in: high turnover - absenteeism - productivity - insurance - safety incidents - poor health low morale 4/28/2011 Copyright 2011 Optimum Leadership 39

What is the Impact of Disengagement? :

What is the Impact of Disengagement? Disengaged employees were five times more likely have a safety incident and seven times more likely to have lost-time 4/28/2011 Copyright 2011 Optimum Leadership 40

What is the Impact of Disengagement? :

What is the Impact of Disengagement? The average cost of a safety incident is 5 times higher than an engaged employee 4/28/2011 Copyright 2011 Optimum Leadership 41

What is the Impact of Disengagement? :

Actively Disengaged employees are “unhappy with their work situation and insist on sharing that unhappiness with their co-workers and even customers What is the Impact of Disengagement? 4/28/2011 Copyright 2011 Optimum Leadership 42

Impact!:

Impact! 4/28/2011 Copyright 2011 Optimum Leadership 43

Impact!:

Impact! 4/28/2011 Copyright 2011 Optimum Leadership 44 To address this we must increase the number of engaged and significantly reduce ( eliminate ) the actively disengaged

Why?:

Why? Why are we unable to create employee engagement above the 31% level? 4/28/2011 Copyright 2011 Optimum Leadership 45

Why?:

Why? We have been taught a theory 0f leadership that worked in the Industrial A ge It no longer works in the Information and Knowledge A ge 4/28/2011 Copyright 2011 Optimum Leadership 46

Why?:

Why? We have been taught the Taylor theory of scientific management 4/28/2011 Copyright 2011 Optimum Leadership 47

Why?:

Why? The Taylor Theory of Scientific Management tells leaders to: Tell people what to do Tell them how to do it Closely supervise Give feedback on their performance – hold them accountable to the “one correct way ” or to the results expected by managers Reward the top performers Punish those who do not comply 4/28/2011 Copyright 2011 Optimum Leadership 48

Why?:

Why? The Taylor Theory of Scientific Management doesn’t help us: Accelerate the accumulation of knowledge Managing (reducing) variation in work to improve quality 4/28/2011 Copyright 2011 Optimum Leadership 49

Why?:

Why? Accelerating knowledge Managing (reducing) variation in work to improve quality Both are key elements to improving engagement 4/28/2011 Copyright 2011 Optimum Leadership 50

Why?:

Why? Most leaders use the Taylor Scientific Management Theory 4/28/2011 Copyright 2011 Optimum Leadership 51

Example:

Example Most leaders are promoted into their positions based on technical knowledge 4/28/2011 Copyright 2011 Optimum Leadership 52

Example:

Example Promoting based on technical knowledge is consistent with Taylor Scientific Management “Only the boss knows best” 4/28/2011 Copyright 2011 Optimum Leadership 53

There is an alternative:

There is an alternative There is an alternative theory of leadership that will predictably create engagement 4/28/2011 Copyright 2011 Optimum Leadership 54

There is an alternative:

There is an alternative Do you know the New Theory that creates Predictable Employee Engagement? 4/28/2011 Copyright 2011 Optimum Leadership 55

We need a new theory and new skills:

We need a new theory and new skills Leaders now need employee engagement skills not technical skills 4/28/2011 Copyright 2011 Optimum Leadership 56

We need a new theory and new skills:

We need a new theory and new skills The skills needed for Taylor Scientific Management are NOT the skills needed today 4/28/2011 Copyright 2011 Optimum Leadership 57

We need a new theory and new skills:

We need a new theory and new skills We used to heat our homes with a fireplace 4/28/2011 Copyright 2011 Optimum Leadership 58

We need a new theory and new skills:

We need a new theory and new skills We replaced the fireplace with oil and gas heat because it was less costly, much more effective and much more efficient 4/28/2011 Copyright 2011 Optimum Leadership 59

We need a new theory and new skills:

We need a new theory and new skills We replaced the fireplace as our source of heat because we found a better way 4/28/2011 Copyright 2011 Optimum Leadership 60

We need a new theory and new skills:

We need a new theory and new skills We need a new “source of heat” For Employee Engagement 4/28/2011 Copyright 2011 Optimum Leadership 61

What we need:

What we need We need a new theory that works with the age of knowledge We need a new theory of leadership 4/28/2011 Copyright 2011 Optimum Leadership 62

Why?:

Why? Few leaders know the key employee engagement skills Few leaders possess them 4/28/2011 Copyright 2011 Optimum Leadership 63

What we need:

What we need We need a new set of skills to go along with a new theory of leadership 4/28/2011 Copyright 2011 Optimum Leadership 64

What we need:

What we need “We are now living in a creative economy where knowledge is a commodity” Gary Hamel 4/28/2011 Copyright 2011 Optimum Leadership 65

What we need:

What we need We need a new way of thinking We need a new set of skills We need employee engagement thinking and skills 4/28/2011 Copyright 2011 Optimum Leadership 66

What we need:

What we need Now we must think about how to establish a work environment that is "so compelling and worthwhile that people always will be willing to bring their gifts every day" Gary Hamel 4/28/2011 Copyright 2011 Optimum Leadership 67

What we need:

What we need This new work environment will optimize innovation while keeping employees engaged The two go “hand-in-hand” 4/28/2011 Copyright 2011 Optimum Leadership 68

What we need:

What we need To take advantage of the knowledge economy leaders must know how to have every employee accelerate learning and innovation 4/28/2011 Copyright 2011 Optimum Leadership 69

What we need:

What we need Only fully engaged employees know how to optimally learn and innovate 4/28/2011 Copyright 2011 Optimum Leadership 70

What we need:

What we need Recognizing knowledge and innovation as a strategic advantage is a major breakthrough in “leadership thinking” 4/28/2011 Copyright 2011 Optimum Leadership 71

What we need:

What we need Talent alone will not create the environment of engagement 4/28/2011 Copyright 2011 Optimum Leadership 72

What we need:

What we need A predictable process to create trust and engagement is needed 4/28/2011 Copyright 2011 Optimum Leadership 73

What we need:

What we need We need a predictable process to create an environment of engagement 4/28/2011 Copyright 2011 Optimum Leadership 74

What we don’t need:

What we don’t need We don’t need the Fortune 500 Company model “All Fortune 500 Companies use the same management model. That's why a CEO from one Fortune 500 company can move to another one in a completely different industry and still succeed." Gary Hamel “Change happens on the fringe” 4/28/2011 Copyright 2011 Optimum Leadership 75

Summary:

Summary It is the working environment that makes the greatest difference in achieving employee engagement Few leaders know the keys to creating the engaged environment 4/28/2011 Copyright 2011 Optimum Leadership 76

Summary:

Summary Most leaders think its about rewards and recognition – it is NOT Most leaders think it is about doing better performance reviews - – it is NOT 4/28/2011 Copyright 2011 Optimum Leadership 77

Summary:

Summary Few leaders know the new leadership theory Few leaders possess the skills needed 4/28/2011 Copyright 2011 Optimum Leadership 78

Summary:

Summary Do You? 4/28/2011 Copyright 2011 Optimum Leadership 79

Results:

Results A State Government Laboratory improved productivity by more than 100% A Senior Care Center reduced worker’s comp costs by more than 20% A non-profit service organization improved trust by 30% 4/28/2011 Copyright 2011 Optimum Leadership 80

Results:

Results A manufacturing company reduced complaints by 30% A human resource department reduced employee complaints by more than 90% 4/28/2011 Copyright 2011 Optimum Leadership 81

Results:

Results A nationally known non-profit seamlessly completed a series of mergers A department in a major utility went from “poor performance” to a model of performance 4/28/2011 Copyright 2011 Optimum Leadership 82

Take action now:

Take action now Learn: T he skills leaders need to create engagement with every interaction How to help disengaged de-select out www.wallyhauck.com 4/28/2011 Copyright 2011 Optimum Leadership 83

Take action now:

Take action now Learn: To m easure the employee engagement level at your company Which barriers are stopping you from improving engagement now www.wallyhauck.com 4/28/2011 Copyright 2011 Optimum Leadership 84

Take action now:

Take action now Learn: A new performance management system that actually improves performance while improving engagement www.wallyhauck.com 4/28/2011 Copyright 2011 Optimum Leadership 85

Take action now:

Take action now Learn: A new theory and tools to provide valuable performance feedback instantly to both managers and employees (No need to wait for the annual review!) www.wallyhauck.com 4/28/2011 Copyright 2011 Optimum Leadership 86

Take action now:

Take action now Request a client case study that shows how one organization made the transformation to a new leadership theory and a new set of skills FREE at: http:// www.wallyhauck.com/articles.asp 4/28/2011 Copyright 2011 Optimum Leadership 87

Slide 88:

Wally Hauck holds a Ph.D. in Organizational Leadership A Certified Speaking Professional 15 years consulting experience Consulted with dozens of organizations and coached hundreds of individuals in improving leadership skills to boost employee engagement and performance www.wallyhauck.com 203-874-8484 “The future depends on what we do in the present” Gandhi 4/28/2011 Copyright 2011 Optimum Leadership 88

Slide 89:

Thank Y ou 4/28/2011 Copyright 2011 Optimum Leadership 89