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Employee Engagement for MichBusiness
Transcript of Employee Engagement for MichBusiness
BOOSTS BUSINESS OUTCOMES
Organizations fail to choose the management candidate with the right talent for the manager job a whopping...
Create & Communicate
a Clear Vision
Invest in Managers' Success
Keep culture in mind and honor your core identity
Plan & Facilitate an Employee Engagement Strategy
Train & Coach Managers to be Coaches
Improve Performance Management Program
Align Goals - Company, Department, Team, Individuals
Gather Data i.e. Launch an Exit Interview Program
Review & Improve HR Practices
Drive Employee Engagement
Honor Your Culture
Utilize Tools & Resources
100 million full-time employees. One-third of those employees are what Gallup calls engaged at work.
COMMITMENT BY LEADERS
More than an annual survey...
prioritizing engagement as a competitive, strategic point of differentiation
Communicate openly and consistently
Hiring and developing great managers
don't just put your toe in
old ways - annual reviews, forced rankings, outdated competencies -
no longer achieve the intended results
Change from a
Evolving Employee Attitudes
want work to have meaning and purpose
want to use their talents & strengths
want to learn & develop
want their job to fit their life
U.S. employees say they are
actively looking for a new job
or watching for openings
TO BE GREAT
talking about the vision & mission often
clarifying work expectations
discussing work performance frequently
sharing development opportunities
promoting positive coworker relationships
Susan West, SPHR, SHRM-SCP
of the time
of American Workers
would like to
Fire their BOSS
5 Talents of Great Managers
of managers are
Employees who are supervised by
Highly Engaged Managers
more likely to be engaged
than those supervised by
Actively Disengaged Managers
Let Your Managers
Go it Alone
Great Managers, Engaged Managers
Select for talent
Provide clear expectations
Create goals in step with goals of the team and organization
Know how to manage performance - fairly and accurately
Give effective, focused and ongoing feedback
Hold employees to account - accomplishments and future opportunities
translate talents into performance
Satisfied vs. Engaged
May or may not be productive
Put their time but not necessarily their energy into their work
Take a wait-and-see attitude toward their job
Work with passion
Perform at consistently high levels
Drive innovation and move their organization forward
State of the Team Discussion
Engagement Every Day
Questions for your team:
How engaged is the team right now?
How do we define each of the engagement items as a team?
What parts of our work culture are helping us increase our engagement?
When we achieve team goals, how should the team be recognized?
What do you think I expect of the team this week? This month? This year?
Carve out time to connect with your employees.
Listen 80% of the time; talk 20% of the time.
Do not confuse employees by trying to imitate some other culture
Use Data and Alignment
throughout the process of change
Plan to get from point "A" to point "B"
Believe their employers do a great job
Are you painting a picture of the future?
Majority of employees...
don't believe their leaders are
guiding their organizations
in the right direction
don't feel a strong
sense of hope
about what's to come
strongly agree leadership has a clear direction
for the organization
In your Organization...
Who is Engaged?
Usually insightful and often surprising
Provides a baseline
Identify areas of high or low engagement and areas of greatest need/focus
Informs where to allocate resources
You don’t know if you don’t measure
Helps you improve your business
of leaders consider themselves inspiring and motivating (McKinsey)
of employees see their leaders as uninspiring (Gallup)
of people at any given company say “my best efforts are routinely ignored” (Gallup)
On average, only
of workers are not completely clear about what they are supposed to do at work (Gallup)
of workers strongly agree that they can approach their manager with any type of question (Gallup)
Source: Bob Kelleher