employee engagement: creating raving internal fans

EMPLOYEEENGAGEMENT– CREATINGRAVINGINTERNALFANS

PatrinaM.Clark,SHRM-SCP,SPHR,HCSPresident,PivotalPracticesConsultingLLC

“Theretrulyisno“one-size-fits-all”approachtoachievingandmaintainingcompetitiveadvantage.However,organizationswithstrongholisticadvocacy– customeradvocates,employeeadvocates,andthird-partyadvocates– definitelyhavealeg-upontheircompetitors.

- PatrinaM.Clark

LEARNINGOBJECTIVES

SoMuchtoCover,SoLittleTime

Attheendofourtimetogether,wewillhavecoveredthefollowing:

• HolisticAdvocacy– threeaspectsofmaintainingyourcompetitiveadvantage

• Ravingfans– extrapolatingonasuccessfulcustomermodel• Definitionofengagementanditsimportanceindrivingbusinessresults• Threefocusareasfordrivingemployeeengagement• Fourbarrierstoengagement• Fourenablersofengagement• Theimportanceofemployeesurveysinmeasuringandimproving

engagement

HOLISTIC

ADVO

CACYOrganizationalBuzz

CompetitiveAdvantage

Employees

Third-PartiesCustomers

Employeesarethesinglemostinfluentialgroup–theydirectlyinfluencecustomersandthird-parties.And,theyrepresentthelargestorganizationalcapitalinvestment.

Engagedemployeesadvocatetheircompanyororganization– 67%comparedtoonly3%ofthedisengaged.78%wouldrecommendtheircompany’sproductsandservices,against13%ofthedisengagedPublicsectoremployeesarelesslikelytobeadvocatesfortheirorganizationthanprivatesectoremployees.(Gallup,2003)

THERAVING

FANSPARADIGMAConceptExtrapolated

RavingCustomers

Decidewhatyouwant

Discoverwhatthecustomerwants

Deliveryourvision+1%

RavingEmployees

Whatdoemployeeswant?

Whatmotivatesthem?

Whatapproachesbestbuildon

this?

RavingFans:ARevolutionaryApproachtoCustomerService,KenBlanchard,1998

KenBlanchard’sRavingFansModel CreatingRavingEmployees

ENGAGEMENTA

SANORGANIZATIO

NALCONCEPT

DefiningandMakingtheCaseforEngagement

SuperiorResults

Emotional

Behavioral

Rational

Engagementinvolvesaworkplaceinwhichworkers:

• Feelpersonallyandemotionallyboundtotheorganization

• Feelprideinrecommendingitasagoodplacetoworktootherpeople

• Areattachedtotheintrinsicrewardsofworkingwiththeorganization

• Feelacloseattachmenttothevalues,ethics,andactionsembodiedbytheorganization

DaleCarnegie&Associates,Inc.(2007),BeyondRulesofEngagement:HowCanOrganizationalLeadersBuildaCulturethatSupportsHighEngagement?

ThreeTypesofEngagement

KEYDRIVERS

OFEM

PLOYEEENGAGEM

ENTThreeFocusAreasforConsideration

WorkEnvironment

LeadershipPractices

LearningEnvironment

Engagementandinvolvementarecriticalinmanagingchangeatwork;9outof10ofthekeybarrierstosuccessofchangeprogramsarepeople-related.(PriceWaterhouseCoopers)

Higherlevelsofengagementarestronglyrelatedtohigherlevelsofinnovation.59%ofengagedemployeessaythattheirjobbringsouttheirmostcreativeideascomparedtoonly3%ofdisengagedemployees.(Gallup)

Only40%ofemployeesaresatisfiedwithrelationsbetweenmanagersandemployeesintheirorganization.(KingstonBusinessSchool)

BARRIERS

TOENGAGEM

ENTFourIssuesToBeAwareOf

• Lackofawareness

• Uncertaintyoverhowtoaddressengagementwithintheorganization– wheretostart

• Managersand/ortheorganizationareill-equippedtodeliverengagement

• Underestimatingtheimportanceofandlevelofcommitmenttoengagement

EngagingforSuccess:EnhancingPerformancethroughEmployeeEngagement,DavidMacLeodandNitaClarke,Crown©

Notes

ENABLERSOFENGAGEM

ENTFourBroadEnablersToBeAwareOf

• Leadership

• Engagingmanagers

• Voice

• Integrity

EngagingforSuccess:EnhancingPerformancethroughEmployeeEngagement,DavidMacLeodandNitaClarke,Crown©

Notes

THESURVEY-FEEDBACK-ACTIO

NPRO

CESS

• Designedtotapintothecollectivewisdomofyouremployees

Survey

• Detailedanalysis–acrossvaryingdemographicgroupsandorganizationallevels

Feedback• Clearactions– withclearrolesandresponsibilities–beyondHR

Action

GettingtheMostOutofYourSurveyEfforts

SUMMARY

KeyTake-Aways

• Itmatterswhatyouremployeesaresayingaboutyou– and,theyaretalking– knowwhatthey’resaying

• Engagementdrivesbetterperformancewhichdrivesbetterbusinessresults

• Youremployeesareawealthofinformationaboutwhatyou’redoingwellandwheretherearesomeopportunitiesforimprovement

• Askyouremployeestherightquestionstotapintothisknowledgerepository– andhaveplanstoactonwhattheytellyou

CONTACTUSTODAYFORHELPINMAXIMIZINGENGAGMENT

PivotalPracticesConsultingLLCspecializinginsolvingurgentandimportantchallenges

www.pivotalpractices.cominfo@pivotalpractices.com (email)301.220.3179(metroDCarea)