Best Practices in Creating Employee Engagementresources.payscale.com/rs/417-NLK-080/images/Webinar-Best...Best Practices in Creating Employee Engagement Jessica Webster Director of
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Best Practices in Creating Employee Engagement Jessica Webster Director of Product Mykkah Herner, MA, CCP Director of Professional Services www.payscale.com
Mykkah Herner, MA, CCPDirector of Professional Services
www.payscale.com
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Hedge
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14,000 Positions 3000 Customers 11 Countries
250 Compensable Factors41 Million Salary Profiles
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Hedge Creator of the largest database of individual compensation profiles in the world, PayScale, Inc. provides an immediate and precise snapshot of current market salaries to employees and employers through its online tools and software. PayScale’s products are powered by innovative search and query algorithms that dynamically acquire, analyze and aggregate compensation information for millions of individuals in real time. Publisher of the quarterly PayScale IndexTM, PayScale's subscription software products for employers include PayScale MarketRateTM and PayScale InsightTM. Among PayScale's 2,500 corporate customers are organizations small and large across industries including Mozilla, Tully’s Coffee, Clemson University and the United States Postal Service.
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AgendaDefining Engagement and why it’s important
Moving the needle on Engagement
Measuring success
Immediate Actions
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Presentation Notes
Mykkah
“…70% of American workers are ‘not engaged’ or ‘actively disengaged’…” – GALLUP 2013
“…40% of employees are passively or actively disengaged…” AON HEWITT 2012
“…51% of employees were still ‘not engaged’ and 17.5% were ‘actively disengaged’ in 2014.” –GALLUP 2014
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Jessica We hear this term engagement thrown around everywhere. Workers are ‘disengaged’, how do we ‘engage’ more people, X% of employees are ‘actively disengaged” … But what does that term really mean, what what’s the impact on your business?
“Engagement?”“emotional involvement or commitment”
Merriam Webster
"an employee's involvement with,commitment to, and satisfaction with work. Employee engagement is a part of employee retention."
Schmidt et al., 1993
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Jessica What does engagement really mean? Speak to evolution of it… There’s the dictionary definition – as you can see… but where it becomes much more nuanced is how that involvement and commitment, both emotionally (rationally and irrationally) tie a worker to their work environment, their productivity, and why they chose to stay or go. In 1993, Schmidt et al helped frame “Employee engagement” as < > … And as you can see, (go to next slide)
Impact on results
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Engaged employees have higher impact on Key Business Drivers
*Source: Corporate Executive Board; Aon Consulting.
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Jessica As shown here: Highly engaged workers are visibly better at innovation, producing quality work, customer sat, and efficiencies in an organization. Those in turn improve revenue growth by almost 20%. which is huge. Needless to say, it’s worth it to figure out how to best engage your workers and move them up from passive or moderately engaged to Highly Engaged.
How we’ll explore engagement
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Engagement
COMMUNICATION
APPRECIATION
DEVELOPMENT
RELATIONSHIP TO MANAGER
CONFIDENCE IN EMPLOYER
PAY
DRIVERS OUTCOMES
OVERALLSATISFACTION
INTENT TO LEAVE
PERFORMANCE
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Mykkah We’re going to talk with you about engagement through this lens… Engagement isn’t just any one thing. It is complicated, it is multidimensional. There are drivers to engagement which positively or negatively affect how an employee is at work… Those drivers we’ve broken down as: Comm, appre, dev, relationship w/ mgr, confidence in the employer, and pay (or transparency around pay). And what they ultimately drive are : their overall satisfaction with their work and job, how well they perform, and whether they are looking to leave. Those outcomes, if negative, are costly to your organization. Over the next slides, we’ll walk through each of the drivers and explain how it can be improved within a company. Then we’ll talk about how to measure your success in affecting those outcomes you care so much about…
Moving the needle on each driver
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Mykkah
Communication
• Develop a communication plan• Increase messaging from Executives• Train managers to share information
from execs to employees
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Mykkah – 7 Sacred Pools in Hawaii Info, like this waterfall, trickles down: # pools (levels) Height of drop (distance b/n levels) Size of pool (amt of info known) Volume of flow or trickle (how info is doled out) Develop a more formal communication plan Who says what, to whom, when, how DARCI grid Increase transparency as move up Increase specifics / details as go down * Provide talking points Increase messaging from Execs across the organization, Especially during periods of heightened change and transition. Btw a new comp plan is change. Implementing an engagement survey is change. Ideally leverage existing channels of communication: Newsletter / email updates Quarterly meetings Share business updates on the intranet Train managers to share information from execs to employees Talking points Consistent level of transparency Listening, speaking assertively Early & often Agent of org & advocate for Ees (no more “HR told me I couldn’t”) Train execs, managers, and employees on differences in communication styles Know how to identify the message, behind what’s being said learn different styles of communication, tailor the message to the style,
Appreciation
Create a rewards & recognitions program
Learn what motivates your employees
Train managersDevelop a budget & incentives to use it
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Jessica Build/develop a rewards & recognitions program Analyze / survey your workforce – learn what motivates them! Train managers To understand what motivates those they supervise How to effectively show appreciation Develop an appreciation budget and incentivize managers to use it appropriately For Further Information: External resource on effective R&R programs – I should have in my research Info from W@W session on the relationship between EE/ER & WF Segmentation External info around showing appreciation effectively Can I (or Sanket) find more?
Learning and Development Opportunities
• Identify career paths within your organization
• Identify high-potential high-performers & skills needed to move up
• Provide training opportunities
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Jessica Identify career paths within your organization Identify high potential high performers – and do a gap analysis to determine what (leadership) skills they need to gain to move up in the organization Provide training opportunities (internal and external) that are engaging, relevant, and possible. Support employees to take advantage of them. Opportunities can range from Lunch and learns where people learn from each other to formal tuition reimbursement programs For Further Information: Potential internal resource opportunity around Levels, job families, career pathing External resources around potential/performance External resources around succession planning (Jen doing research by 4/1 – succession planning, and more) External resources around training program development C AN WE GET SANKET to look into that more
Relationship with Manager
• Train managers• Open the dialog up with employees too
Communication skills
Understanding their people
Expectation setting
Being an advocate
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Jessica Train managers on Active listening Acting as agents of the organization Advocating on behalf of / understanding employee needs Knowing their people: Generational / lifestage / stylistic differences Engaging and motivating employees Goal-setting and performance reviews / calibration Setting expectations – how to be a good company citizen, etc Train employees too Consider identifying and communicating key responsibilities of employees org-wide For Further Information: http://www.payscale.com/data-packages/generations-at-work http://www.payscale.com/gen-y-at-work http://www.payscale.com/compensation-today/2013/04/support-your-managers-in-making-better-compensation-decisions
Confidence in employer
• Share business plans, goals, and results
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Mykkah Confidence in success of org Again comes down to communication
Transparency and Fairness in Pay
• Fair & consistent comp plan?• My management’s ability to ‘get it’
& communicate?• My Employee’s ability to ‘get it’?
• Determine your organizational readiness for transparency
• Train managers and executives to share information consistently
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Mykkah Determine organizational readiness for transparency Compensation plan including philosophy, strategy, structure, and guidelines/policies Understand the level of savviness of your managers: what is their ability to “get” it and then be able to explain to their employees? Understand the savviness of your employees to “get” the philosophy and strategy Level of transparency for your organization – webinar in June Train managers and executives to share information consistently and with the consistent levels of transparency
Measuring the Outcomes
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Engagement
COMMUNICATION
APPRECIATION
DEVELOPMENT
RELATIONSHIP TO MANAGER
CONFIDENCE IN EMPLOYER
PAY
DRIVERS OUTCOMES
OVERALLSATISFACTION
INTENT TO LEAVE
PERFORMANCE
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Presentation Notes
Jessica Just talked through all the drivers. The outcomes are what we’re hoping to see… desired action….
Improve Overall Satisfaction
Surveys/pulses on how employees are feeling
Employees take advantage of development opportunities
Utilization of appreciation budget
Decrease Intent to Leave
Turnover of high performers
decreases
Turnover of low performers
increases
Internal promotions increase
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Identify your flight risks – high performers paid low to market. Decide to work to retain key employees; then identify ways to reengage them Decide to let some go (this is not always bad!) Focus attention on how to fill their gap with other employees (cross-training, development, etc.) or externally Identify low performers If you decide they have high potential, consider a PIP If they do not have potential, let them go and thank them for their service For people determined to leave, support and encourage knowledge transfer before they are totally checked-out
Increase Performance
Business Goal Attainment
Team Goal Achievement
Individual Goal Accomplishment
Immediate Actions• Decide to measure engagement
• Determine appropriate measurement methodology
• Anticipate potential challenges and responses
• Obtain executive support for ongoing measurement of engagement and outcomes
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Mykkah
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Mykkah Herner, MA, CCPDirector of Professional Services
Jessica WebsterDirector of Product
www.payscale.com
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Okay we’re going to open up a poll now on what your biggest challenges are when developing a pay structure. Please vote and then we’ll post the results in just a couple of minutes. Mute ourselves – post poll – share results Answer questions. Which drivers will move the needle most in your organization? - Communication - Appreciation - Development - Relationship to Manager - Fair Comp Plan
