circles of engagement hell webinar
Post on 17-Oct-2014
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DESCRIPTION
In this allegory of employee engagement, we will guide you through the nine most common pitfalls for employee disengagement, and offer strategies to escape them based on the latest industry research and best practices. Most companies struggle to keep employees engaged, happy and on board, but it is all too easy to end up lost in the underworld of disengagement. Step by step, we will deconstruct each level of employee disengagement and offer some practical, actionable suggestions for how to escape it. Learn how to: Keep employees on board, happy and fully engaged. Tear down silos and build a culture of appreciation and gratitude. Create a culture that aligns employees with company vision and goals.TRANSCRIPT
FEBRUARY 25, 2014
1
AN ESCAPE PLAN
JEN SARTOR Sr. Product Marketing Manager
@globoforce
DARCY JACOBSEN Content Manager & Blogger
@darcyjacobsen
3
GLOBOFORCE
Social recognition Global reach
(140 countries) Powered by SaaS Mobile access Data-driven talent
analytics
5
Limbo
Lust
Gluttony
Greed
Wrath
Heretics
Violence
Fraud
Treachery
18%
Source: Gallup 2013 State of the American Workplace
Actively Disengaged
30% Engaged
52% Disengaged
1. STAGNATION Lack of development
Lack of advancement opportunities
Unclear goals
Poor succession planning
"This miserable way is taken by the sorry souls of those who lived without disgrace and without praise.” – Dante Alighieri
78%
25%
14%
30%
8%
45%
Engaged Disengaged
Disagree orStrongly Disagree
Neither Agree norDisagree
Agree or StronglyAgree
BlessingWhite: “I have Career Opportunities in this organization” by engagement level
Source: BlessingWhite , 2012 Employee Engagement Research Report
THE WAY OUT: LEARNING & DEVELOPMENT
26%
16% 15%
13%
8% 6%
4% 2% BlessingWhite:
#1 reason employees stated for leaving their company was: “I don’t have opportunities to grow or advance.”
Source: BlessingWhite , 2013 Employee Engagement Report
34% Only 34% of
organizations can effectively identify
future leaders
THE WAY OUT: SUCCESSION PLANNING
Source: Quantum Workplace
1% Only 1% of executives
believe their succession plans are
excellent
66% 66% of executive rate their succession plans
as fair or worse.
THE WAY OUT: FLOW
1. Create a culture of learning
2. Identify, develop and promote top performers
3. Focus on identifying and developing strengths rather than uncovering weaknesses
2. NO ALIGNMENT Lack of purpose
Lack of vision
Unclear and unpracticable values
Poorly defined culture
“The infernal hurricane that never rests hurtles the spirits onward in its rapine whirling them round, and smiting.”– Dante Alighieri
2. NO ALIGNMENT
88%
38%
Highly Engaged Disengaged
Towers Watson: “I understand how my job contributes to the organization achieving its business goals.”
Source: Towers Watson 2012
17
Modern Survey: “Employees who know and understand company values are 30X more likely to be fully engaged.”
THE WAY OUT: VALUES
Source: Modern Survey 2012
POLL #1: WHY DO YOU STAY?
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A. My career B. My finances C. Complacency D. My manager E. Our mission F. My job conditions G. The economy H. My colleagues I. My work
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THE WAY OUT: MISSION
11%
10%
19%
14%
16%
5%
5%
17%
19%
38%
EngagedDisengaged
My work
Our mission
My career
Complacency
My finances
BlessingWhite: Why do you stay?
Source: BlessingWhite 2013
1. Articulate a meaningful mission, goals and values
2. Acknowledge and reward “small wins”
3. Make your values practicable day to day
3. LACK OF SUPPORT Lack of enablement
Inadequate resources
Inability to form strong relationships
Inability to use strengths
Poor wellbeing
“The secret of getting things done is to act!” – Dante Alighieri
3. LACK OF SUPPORT
78%
27%
Highly Engaged Disengaged
Towers Watson: “My manager helps remove obstacles to doing my job well.”
Source: Towers Watson 2012
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Hay Group: Engaged employees are 10% more likely to exceed performance expectations. Highly engaged and enabled employees are 50% more likely to exceed performance expectations.
THE WAY OUT: EMPLOYEE ENABLEMENT
Source: Hay Group 2012
25
THE WAY OUT: EMPLOYEE WELL-BEING
94%
35%
92%
40%
Engaged
Disengaged
Level of Well Being Level of EngagementSource: Towers Watson 2012
26
THE WAY OUT: STRENGTHS-BASED DEVELOPMENT
1% 22% 40%
38%
33% 57%
61% 45% 2%
Focus onStrengths
Focus onWeakness
Actively Ignored
EngagedNot EngagedActively Disengaged
Source: Gallup 2013
1. Focus on and develop strengths rather than weakness
2. Offer flex time and encourage well-being
3. Consider measuring enablement as well as engagement
4. BUDGET Lack of budget for
engagement & investment
Failure to invest for the long term
“There is nothing lost, that may be found, if sought.” – Dante Alighieri
4. BUDGET
7%
15%
20% 20% 17%
13%
4% 2% 1% 0% 0%
1 2 3 4 5 6 7 8 9 10 11
W@W: # Recognition Programs Offered
Source: WorldatWork 2013
31
Aberdeen: “The number one way best-in-Class organizations improve employee engagement is through employee recognition programs. This is even above other activities such as work-life balance and interaction with managers.”
THE WAY OUT: EMPLOYEE RECOGNITION
Source: Aberdeen 2013
32
THE WAY OUT: RECOGNITION SPEND
W@W: Recognition Budget: 1-2%
Mode: 1%
Average: 2%
Median: 1%
Source: WorldatWork 2013
33
Employee gifts Birthday gifts & parties Attendance awards Employee of the month Sales contests Safety awards Employee social events Health & Wellness awards Referral bonuses
Sign-on bonuses Holiday bonuses Incentive plans Perks SPIFs Car allowances Retirement celebrations Personal milestone celebrations
THE WAY OUT: CONSOLIDATION
Source: Gallup 2013
1. Recognize and reward all employees
2. Consolidate programs to find hidden spend
3. Allocate 1% of payroll budget to recognition
5. WRATH Bad managers
Bad feedback
Poor communication
Focus on what is going wrong
“Open your mind to what I shall disclose, and hold it fast within you; he who hears, but does not hold what he has heard, learns nothing”. – Dante Alighieri
5. WRATH
2% 4%
40% 54%
Veryunimportant
Unimportant Important Veryimportant
SHRM: Importance of communication between employees and immediate supervisors for job satisfaction
Source: SHRM 2013
5. WRATH
Gallup: Managers who give little or no feedback fail to engage 98% of employees
98%
Source: Gallup 2013
39
THE WAY OUT: POSITIVE FEEDBACK
90%
10%
Workforce Mood Tracker: 90% of employees see positive feedback as more motivating.
Source: Globoforce Workforce Mood Tracker 2013
40
THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
42
THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
43
THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
44
THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
45
THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
46
THE WAY OUT: CROWDSOURCED REVIEWS
Workforce Mood Tracker: Peer-reviewed employees are 21% more satisfied with their jobs. 88%
67%
Source: Globoforce Workforce Mood Tracker 2013
1. Train managers on positive feedback
2. Consider crowdsourcing the review process
3. Create an emotional network of people through communications and feedback
6. HERESY
Engagement “Not My Job”
Lack of HCM visibility
Short term or situational thinking
No HR seat at the table
““Because your question searches for deep meaning, I shall explain in simple words.” – Dante Alighieri
6. HERESY
9%
18%
24%
51%
58%
77%
What is the Primary Reason you are in HR Field?
To help people grow and develop
To help my company maximize its profitability
To help balance organization and employee needs
To represent the needs of employees
I enjoy being part of a for-profit organization
It’s one of many functions I want to learn about
Source: New Talent Management Network 2013
POLL #2: WHY ARE YOU ARE IN HR?
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A. To help people grow and develop B. To help my company maximize its profitability
C. To help balance organization and employee needs
D. To represent the needs of employees
E. I enjoy being part of a for-profit organization
F. It’s one of many functions I want to learn about
52
THE WAY OUT: INTEGRATED TALENT STRATEGY
53
THE WAY OUT: INTEGRATED TALENT STRATEGY
54
Recruitment Metrics Retention Metrics Comp/Benefits Metrics Culture and Diversity Metrics Staffing/Performance/Productivity Metrics Development Metrics Health, Safety & Sustainability Metrics
THE WAY OUT: BUILD AN HR METRICS DASHBOARD
1. Think holistically and strategically
2. Speak the language of senior leaders
3. Keep a strong metrics dashboard
7. RESPECT & RELATIONSHIPS
Hostile Environment
Lack of Respect
Workplace Bullying
Organizational Trauma
“I wept not, so to stone within I grew.” – Dante Alighieri
7. RESPECT & RELATIONSHIPS
90%
51%
Engaged Disengaged
BlessingWhite: “I trust my manager” - favorable responses by engagement level.
Source: BlessingWhite 2012
59
Top 5 things candidates look for: 1. Stability 2. Compensation 3. Respect 4. Health Benefits 5. Work-Life Balance
THE WAY OUT: RESPECT
Source: CEB 2013
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– Have Higher Emotional Well-Being – Get Along Better with Others – Are More Resilient to Trauma – Sleep Better – Are Physically Healthier – Are Less Depressed – Pay It Forward – Achieve More – Are Better Corporate Citizens – Are Less Likely to Burn Out – Are More Moral
THE WAY OUT: GRATITUDE
Academic studies show that grateful people:
Source: Globoforce Blog
1. Commit the organization to trust and respect
2. Encourage gratitude and reflection
3. Offer employees opportunities to give
8. FRAUD
Broken emotional contract
Choosing the right managers
Not hiring for cultural fit
"You were not made to live as brutes, but to follow virtue and knowledge” – Dante Alighieri
8. FRAUD
WorkUSA: Average employee engagement drops 9% in first year.
71% 57%
Less than SixMonths
6-12 Months
Source: Watson Wyatt WorkUSA 2009
8. FRAUD
93%
92%
92%
12%
11%
12%
Company has a reputation forproviding a goodemployment deal
Company lives up to the dealafter an employee is hired
Company aligns the deal withwhat the organization stands
for in the marketplace
Engagement and the “Employee Deal”
Source: Watson Wyatt Work USA 2009
66
THE WAY OUT: STRONG EMPLOYER BRAND
21%
27%
30%
32%
35%
Traffic to careers website
Customer satisfaction/retention
Number of applications received
Brand awareness surveys
Employee engagement scores
Top 5 Most Improved Metrics Due to Brand Strategies
Source: Hodes Employer Brand Study 2012
67
Happy Employees:
Stay twice as long in their jobs
Believe they are achieving their potential 2x as much
Spend 65% more time feeling energized
Are 58% more likely to go out of the way to help a coworker
Identify 98% more strongly with company values
Are 186% more likely to recommend their organization
THE WAY OUT: EMPLOYEE HAPPINESS
Source: WSJ and iOpener Institute 2012
68
“People who merely witness or hear about a helpful interchange may… experience the positive emotion of elation. [This sparks] a generalized desire to become a better person and perform helpful acts oneself. […]
Experiences of elevation, then, carry the potential to change people as well as groups, organizations and communities.”
- Dr. Barbara Frederickson, UNC
THE WAY OUT: WITNESS EFFECT
Source: WSJ and iOpener Institute 2012
1. Put culture first
2. Measure and manage employee happiness
3. Identify cultural energizers and influencers
9. TREACHERY
Lack of leadership
Lack of leader engagement
Lack of focus on culture from the top
“The darkest places in hell are reserved for those who, in times of great moral crisis, maintain their neutrality.” – Dante Alighieri
9. TREACHERY
85%
30%
Engaged Disengaged
BlessingWhite: “I trust the senior leaders of this organization”
Source: BlessingWhite 2012
POLL #3: ARE YOUR SENIOR LEADERS STRONG COMMUNICATORS?
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A. Yes, they love to connect with employees B. Yes, when they remember or are coaxed C. No, but they are okay with coaching D. No, they are a disaster
74
THE WAY OUT: COMMUNICATION
71%
65%
53%
6%
39%
23%
Have perception that constructivechanges occurred as a result of a survey
Get feedback on performance fromsupervisor at least monthly
Have communication from seniormanagement at least weekly
Low Engagement High Engagement
Engagement follows frequency of interaction, feedback and action
Source: Watson Wyatt Work USA 2009
1. Level the communication playing field
2. Help executives to see the ROI of engagement
3. Engage senior leaders directly in culture initiatives
1. Break down inter- and intra-organizational barriers
2. Cultivate emotional engagement and relationships
3. Treat employees as partners
4. Focus on the positive
5. Create meaning through actionable vision and goals
6. Offer opportunities for giving and gratitude
7. Be flexible in both thinking and strategy
8. Visualize your culture: measure to manage
9. Communicate more clearly and more often
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