employee engagement3 show-w-hauck.pps

Employee Engagement

A Key to Predictable Performance Success in OrganizationsOptimum leadership Inc.

Do you want every employee?Working hard to improve without bribes or threats?Improving their individual performanceCooperating as a team

5/6/2011Copyright 2011 Optimum Leadership2

Do you want every employee?Reducing total costsImproving communication


I want you to knowA Key to Predictable Performance Success in your organization to achieve these outcomes5/6/2011Copyright 2011 Optimum Leadership4

Questions for you What do your employees think and feel about your business?their boss?their job?


One question per slide5

Research showsDid you know:Research shows positive performance begins with positive feelings and thoughts?


One question per slide6

Questions for you What is the key to creating consistent positive thoughts and feelings?


Times are challenging According to SHRM (Society for Human Resource Management, 2011 poll)Attracting and retaining talentBuilding a culture of trust Are two major challenges for leaders of companies over the next ten years


One fact per slide with narration or a video8

Times are challenging 2011 will be a challenging for retention because as the economy picks up more employees are looking for opportunities A report by Blessing and White (an HR consulting firm)



Times are challenging Employee trust in leadership has a huge impact on performanceExecutives continuously impact trust even with people they rarely see

A report by Blessing and White (an HR consulting firm)



Times are challenging Supervisors play a crucial role in worker health, wellbeing, and motivation yetOne of HRs main functions is to keep a flow of talent coming into the organizationUnless supervisors do the right things all that investment to attract the talent is wastedA report by Hewitt



Times are challenging According to the Institute for Corporate Productivity:The current performance management practices are ineffective



Research! According to a study by the Society for Human Resource Management (SHRM):90% of performance appraisals are unsuccessful



Research! According to a study by Towers- Watson:Only 3 in 10 employees believed their performance review actually improved performance



Research! After more than 60 years of effort and thorough study:The current performance management processes have failed to deliver on these two most important priorities:Attracting and retaining talentCreating a culture of trust



What does this mean?All the raw talent in the world will not help create predictable successbecauseThe current and most widely used management tool doesnt work


What is the Key?5/6/2011Copyright 2011 Optimum Leadership17


How will you succeed?Employee Engagement



5/6/2011Copyright 2011 Optimum Leadership19What 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

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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 theyre sleepwalking through their workday, putting in time but not energy or passion into their work.

Actively disengaged employees arent just unhappy at work; theyre busy acting out their unhappiness. Everyday these workers undermine what their engaged coworkers accomplish.

31%69%5/6/2011Copyright 2011 Optimum Leadership20

Moved to after definition 20

Research! There is a direct correlation between employee engagement and:Organizational performanceCustomer satisfactionGrowthEmployee retentionThe Training Foundation and Aberdeen Group


Research! Engaged employees stay for what they give GIVERS

Disengaged employees stay for what they get! TAKERSBlessing and White Research5/6/2011Copyright 2011 Optimum Leadership22

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 healthlow morale5/6/2011Copyright 2011 Optimum Leadership23

One per slide23

Disengaged employees were:5 times more likely to have safety incident

5 times more costly5/6/2011Copyright 2011 Optimum Leadership24

Need one fact per slide or possibly two

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Strategy5/6/2011Copyright 2011 Optimum Leadership25To address this we must increase the number of engaged and significantly reduce (eliminate) the actively disengaged

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We are NOT doing well!5/6/2011Copyright 2011 Optimum Leadership26

We are NOT doing well!Only 1 out of 3 employees is engaged


We are NOT doing well!Almost half of organizations around the world saw a significant drop in employee engagement levels in 2010A report by Hewitt Associates


We are NOT doing well!Nearly 1 in 5 are actively disengaged this disengagement can negatively impact other employees


Why?Why are we unable to create employee engagement above the 31% level?5/6/2011Copyright 2011 Optimum Leadership30

Why?We have been taught a theory 0f leadership that worked in the Industrial Age It no longer works in the Information and Knowledge Age


Why?We have been taught the Taylor theory of scientific management


Why?The Taylor Theory of Scientific Management tells leaders to:Tell people what to do and howClosely supervise and evaluate themHold them accountable to the one correct way with a performance management process that does not work


Why?The Taylor Theory of Scientific Management helps us:Control employees


Why?The Taylor Theory of Scientific Management damages:TrustKnowledge accumulationFreedom to Innovate


Why?Accelerating knowledgeFreedom to innovateTrustAll needed for engagement


Why?We still use the Taylor Scientific Management Theory5/6/2011Copyright 2011 Optimum Leadership37

ExampleMany are promoted into their positions based on technical knowledge


ExamplePromoting based on technical knowledge (instead of having engagement skills) is consistent with Taylor Scientific ManagementOnly the boss knows best


We need a new theory and new skillsThere is an alternative leadership theory and a new set of employee engagement skills5/6/2011Copyright 2011 Optimum Leadership40

We need to CHANGE!We used to heat our homes with a fireplace


We need to CHANGE!We replaced the fireplace with oil and gas heat because it was less costly, much more effective and much more efficient


We need to CHANGE!We replaced the fireplace as our source of heat because we found a better way


We need to CHANGE!The Taylor Theory is like the fireplace, Outdated!


What we needWe need a new theory that works with the age of knowledgeWe need a new theory of leadership5/6/2011Copyright 2011 Optimum Leadership45

What we needNew environment using the new theory and skills to optimize innovation and engagementThe two go hand-in-hand5/6/2011Copyright 2011 Optimum Leadership46

What we needOnly fully engaged employees know how to optimally learn and innovateTalent alone will not create the environment of engagement


SummaryIt is the working environment that makes the greatest difference

Without the new theory and skills we cannot create the engaged environment5/6/2011Copyright 2011 Optimum Leadership48

SummaryDo You?5/6/2011Copyright 2011 Optimum Leadership49

Take action nowLearn:The skills leaders need to create engagement with every interactionHow to help disengaged de-select outwww.optimumleadership.com


Take action nowLearn:To measure the employee engagement level at your companyWhich barriers are stopping you from improving engagement nowwww.optimumleadership.com


Take action nowRequest a client case study that shows how one organization made the transformation to a new leadership theory and a new set of skillsFREE at:http://www.optimumleadership.com/articles.asp


Wally Hauck holds a Ph.D. in Organizational Leadership A Certified Speaking Professional 15 years consulting experienceConsulted with dozens of organizations and coached hundreds of individuals www.optimumleadership.com203-874-8484

The future depends on what we do in the presentGandhi5/6/2011Copyright 2011 Optimum Leadership53

Thank You5/6/2011Copyright 2011 Optimum Leadership54

employee engagement3 show-w-hauck.pps

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