hceo november 2010 engaged in what

Copyright 2010, Dr. Theresa M. Welbourne 1

Engaged in What?

Dr. Theresa M. WelbournePresident and CEO

eePulse, Inc.www.eepulse.com

Research Professor Center for Effective Organizations

University of Southern Californiahttp://ceo.usc.edu

Editor-in-Chief, HRM, the Journal

http://www.eepulse.com/�

http://ceo.usc.edu/�

Materials


Presentation document Engaged in what?

Diagnostic Tool and Notes Pages

Optional: Book chapter and articles on this topic. [email protected]

Myth?


“It’s creative repackaging of stuff that’s been around for a long time”

Edward Lawler, Professor of Management and Organization, University of Southern California’s Marshall School of Business.

“Soon we will be talking about marrying all of those employees to whom we’ve engaged.”

IBM’s Head of Personnel, Randall MacDonald.

Is engagement a myth?

Engaging Words


Authors Theories or other literature cited when discussing definitions of employee engagement

Macey & Schneider (2008) Involvement, commitment, attachment, mood, citizenship behavior, effort, prosocial behavior, disposition, loyalty, productivity, ownership, job satisfaction

Saks (2006) Organizational commitment, organizational citizenship, emotional and intellectual commitment, discretionary effort, withdrawal, attention, absorption, efficacy, cynicism, exhaustion, state of mind, vigor, dedication, absorption

Ferrer (2005) Job satisfaction, enthusiasm, motivation for work, positive attitude, feeling involved and valued, organization commitment

David MacLeod and Nita Clarke (2010)

Commitment, energy, potential, creativity, personal attachment to work, positive attitude, authentic values, trust, fairness, mutual respect, discretionary effort

The Conference Board report on Employee Engagement (2006)

Cognitive commitment, emotional attachment, connection, discretionary effort, emotional drivers (pride, relationships with manager), rational drivers (pay and benefits), satisfaction.

Kular, Gatenby, Rees, Soane, and Truss (2008)

Role performance, intellectual and emotional commitment, discretionary effort, passion for work, job involvement, flow, organization citizenship behaviors

Attitude?


Newman and Harrison (2008) suggest that employee engagement indeed is nothing new. “Been there, bottled that"

Employee engagement should be considered an overall mega job attitude.

Mega Employee Attitude?

Proposal


Proposal: Engagement is an industry or a field of study but NOT a construct

• Fields of OB, HRM cover the same territory• VPs of employee engagement• Departments of employee engagement • Many businesses are “doing” engagement: consultants,

technology firms, health care organizations, wellness centers

• Engagement is focused on the “thing” about employees important in driving firm performance

Beyond…


Engaged in what? Direction?

What do employees “get”? Exchange?

Beyond Engagement What’s Next?

First Step

First, explore the “engaged in what” question with research



Sense of urgency changesfrequently; how can we keep urgency and valor in balance?

Moving Forward or Standing Still?

Answer:People

Urgency &Val-o-r

Urgency =Energy

Research questions: What drives firm performance?

What are conditions under which the “people” asset is optimized?

Performance is the starting point of the research


Percent of Employees “Moving Forward”

Low Urgency High Urgency

High employee value,

ownership, rewards

Low employee value,

ownership, rewards

Energy


Energy Pulse™

At what pace are employees moving? How fast are they going?

Leader Energy

Employee Energy

Core Job Role

Non-core Roles

Customer Sales

Firm Performance

EMPLOYEE ENGAGEMENT


Engaged in What? Direction?

•From Welbourne, 2005, 2003; •Welbourne, Johnson, & Erez, 1998

The Role Based Performance Model*



Go to Diagnostic ToolPage 2

Record responses to the items on this pageDiscuss results in small groups

What did you learn?

The Pieces

Direction: Roles Core job PLUS

strategic non-core job roles (innovator, team

member, career, organizational)

Standing still or going

backwardsMomentum (engaged or disengaged)

Moving forward


Business Outcomes (direction and

momentum are aligned)

Does Direction Matter? Engaged in What?


You tell me …

Second


Second, when employees engage, what do they get in

exchange?

Story


Story from the Data

Global study of leaders conducted since 2003. Today we have 12,000 leaders “enrolled.” It is the first real-time leadership benchmarking and learning initiative.


People are Exhausted• Stacking work is burning

out leaders, making them feel unproductive, errors are made, losing confidence, and opportunities are missed.

• They are getting more work in return for extra effort.

• Directors, ready to leave, being poached.

Drive Business


Which roles drive the business?

Strategy, Strategizing,

Identity, Relational Capital

See page 3 of Diagnostic Tool

EMPLOYEE

CoreJob

InnovatorTeam

member

Career or LearnerOrganization

member

Employee engagement today only looks at one or two roles. Need to explore ALL roles simultaneously.


Tradeoffs?

EMPLOYEE

CoreJob

InnovatorTeam

member


member

EMPLOYEE Fairness perceptions are

affected. Employee is doing more with

nothing more in exchange.


Angry Managers

EMPLOYEE

CoreJob

InnovatorTeam

member


member

Measure all roles; Reward and

recognize relevant roles.

Explore some ideas next: What innovative work are you doing or have you seen?


Balance

EMPLOYEE

CoreJob

InnovatorTeam

member


member

CORE JOB ROLE


Measure? Reward?

EMPLOYEE

CoreJob

InnovatorTeam

member


member

INNOVATOR ROLE


Measure? Reward?

EMPLOYEE

CoreJob

InnovatorTeam

member


member

CAREER OR LEARNER ROLE


Measure? Reward?

EMPLOYEE

CoreJob

InnovatorTeam

member


member

ORGANIZATION MEMBER ROLE


Measure? Reward?

EMPLOYEE

CoreJob

InnovatorTeam

member


member

TEAM MEMBER ROLE


Measure? Reward?

EMPLOYEE

CoreJob

InnovatorTeam

member


member

Linkage ScorecardCore job role

Innovator role

Career or Learner role

Team member role

Organizationmember role

Measure?

Reward?

From the research files:

Map competencies Research against current performance appraisal data

See page 4 of Diagnostic Tool and Notes Pages document


Linkage ScorecardWhat roles are important to:

Core job role

Innovator role

Career or Learner role

Team member role

Organizationmember role

Executive your businessstrategy?

Successfully strategize and change direction when needed?

Support your company identity or culture?

Build strong and high quality relational capital?


Measurement

Note about Measurement


Conclusions

• Employee engagement needs more work• Needs to move beyond “hero” status • Or … it will be another HR fad• Employee engagement goals are sound• Need to add: engaged in what?• Need to add? If I engage, then what?


[email protected]

www.eepulse.com

www.energizeengage.com

www.leadershippulse.com

http://ceo.usc.edu

+1-734-429-4400

Dr. Theresa M. [email protected]


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hceo november 2010 engaged in what

Education

employee engagement

diagnostic tool

discretionary effort

attitude

engagement

roles

eepulse

direction