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Presented By:

Human Capital Management

Adrienne Schleigh SHRM-SCPHR Works, Inc.

Developing Strategic Partners at All Levels

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Agenda

• The Business Case for Employee Engagement• The ROI of effective Human Capital Management • Employee engagement masters• Connecting HR to strategy• Employee engagement tools

• Identifying Leaders of Today and Tomorrow• Common traits of influential leaders• Identifying at-risk managers• The steps from manager to leader

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THE BUSINESS CASE FOR EMPLOYEE ENGAGEMENT

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The ROI of Human Capital

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Importance

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Employee Turnover

Source: SHRM Human Capital Benchmarking Report

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Engagement Masters: Google

• Empowerment

• Accountability

• Openness

• Informed decisions

“We maintain an open culture where everyone feels comfortable contributing ideas and sharing opinions.”

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Local Engagement Master: Wegmans

• Alignment

• Empowerment

• Training

• Informed decisions

“A happy, knowledgeable and superbly trained employee creates a better experience for customers.”

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Connecting HR to Strategy

Source: Deloitte

“By focusing on the employee experience, HR leaders can improve employee engagement, empower teams and leaders, and develop solutions that will be useful and compelling to employees.”

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Engagement Tools

• Employee satisfaction survey• Best Companies to Work For (SHRM)

• Manager Training• Performance Management• Coaching• Human Capital Management/Leadership

• Communication Standards• Employees and Managers

• Cultural Values Matrix• Defined values and examples of how and when they are demonstrated

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Engagement Tools

“If you want to create a great product, just focus on one person. Make that person have the most amazing experience ever.”

-Brian Chesky, Co-Founder & CEO of Airbnb

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IDENTIFYING LEADERS OF TODAY AND TOMORROW

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Managers vs. Leaders

“There are no certifications or professional accreditations for the master strategist, the empathetic boss, the inspiring leader, or the great communicator.”

- John Hillen, former Assistant Secretary of State

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Managers vs. Leaders

Source: Peter G. Northouse’s Leadership: Theory and Practice

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• Avoid inconsistency• Don’t over-promise• Invest equal amounts of time into employees• Are deliberate in their actions

• Have total integrity• Are trusted and demonstrate trust in others• Speak positively and respectfully about staff, peers,

and leadership• Express optimism

• Do the work• First to volunteer for undesirable tasks• Adhere to rules, policies, expectations, etc.

Influential Leaders…Lead by Example

“If we win the hearts and minds of employees, we're going to have better business success.”

-Mary Barra, CEO General Motors

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Influential Leaders…Focus on Accountability

• Are Humble• Demonstrate confidence but readily admit mistakes• Use mistakes as tools for coaching/learning

• Have High Accountability• Have high personal standards of excellence• Take more of the blame and less of the credit

• Acknowledge areas of improvement appropriately• Control their emotions and know their triggers• Acknowledge mistakes of others quietly• Provide ongoing coaching

“It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently.”

-Warren Buffet, CEO Berkshire Hathaway

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Influential Leaders…Celebrate Success• Acknowledge accomplishments appropriately

• Make it their personal goal to develop others• Demonstrate genuine caring and interest in others• Acknowledge accomplishments both privately and

loudly (if applicable)• Celebrate success

• Set time aside for acknowledging achievements• Are timely, genuine, and specific when

acknowledging success and/or improvements• Focus on team achievements

“A simple rule of business is, if you do the things that are easier first, then you can actually make a lot of progress.”

-Mark Zuckerberg, CEO Facebook

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Influential Leaders…Listen• Embrace open communication

• Facilitate direct and respectful communication among teams/coworkers

• Acknowledge what’s not beingsaid

• Actively solicit feedback• Are truly approachable in actions, not words• Set aside designated time for employee feedback• Make changes based on suggestions

• Are great story tellers• Share personal achievements and learning

opportunities

“I'm brutally honest. I always look at things from their point of view as well as mine. And I know when to walk away.”

-Indra Nooyi, CEO Pepsi-Co

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Influential Leaders…Are Fearless

• Ask “Why Not?” rather than “Why?”• Think creatively • Embrace change

• Demonstrate Courage• Lead up, down, and across• Challenge ideas• Embrace confrontation

• Let the best idea win

“Fearlessness is like a muscle. The more I exercise it the more natural it becomes not to let my fears run me.”

-Ariana Huffington, CEO Huffington Post

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Influential Leaders…Empower Others • Understand team dynamics

• Foster open communication and fearlessness• Clearly define roles

• Delegate• Ensure adequate resources• Look for the small wins• Understand strengths and capitalize

• Let go• Focus on outcomes, not pathways• Reward success• Approach setbacks with team problem solving• Ensure accountability

“Leaders thrive when they feel creatively empowered, when they trust the people around them, when their confidence is swelling.”

-Bill Simmons, Media Group

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Identifying “At-Risk” Managers

• Inability of the team to work together efficiently/accomplish tasks

• Claims of favoritism• Inability of the team to solve problems• Lack of creative ideas/innovation from team

members• High turnover• High level of unhealthy conflict between

team members• High absentee rate• Claims of harassment/discrimination• Claims of bullying

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The Path to Developing Leaders• Determine the focus

• Limit to one manager, new managers, all managers?• Communicate

• Coordinate communication between HR, C-suite, Department Heads• Determine how the process will be communicated to both the manager and employees• Clearly communicate expected outcomes, roles, and expectations

• Diagnose the problem• 360 feedback• Employee interview sessions• Team shadowing

• Communicate results• Written report• Direct communication• Team meetings

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The Path to Leadership• Establish accountability

• Team goals• Manager goals• Organizational goals • Clearly defined success indicators

• Provide training• Manager/leadership training• Employee/job training

• Measure Results• Set manageable and realistic timeframes for evaluation• Define clear reporting structures for problems/concerns • Communicate a commitment to making any necessary personnel changes

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Costly Mistakes

• Allowing employees to take advantage of the situation (ie. focusing only on the areas of the manager’s improvement)

• Poor communication of the outcomes and follow up• Not acting on and/or addressing concerns or suggestions• Not providing adequate training to address concerns• Not having full buy in/support of C-suite or Department Head• Focusing only on poor performers• Not measuring and/or celebrating success• Not making appropriate personnel decisions if a manager is unable or unwilling to

embrace leadership expectations

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The Cost of the Unsalvageable Manager

“The single biggest decision you make in your job--bigger than all the rest--is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits--nothing.”

- Jim Clifton, Gallop CEO

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Summary

• Investing in employee engagement and an organization’s culture has been proven to result in better business outcomes.

• Leadership is natural in some employees, regardless of their title. Be on the lookout for leadership traits in employees.

• Leadership skills can be learned, but managers must be held accountable. When managers fail to embrace the concepts of leadership, the organization must commit to making necessary changes.

• An organization must commit to providing the necessary time and tools for successful employee engagement. False starts, no buy-in, lack of proper planning, and poor communication will create lasting damage. Create a plan and follow it.

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Resources• https://rework.withgoogle.com/guides/understanding-team-

effectiveness/steps/identify-dynamics-of-effective-teams/

• https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/hc-2017-global-human-capital-trends-us.pdf

• https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2017/improving-the-employee-experience-culture-engagement.html

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Questions?

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