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These are some sample slides from our employee engagement leadership training

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  • 1. HELPING PEOPLE MAKE LASTING CHANGES IN THEIR CAREERS & LIVES www.eddielemoine.com
  • 2. Introduction Why now, why engagement About the numbers Three steps to closing the engagement gap Getting to know your team Gender Culture Age Growth and engagement Creating a vision Building a competitive advantage How do you get there from here
  • 3. The evolution of Employee Engagement Are employees 1990 Are 2000 Are 2007 motivated Employee employees Employee employee Employee satisfaction Commitment Engagement and do happy motivated they know what to do
  • 4. Business Trend
  • 5. Job Market
  • 6. 2:00
  • 7. Population Growth 1950-1960 40% 35% 30% 25% 20% 15% 10% 5% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -5% -10%
  • 8. Population Growth 1960-1970 60% 50% 40% 30% 20% 10% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -10%
  • 9. Population Growth 1970-1980 60% 50% 40% 30% 20% 10% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -10% -20%
  • 10. Population Growth 1980-1990 50% 40% 30% 20% 10% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -10% -20%
  • 11. Population Growth 1990-2000 60% 50% 40% 30% 20% 10% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -10% -20%
  • 12. Population Growth 2000-2010 50% 40% 30% 20% 10% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -10% -20%
  • 13. Population Growth 2000-2020 80% 70% 60% 50% 40% 30% 20% 10% 0% under 14 15-24 25-34 35-44 45-54 55-64 65+ -10% -20%
  • 14. Traditional
  • 15. The New Retirement
  • 16. Generational Composition of the Core Public Administration (March 2007) 3% 8% 22% Baby Boomers X Gens 67% Y Gens Matures *Baby-boomers account for 2 out of 3 employees of the Core Public Administration.
  • 17. a way of thinking first, a way of working second. Telling the many what Selling the many what has been decided by has been decided by the few the few Environment conformant compliant Low engagement
  • 18. a way of thinking first, a way of working second. Inclusion-looking Co-creation for ideas and support leveraging the strengths throughout the of the individual organization. members of the team to identify better ways to achieve corporate goals. Environment Enthusiastic participants Enthusiastic participants High Engagement Discretional Effort
  • 19. What does an engaged employee think, feel and do? I understand how my role in my organization is I understand how my related to my unit/department organizations overall goals, objectives and Think contributes to the success of the organization direction I am willing to put in a I would recommend my great deal of effort organization as a place to beyond what is work and do business. normally expected to help my organization succeed I am personally motivated to help my I am proud to tell organization be others I work for successful my organization
  • 20. Survival The weak will be weeded out.
  • 21. Actively Engaged Workforce Disengaged 14% Engaged 27% Disengaged 59%
  • 22. What are the cost to your organization
  • 23. $.90 $.70 $.50 ZZZ ZZ Engaged 27% Disengaged 59% Actively disengaged 14% 60% of productivity 60% of productivity -20% of productivity
  • 24. How do we know Signs of disengagement Signs of engagement Increased turnover Choose to work late to Missed deadlines complete a project Low morale Ask how to help other High burnout rate team members Complacency Looks for connection between actions and Finger-pointing and financial results name-calling Treat resources like their Lack of accountability own and responsibility Initiate improvements Increased absenteeism Look beyond their own role Pursue self-development on personal time
  • 25. Making it work! Easier than you think
  • 26. Know Them Culture, Background, Gender Language, etc. Generational Gaps
  • 27.