sample slide presentation

HELPING PEOPLE

MAKE LASTING CHANGES IN THEIR CAREERS & LIVES

www.eddielemoine.com

• 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

The evolution of Employee

Engagement

Are employees

happy

1990

Employee satisfaction

Are employee motivated

2000

Employee Commitment

Are employees motivated

and do they know what to do

2007 Employee Engagement

Business Trend

Job Market

-10%

-5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

under 14 15-24 25-34 35-44 45-54 55-64 65+

Population Growth 1950-1960

-10%

0%

10%

20%

30%

40%

50%

60%

under 14 15-24 25-34 35-44 45-54 55-64 65+


-20%

-10%

0%

10%

20%

30%

40%

50%

60%

under 14 15-24 25-34 35-44 45-54 55-64 65+


-20%

-10%

0%

10%

20%

30%

40%

50%

under 14 15-24 25-34 35-44 45-54 55-64 65+


-20%

-10%

0%

10%

20%

30%

40%

50%

60%

under 14 15-24 25-34 35-44 45-54 55-64 65+


-20%

-10%

0%

10%

20%

30%

40%

50%

under 14 15-24 25-34 35-44 45-54 55-64 65+


-20%

-10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

under 14 15-24 25-34 35-44 45-54 55-64 65+


Traditional

The New Retirement

67%

22%

8%

3%

Baby Boomers

X Gens

Y Gens

Matures

Generational Composition of the Core

Public Administration (March 2007)

*Baby-boomers account for 2 out of 3 employees of the Core Public Administration.

―a way of thinking first, a way of

working second.‖

Telling the many what

has been decided by

the few

Selling the many what

has been decided by

the few

Environment conformant compliant Low engagement

―a way of thinking first, a way

of working second.‖

Environment

Inclusion-looking

for ideas and support

throughout the

organization.

Co-creation—leveraging the strengths

of the individual

members of the team to

identify better ways to

achieve corporate goals.

Enthusiastic participants Enthusiastic participants High Engagement

Discretional Effort

What does an engaged employee think,

feel and do?

Think

I understand how my

unit/department

contributes to the success

of the organization

I understand how my role

in my organization is

related to my

organization’s overall

goals, objectives and

direction

I am willing to put in a

great deal of effort

beyond what is

normally expected to

help my organization

succeed

I am personally

motivated to help my

organization be

successful

I would recommend my

organization as a place to

work and do business.

I am proud to tell

others I work for

my organization

SurvivalThe weak will be weeded out.

Disengaged59%

Engaged27%

Actively Disengaged

14%

Engaged Workforce

What are the cost to your

organization

Z Z Z

Z Z

Engaged 27%

60% of productivity Disengaged 59%

60% of productivityActively disengaged 14%

-20% of productivity

$.90$.70 $.50

How do we know

• Signs of disengagement

– Increased turnover

– Missed deadlines

– Low morale

– High burnout rate

– Complacency

– Finger-pointing and

name-calling

– Lack of accountability

and responsibility

– Increased absenteeism

• Signs of engagement

Choose to work late to

complete a project

Ask how to help other

team members

Looks for connection

between actions and

financial results

Treat resources like their

own

Initiate improvements

Look beyond their own role

Pursue self-development

on personal time

Making it work!Easier than you think

Know Them

GenderCulture, Background,

Language, etc.

Generational Gaps

GROW THEM

Line of sight between employee

performance and company performance

Building on Your Strengths

• Your strengths (engagement)

• Your weaknesses (disengagement)

Activities that weaken you Activities that strengthen you

Building on Your Strengths

Your strengths (engagement)

Your weaknesses (disengagement)

Inspire Them

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