webinar nonprofit-1-final-26feb15

EMPLOYEE ENGAGEMENT IN NONPROFIT ORGANIZATIONS

Webinar February 26, 2015

Copyright©2015, Talent Map. All rights reserved.

2Topic Agenda

Item Time

(min)

Introduction 5

What is Engagement and How is it Different Nonprofits

10

Drivers of Employee Engagement in Nonprofits 10

Best Practices and Recommendation to Improve the Engagement Drivers in Nonprofits

10

Q&A 10

Neil Milton

Sean Fitzpatrick,

Agenda


TalentMap = Engagement Experts to Nonprofits

3

We provide online survey technology, award-winning project support and unparalleled survey expertise in the

nonprofit sector.

Measure Analyze Act


Sample Clients & Benchmark

• Copyright©2014, Talent Map. All rights reserved.

Professional Services Public Sector Healthcare Sector Private Sector Clients

Association / Not-for-Profit Sector

March 2013

http://www.bayercropscience.com/

http://www.bayercropscience.com/

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http://www.fountaintire.com/index.php

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5


• How engaged are your employees?

• How effective are your workplace dimensions?

TalentMap's Approach for Nonprofits

• What are the most powerful drivers of engagement?

• Where should you focus your workplace improvements?


6

HighPerformance Management

Practices

EmployeeEngagement

EmployeeRetention

EmployeeProductivity

ExternalServiceValue

MemberSatisfaction

MemberLoyalty

Member Growth

• Service concept:

results for

customers

• Service designed and delivered to

meet targeted stakeholder needs

• Funding

• Referral

• Advocacy

FundingGrowth

Help Your Executive Connect The Dots


Satisfaction Is Not Engagement 7

ENGAGED EMPLOYEES

feel a sense of:

Focus

Urgency

Intensity

Enthusiasm

Persistence

Adaptability

The focus is on

desiring to “give”


Engagement = Discretionary Effort 8

Heart Hands

Logical Emotional Behavioural

Head

Employee engagement is a heightened emotional and intellectual

connection that an employee has for his/her job, organization, manager, or

coworkers that, in turn, influences him/her to apply additional

discretionary effort to his/her work.

Career & Financial Goals Achieved

Values Align with Peers,Management and Leaders

DiscretionaryEffort


• Unlimited upside

• Incredibly versatile

• Capabilities & potential often underutilized

• If engaged more fully, • EEE->Productivity->Member Growth/Strategy Implementation

• EEE is the “secret sauce”

Why People Assets Matter Most

9


Engagement Matters to Nonprofit Success 10

Member Growth

Increase in Fundraising

Stakeholder Satisfaction

Productivity

Attendance

Volunteer Retention

Stronger Voice


Engagement Matters – To Staff 11

University of Canberra: a job that we hate

is as bad for our health (sometimes worse)

than not having a job at all

University College of London 2011:

employees not recognized at work

have more heart disease

Whitehall study: sr. exec live longer

than lower level employees; not a

small discrepancy

Boston College: a child’s sense of well

being is affected by their parents’

enjoyment of their work


• Indicators of an engaged employee work environment?• Open Communication; Discretionary Effort; Employee Referrals; Employee

Loyalty

• Role of HR in contributing to this?• Steward/champion of culture; Monitor morale; Build PPP to align culture

w business v&m; trusted advisor/safe haven

• What more would you like to see HR do?• Model expected behaviours; have stronger voice & stop acting like HR is

unimportant; Provide leadership coaching & mentoring to help leaders model expected behaviours

What CEOs say

12


How Are We Doing?

13


Manager and Nonprofits Tend to Underestimate the Impact of Engagement

14

Recent study- Nonprofit leaders identified HR/people management as one of the most depleting parts of their job


1. Job or Task Engagement

2. Team Engagement

3. Organizational Engagement

• Many excel at #3 but struggle with #1.

• Few excel at both #1 and #3

• Unsuccessful nonprofits struggle with both (#1 and #3)

Types of Engagement in Nonprofits

15


1. Job or Task Engagement

2. Team Engagement

3. Organizational Engagement

Types of Engagement

16


Identifying Drivers of Engagement in Nonprofits

17

Perfect Correlation Strong Correlation No Correlation

r = 1.000 r = .893 r = .041


Highest to Lowers Drivers of Engagement in Nonprofits

Survey Dimension (Impact on

Engagement)

Organizational Vision

5X

Professional Growth 3X

Innovation 2X

Teamwork 1X

Senior Leadership 1X

Immediate Management 1X

Work/Life Balance .50X

Compensation .50X

Member/Stakeholder Focus .25X

Work Environment .25X

Information and Communication

.25X

Performance Feedback .25X

18


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% F

avo

ura

ble

19Nonprofit with Strong Engagement Score

Benchmark Sorted by Increasing Engagement

Member Driven Association Client 2014

Overall Engagement Score 89%

Quartile 1 Quartile 2 Quartile 3 Quartile 4 Top Decile

MINIMUM MEAN TOP QUARTILE TOP DECILE MAXIMUM

40% 74% 82% 87% 95%


Vision: Key Driver with Strong Engagement 20

CompensationWork Environment

Performance Feedback

Professional Growth

Work/Life Balance

Information and Communication Teamwork

Innovation

Client Focus

Immediate Management

Senior Leadership


Strong

Engagement

Driver

Weak

Engagement

Driver

Worse Than

Benchmark

Better Than

Benchmark


Nonprofit with a Weak Engagement Score 21

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% F

avo

ura

ble

Benchmark Sorted by Increasing Engagement

Environment/Conservation Nonprofit 2014

Overall Engagement Score (63%)

Quartile 1 Quartile 2 Quartile 3 Quartile 4 Top Decile

MINIMUM MEAN TOP QUARTILE TOP DECILE MAXIMUM

40% 76% 82% 89% 95%


Vision: Key Driver with Weak Engagements. DELTA TO BENCHMARK

22

CompensationWork Environment

Performance Feedback

Professional Growth

Work/Life Balance

Information and Communication

Teamwork & Collaboration

Innovation

Customer Focus

Immediate Management

Senior Leadership


Strong

Engagement

Driver

Weak

Engagement

Driver

Worse Than

Benchmark

Better Than

Benchmark


What does “Vision” Mean?

Strongly Disagree Disagree

Neither Agree Nor

Disagree Agree Strongly

Agree N/A, No Opinion

1. We have a shared vision of what our organization will be like in the future.

2. We understand what needs to be done for us to succeed in the long run.

3. Our organization has a long-term purpose and direction.

4. Senior leaders have painted a compelling vision for our organization.

• Employees generally need:• to feel that they share in a common, compelling, desirable direction• to feel they are part of a larger goal or purpose• to understand how they contribute to the achievement of that

vision


What goes Wrong? The Pitfalls

1. Benign neglect: management doesn’t understand employees’ need to be a part of the vision

2. Impatience: an inclusive approach to vision-building can be costly and time-consuming

3. Communication: the Vision stays on the top-floor – it’s not communicated well

4. Alignment: strategies and processes aren’t aligned – so the vision becomes meaningless (in the employees’ eyes)


The Solution: “Engaging” Your Employees in the Vision

25


Start from the Bottom-Up

• Inclusiveness and Involvement is Key!

• Already have a vision? Put it out for comment

• Still Crafting or Evolving your Vision? Seek input

• Potential Methods:

• On-line forum

• Town halls (live or virtual)

• Lunch/coffee chats

• Any way you can start (and record) the conversation

• Expect it to be employee-driven, not necessarily with the high-level view.

26


Visioning and Business Planning Workshop

27

• 1-Day workshop which is the culmination of the consultation phase

• 3 Phases:

1. Visioning Phase

2. Goal and Objective Setting

3. Action Planning


Important Elements of an Engaging Vision

Audacious

Capitalizes on core competencies

Futurecasting

Inspiring

Motivating

Purpose-driven:

“Your vision gives employees a larger sense of purpose, so they see themselves as building a cathedral instead of laying stones.”


Futurcasting: Thinking “Back from the Future”

• People generally have difficulty with projecting into the future.

• So, get them to think in the past:

• “It’s 2017, think back on what your organization has achieved in the previous three years”

29


Don’t Try and Wordsmith in a Group

• Wordsmithing a vision statement in a Group is time-consuming and frustrating


Express the Vision in Themes – in the Future State

In 2016, we believe DENVR will:

Be recognized as:

The Hub for Energy & Innovation

A model for advocacy and relationship building, administrative efficiency and

service delivery

Have succeeded in changing policies and reducing protectionism, particularly in

agriculture

Have the highest client and stakeholder satisfaction among US posts; and,

• Be the “Go To” Post and Central Gateway

Example Vision in Themes:


Goal Setting and Action Planning

• Visioning is about dreaming. Also need to bring it down to earth.

• The remainder of the workshop should be to:• Identify goals and targets around key themes – always

looping back to vision

• Develop action items and concrete plans to achieve


Communicating and Living the Vision

• Including/involving employees in your vision is only Step 1

• Communicate widely:• Report

• Presentation/Townhall

• Posters/Frames

• Live the vision:• Align priorities, plans and activities

• Reassign projects which don’t contribute to the vision


Wrap Up

34


Areas of Concern

1. Turnover

2. Emotional Engagement & Burnout

3. Career Development

4. Comp. and Ben.

5. Job Authority

Strengths to build on

1. Mission/Vision Attachment

2. Engagement in the Community

3. Career Development

4. Job Expectations

5. Involvement

Nonprofit Strengths & Concerns

35


• Be deliberate about engagement• Hire for your culture

• Train managers about the impact of engagement/disengagement

• Communicate the mission/vision and strategy• Continually discuss and reinforce your mission statement and core values

• Reward talent• Provide recognition awards

• Express individual appreciation for efforts made directly to the employ ee

• Publicly recognize individual achievements

• Create specific performance standards for each position• Seek out and manage efficiencies

• Encourage input from staff

• Acknowledge the skill and difficulty in emotion work

Best Practices & Recommendations

36

EMPLOYEE ENGAGEMENT IN NONPROFIT ORGANIZATIONS

Webinar February 26, 2015

[email protected]


Event Format Topic Date

TalentMap Webinar Live Webinar Employee Engagement: Maintaining Momentum – Part 1

Mar 26th

12:00pm EST

2015 HRIA Annual Conference

Calgary Getting Employees to Own Engagement

April 23/15


Apr 30th

12:00pm EST

Conference Board“Engagement 2015”

Calgary NEW Research: 10 Years On –What Do We Really Know?

May 25th


May 28th

12:00pm EST

Upcoming TalentMap Learning Sessions