The Key To Success Building Employee Engagement to by fnz82095

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									              The Key To Success:
   Building Employee Engagement to
        Achieve Superior Results
                                      Peter Lee
                                     Bob Hancox
                                      Dave Koot




Creating People Centred Workplaces
                  Workshop Outline

     Overview what it takes to create
     employee engagement at work
     and how to apply to your specific
     work situation.
     Learn how business coaching skills
     can help create engagement with
     your staff.


Creating People Centred Workplaces
                                     Agenda

     Introductions (5 minutes)
     Presentation (20 minutes)
     Application using Business
     Coaching (25 minutes)
     Wrap-Up (5 minutes)


Creating People Centred Workplaces
                               Question:


     What do you notice, as you pull up
     to a pick-up game of football, and
     the teams and the spectators are
     fully engaged?




Creating People Centred Workplaces
           Presentation Overview

 I.            People Imperative
 II.           Harsh Reality
 III.          Mountain Climbing –12 Questions
 IV.           Four Keys For Managers




Creating People Centred Workplaces
               I. People Imperative




Creating People Centred Workplaces
                People Are Important

• The collective capability of your
  workforce is a:
       •    source of competitive advantage
       •    unique characteristic that can’t be copied




Creating People Centred Workplaces
        Engagement Impacts Results


                                                                 rce
    Results                                                    fo
                                                           k
•   Customer loyalty                                    or
•   Employee retention                              W
•   Safety
                                             g ed
•   Productivity                        ga
•   Profitability                    En
                                                      ce
                                       Typical Workfor



                                                          Time
Creating People Centred Workplaces
                The Business Case (1)

     Engaged workforces produce above
     average:
       •      Customer loyalty (56% above average)
       •      Employee retention (44%)
       •      Safety records (50%)
       •      Productivity (50%)
       •      Profitability (33%)


           Source: 1999 Gallup research results


Creating People Centred Workplaces
               The Business Case (2)

      Total return to shareholders over a five
      year period:
        •    Companies with strong engagement = 64%
        •    Companies with weak engagement = 21%



       Source: 2001 Watson Wyatt study involving 750 companies




Creating People Centred Workplaces
           II. The Harsh Reality




Creating People Centred Workplaces
     Typical Business Operates At
      1/3 Of Its People Potential

                  16%
                                             Engaged
                                     29%
                                             Employees

                                             Not Engaged
                                             Employees

                                             Actively
                                             Disengaged
                                             Employees
                    55%

        Source: October 2000 Gallup Survey

Creating People Centred Workplaces
                  Engaged Employees

     Have a passion that drives them to:
       •    Build and innovate
       •    Find new and more effective ways to
            accomplish their roles
       •    Move the organization forward




Creating People Centred Workplaces
            Not Engaged Employees

     Stuck in low-risk, low-commitment mode
     Don't feel a connection with or from their
     company, manager, or coworkers
     Don't feel a sense of achievement
     Become fixated on the activities of their
     roles instead of the outcomes
     Are just concerned about doing the
     minimum they need to do to get by


Creating People Centred Workplaces
  Actively Disengaged Employees

     Are the "cave dwellers“
       •    Consistently Against Virtually Everything.
     Are busy acting out their unhappiness
     Every day undermine what their
     engaged coworkers accomplish




Creating People Centred Workplaces
 What does the chart look like for
        your company?


                                     Engaged
                                     Employees

                                     Not Engaged
                                     Employees

                                     Actively
                                     Disengaged
                                     Employees




Creating People Centred Workplaces
           III. Mountain Climbing




                       Twelve Questions
Creating People Centred Workplaces
                 Base Camp:
                 What is expected?

 1. Do I know what is expected of me at
    work?
 2. Do I have the materials and equipment
    I need to do my work right?




Creating People Centred Workplaces
                 Camp One:
                 Am I good at my job?

 3. At work, do I have the opportunity to
    do what I do best every day?
 4. In the last seven days, have I received
    recognition or praise for doing good
    work?
 5. Does my manager seem to care about
    me as a person?
 6. Is there someone at work who
    encourages my development?
Creating People Centred Workplaces
                 Camp Two:
                 Do I belong here?

 7. At work, do my opinions seem to
     count?
 8. Does the mission/purpose of my
     company make me feel my job is
     important?
 9. Are my co-workers committed to
     doing quality work?
 10. Do I have a best friend at work?
Creating People Centred Workplaces
                 Camp Three:
                 Am I still learning?

 11. In the last six months, has someone
     at work talked to me about my
     progress?
 12. This last year, have I had
     opportunities to learn and grow?




Creating People Centred Workplaces
                           The Summit
                                     You are good at what
                                     you do
                                     You know the
                                     fundamental purpose of
                                     your work
                                     You are always looking
                                     for better ways to fulfill
                                     that purpose
                                     You are fully engaged



Creating People Centred Workplaces
        IV. Four Keys For Managers




Creating People Centred Workplaces
  Perceived Keys To Engagement

     Companies typically focus on
     compensation and benefits to establish
     themselves as employers of choice
     Competitive compensation and
     benefits don’t produce an engaged
     workforce
       •    No difference to the best, most productive
            employees and workgroups
       •    Doesn’t explain job satisfaction


Creating People Centred Workplaces
             Great Managers Create
                  Engagement
     The single most important determinant
     of individual performance is a person's
     relationship with his or her immediate
     manager
     Without a strong relationship with a
     manager who sets clear expectations,
     knows you, trusts you, and invests in
     you, you're less likely to stay and
     perform

Creating People Centred Workplaces
 Core Activities For Managers

1.     Select a person
2.     Set expectations
3.     Motivate the person
4.     Develop the person




Creating People Centred Workplaces
  What Great Managers Know

    People don’t change that much.
    Don’t waste time trying to put in
    what was left out.
    Try to draw out what was left in.
    That is hard enough.



Creating People Centred Workplaces
                            Select A Person
 3. At work, do I have the opportunity to do what
    I do best every day?


     Typical Managers                Great Managers


      Based on                       Based on talent,
      experience,                    plus …
      intelligence, and
      determination


Creating People Centred Workplaces
                        Set Expectations
 1. Do I know what is expected of me at work?
 2. Do I have the materials and equipment I need
   to do my work right?


     Typical Managers                Great Managers


      By defining the right          By defining the right
      steps                          outcomes



Creating People Centred Workplaces
                     Motivate The Person
 4. In the last seven days, have I received
   recognition or praise for doing good work?
 5. Does my supervisor, or someone at work,
   seem to care about me as a person?

     Typical Managers                Great Managers


      By helping the                 By focusing on the
      person identify and            person’s strengths
      overcome
      weaknesses


Creating People Centred Workplaces
                     Develop The Person
 5. Does my supervisor, or someone at work,
    seem to care about me as a person?
 6. Is there someone at work who encourages my
    development?
     Typical Managers                Great Managers


      Help the person                Help the person find
      learn and get                  the right fit
      promoted



Creating People Centred Workplaces
                              Four Keys

1. Select a person                   Select for Talent
2. Set expectations                  Define the right
3. Motivate the                      outcomes
   person                            Focus on strengths
4. Develop the                       Find the right fit
   person



Creating People Centred Workplaces
         Applying The Four Keys
     The core of a strong and vibrant
     workplace can be found in questions
     one to six
     Focus time and energy on meeting
     employees’ needs at base camp and
     camp one
     Securing high marks to these questions
     is one of a manager’s most important
     responsibilities

Creating People Centred Workplaces
        Manager’s Balancing Act
   Set consistent                    Treat each person
   expectations                      differently

   Ensure each                       Challenge each
   person is in a                    person to learn
   role that uses                    and grow
   his talents

   Care about                        If necessary,
   each person                       terminate a person
   and praise                        you have cared
   each person                       about and praised

Creating People Centred Workplaces
         …and What About You?


         Are you taking care of YOU!
              Are you engaged?




Creating People Centred Workplaces
   The Power of Full Engagement
          Old Thinking                                 New Thinking
            Manage Time                                 Manage Energy
            Avoid Stress                                   Seek Stress
        Life is a marathon                        Life is a series of sprints
       Downtime is wasted                          Downtime is productive
            Rewards fuel                                  Purpose fuels
            performance                                   performance
       Self-discipline rules                              Rituals rules




     Source: The Power of Full Engagement – Loehr & Schwartz

Creating People Centred Workplaces
                             Principle #1
         Full engagement requires
         drawing on four sources of
         energy:
                    1. Physical
                    2. Emotional
                    3. Mental
                    4. Spiritual
     Source: The Power of Full Engagement – Loehr & Schwartz

Creating People Centred Workplaces
                             Principle #2


          Capacity diminishes both with
             overuse and under use –
      balance with intermittent energy
                   renewal.



     Source: The Power of Full Engagement – Loehr & Schwartz

Creating People Centred Workplaces
                             Principle #3


      To build capacity, push beyond
               normal limits –
training in the same systematic way
         that elite athletes do.



     Source: The Power of Full Engagement – Loehr & Schwartz

Creating People Centred Workplaces
                             Principle #4


      Positive energy rituals – highly
       specific routines for managing
        energy – are the key to full
      engagement and sustained high
                performance.


     Source: The Power of Full Engagement – Loehr & Schwartz

Creating People Centred Workplaces
    High Performance Pyramid


                               Rituals
                                              Spiritual
                                              Capacity
                      Rituals
                                           Mental Capacity
               Rituals                 Emotional Capacity

                                          Physical Capacity



     Source: The Power of Full Engagement – Loehr & Schwartz

Creating People Centred Workplaces
                              Summary
    Companies that engage people significantly
    outperform companies that don't
    A great place to work = environment where
    employees can respond positively to the 12
    questions
    Most important determinant of individual
    performance is a person's relationship with his
    immediate manager
    Take care of YOU!
    Don’t be typical!

Creating People Centred Workplaces
                 Coaching Defined:
     At Tekara, we define Executive
     Coaching as a facilitative one-to-one,
     mutually designed relationship between
     a professional coach and a client who
     wants and requires support in
     developing their leadership capability in
     order to help them achieve their own
     personal vision and the goals and
     objectives of their organization.

Creating People Centred Workplaces
                 Coaching Defined:


     Coaching is a proven process that
     clearly focuses on the attitudes
     and activities that hold the
     greatest potential for success in
     business.



Creating People Centred Workplaces
     Four Coaching Categories:

     Coaching              for       Skills
     Coaching              for       Performance
     Coaching              for       Development
     Coaching              for       an Executives Agenda



   Which one would you gravitate to?

Creating People Centred Workplaces
                              Coaching:

     About 6 out of 10 organizations (59%)
     currently offer coaching or other
     developmental support to their
     managers and executives. Another
     20% of the organizations said that they
     plan to offer such coaching within the
     next year.

     Manchester Inc. Survey



Creating People Centred Workplaces
                    Coaching Demo:


     What is one key learning or
     insight regarding engagement that
     you would like to develop?




Creating People Centred Workplaces
                                Wrap-Up

     What key learning or insight are
     you taking away today?

     Draw for books

     Tekara Organizational
     Effectiveness Inc. Services

Creating People Centred Workplaces

								
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