The Challenge of Employee Engagement by fnz82095


									The Challenge of Employee

 Barb Krantz Taylor

                       The Bailey Consulting Group
80% of leaders believe talent
    pool is inadequate

        -The War for Talent, 2001
76% of companies are not
 confident they can staff
  leadership positions
-Corporate Leadership Council 2004
 80 Million Baby Boomers
       (ages 42-60)

46 Million Generation X’ers
        (ages 25-41)
  60% of employees want to
switch employers when the job
       market improves

       -Pacific Journal, 2004
When the best
performers are
doing what they
  are best at
(Emotional Engagement)
Accepted Wisdom about Employees
   Everyone can excel if they try hard enough
   People will work harder if they get paid more money
   Focus employee development on fixing weaknesses
   Organization’s outcomes are dictated by hard financial realities
   Key to growth is increasing demand
   Superior performance is due to improved technology
   Competencies, skills, and knowledge are more important than
   Superior performance is the consequence of rational thinking—
    don’t let emotions get in the way
   ―People‖ are an organization’s most valuable asset
The Real-World
   Employees who use natural talents produce
    significantly more than average workers
   Emotionally committed employees form teams that
    deliver exceptional outcomes
   Customers recognize the passion and commitment
    employees feel toward them and respond
   Emotionally driven reactions build bridges between
    employees and customers that create engagement
   Engagement is the key factor that drives growth
   Sustainable growth is the route to profits
                       HIGHER PROFIT
                             THE GALLUP PATH ™
         CUSTOMERS             ENGAGED

                                             GREAT MANAGERS

Employee Engagement Outcomes

  38% higher customer satisfaction
  22% higher productivity
  27% higher profits

                     Source: The Gallup Organization, 2002
Engaged Employees

   Perform 20% better
   Are 87% less likely to leave the organization

                --―Driving Performance and Retention
                through Employee Engagement‖
                --Corporate Leadership Council, 2006
How many are really engaged?

   Actively Engaged              20% - 30%
   Actively Disengaged           10%
   Not-Engaged                   60% - 70%

                          Source: The Gallup Organization, 2002
How do you know who’s engaged?

   Clear about purpose—seek ways to improve
   Bring full selves to work
   Highly skilled
   High need for achievement
   High energy
   Committed to team
   Upbeat and proud to work for you

                         First, Break All the Rules, Gallup
        Measuring Employee Engagement:

                     The Q 12
   I know what’s expected      My job is important
   I have what I need          My colleagues are
   I do what I do best          committed
   I am recognized             I have a friend at work
   Someone cares               Someone talks about
   Someone develops me          my progress with me
   My opinion counts           I learn and grow
Employee                Organizational
  Goals                     Goals

      Employee Engagement!
The Challenge of Employee

Managers +           Systems, Policies
 Leaders               Procedures
   (20%)                 (10%)

          Perspectives on
        Employee Engagement
   Employees, Managers, and Leaders
    –   Want it for different reasons
    –   Need to do different things to get it
   Employer-Employee Contract isn’t what it
    used to be
The Village of Engagement
Typical Employee Village
 High Potentials (15%)*
 High Achievers (20%)*
 Not-Yet-Engaged (55%)
 C.A.V.E Dwellers (10%)
High Potentials (15%)
 Talent + Aspiration + Engagement
 High confidence
 Keys to Engagement:
  – Leadership opportunities
  – New challenges
  – Development & Growth
High Achievers (20%)
 Steady performers with Depth
 Individual contributors and managers
 Productive
 Keys to Engagement
    –   Appreciation
    –   Expertise
    –   Recognition
Not-Yet-Engaged (55%)
   Average, Under-motivated
   Uncommitted to talents
   Mismatch between talents and job/career
   Keys to Engagement
    –   Discovering talents
    –   Finding a fit
    –   Partnership
    –   Support, coaching, development
C.A.V.E. Dwellers (10%)
 Poor attitude
 Poor performance
 Toxic
 Keys to Engagement
    –   Direct Feedback
    –   Help them leave
What Employees can do

 Know self (talents, values, contributions)
 Explore (feedback and information
 Prioritize
 Set Goals/Take Action
What Managers can do

 Assess talent
 Coach employees
 Provide feedback
 Communicate
  organizational/department needs
 Balance talent with needs
      Coaching that creates
      Employee Engagement
1. Demonstrate Unconditional Respect
2. Listen With Empathy
3. Act With Congruence
4. Lead With A Development Mindset
―It’s as much about the act of
conversations, as it is about
the outcome of those

--Performance Improvement Solutions, 2005
What Leaders can do
 Be Active—Visibly champion the effort
 Create business strategy that includes
  Engagement strategy
 Align vision, mission, strategy,
 Provide resources and active support
 Reward talent
                                                                                                        Angie Howard
                                                                                                            Cargill, Inc.
                                                                                          For more information on Cargill’s
                                                                                      engagement journey, contact Angie Howard
This document and ideas contained within is solely for the use of Cargill Personnel. No part of it may be circulated
quoted, or reproduced for distribution outside of Cargill without prior written approval from Cargill

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