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Discover the Real Causes of Your Low Employee Engagement

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Employee engagement has become a global dilemma that has cost companies billions of dollars due to lack of profit and productivity. One of the reasons this dilemma has grown so much is because many companies confuse “engagement” with “satisfaction.” While there is some overlap between the two, most employee engagement initiatives don’t get to the real root causes of disengagement issues, so they never see the results they want.

Let's start back at square one and analyze each piece that is needed to solve this giant puzzle of an organization’s employee engagement.

You’ll learn:

- How the different mindsets of engaged, not-engaged and actively disengaged employees impact their coworkers and the organization

- A few strategic models that structure the factors that will be needed to improve engagement

- Why employee engagement should be viewed as a symptom and not a cause of an organization’s troubles

- How to uncover the correlation between your company’s business challenges and low employee engagement

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Discover the Real Causes of Your Low Employee Engagement

  1. 1. Presenting Today Katie Miller Engagement Analyst BizLibrary
  2. 2. www.bizlibrary.com/demo
  3. 3. Poll Question? What percentage of the U.S. workforce is disengaged?
  4. 4. Gallup’s Nine Key Performance Outcomes of Elevated Engagement bizlibrary.com | YOUR ONLINE LEARNING PARTNER 6 41% 24% 59% 28% 70% 10% 17% 20% 21% Lower absenteeism Lower turnover in high-turnover organizations Low turnover in low-turnover organizations Less shrinkage Fewer safety incidents Higher customer metrics Higher productivity Higher sales Higher profitability
  5. 5. In this webinar you’ll learn bizlibrary.com | YOUR ONLINE LEARNING PARTNER 7 How the different mindsets of engaged, not-engaged and actively disengaged employees impact their coworkers and the organization A few strategic models that structure the factors that will be needed to improve engagement Why employee engagement should be viewed as a symptom and not a cause of an organization’s troubles How to uncover the correlation between your company’s business challenges and low employee engagement
  6. 6. Different Kinds of Engagement bizlibrary.com | YOUR ONLINE LEARNING PARTNER 8 “Influencers” ENGAGED “Retiring in Place” NOT-ENGAGED “Toxic Employees” ACTIVELY DISENGAGED
  7. 7. What Is an Engaged Employee? bizlibrary.com | YOUR ONLINE LEARNING PARTNER 9
  8. 8. Satisfaction is Not Engagement bizlibrary.com | YOUR ONLINE LEARNING PARTNER 10 “Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.” - Custom Insight
  9. 9. How can we improve our employees’ engagement?
  10. 10. Top Attributes of Engaged Employees bizlibrary.com | YOUR ONLINE LEARNING PARTNER 12 Research from SHRM study, 2015 • Relationships with coworkers • Contribution of work to the organization’s business goals • Opportunities to use skills and abilities • Relationship with immediate supervisor • The work itself • The organization’s financial stability
  11. 11. The SHRM Model bizlibrary.com | YOUR ONLINE LEARNING PARTNER 13
  12. 12. Relationship Conditions bizlibrary.com | YOUR ONLINE LEARNING PARTNER 14 Coworkers Supervisors
  13. 13. Strong Relationships: Coworkers How Can We Improve it? bizlibrary.com | YOUR ONLINE LEARNING PARTNER 15 Better Onboarding Lunch and Learns Competitions Mentor Programs
  14. 14. Better Onboarding: First Impression bizlibrary.com | YOUR ONLINE LEARNING PARTNER 16 New employees who can take part in a well-structured onboarding program are 69% more likely to stay with a company for up to three years. One third of 1,000 people surveyed left their company within six months of being hired.
  15. 15. Mentor Program Do’s and Don’ts bizlibrary.com | YOUR ONLINE LEARNING PARTNER 17 DO: - Create a survey to determine who the best mentor will be. - Match mentee and mentor based on similar hobbies, personalities and interests. - Allow time for the mentors and mentees to enjoy time out of the office. Lunch, etc. - Create goals for the mentors and mentees to accomplish. DON’T: - Pair a mentee with a mentor that is their direct supervisor. - Match mentors and mentees in same departments. - Plan out the entire time for the mentor and mentee.
  16. 16. Lunch and Learns & Competitions
  17. 17. Strong Relationships: Supervisors bizlibrary.com | YOUR ONLINE LEARNING PARTNER 19 How can you improve it? Management Training Practice Soft Skills Feedback 1:1’s> Annual Reviews Open Door Policies
  18. 18. The Importance of Manager Training bizlibrary.com | YOUR ONLINE LEARNING PARTNER 20 What is the cause? Their Manager 71% aren’t engaged on the job 50% plan on leaving within a year.
  19. 19. 58% of managers said they didn’t receive any management training. Managers Are Not Being Trained
  20. 20. 1:1’s > Annual Reviews bizlibrary.com | YOUR ONLINE LEARNING PARTNER 22 "Having regular conversations without the formality of an annual review contributes to an atmosphere of confidence. Suddenly it's easier for both employee and manager to discuss concerns and do course correction." - Inc. Why 1X1’s benefit employees and companies more 1.Instant answers 2.Can celebrate successes and discuss failures
  21. 21. Open Door Policies & Practice Soft Skills bizlibrary.com | YOUR ONLINE LEARNING PARTNER 23 75% of a person's long term career success was attributed to soft skills
  22. 22. Output Conditions bizlibrary.com | YOUR ONLINE LEARNING PARTNER 24 Output conditions are the work that the employee is producing for your organizations The Work Itself Using Skills/Abilities Contributions to Goals
  23. 23. Output Conditions bizlibrary.com | YOUR ONLINE LEARNING PARTNER 25 How can you improve that? Recognition Feedback Challenge Competency Assessments
  24. 24. Recognition bizlibrary.com | YOUR ONLINE LEARNING PARTNER 26 3 in 10 employees Of employees say they would work harder if they felt their efforts were better recognized. 69% Of employees said being recognized motivates them in their job. 78%
  25. 25. Feedback bizlibrary.com | YOUR ONLINE LEARNING PARTNER 27 Giving and Receiving Of highly engaged employees receive feedback at least once a week. Compared to only Of employees with low engagement 43% 18% Of employees will fail to be engaged when managers give little or no feedback 98%
  26. 26. Challenge Employees C h a l l e n g e d L a c k i n g M o t i v a t i o n
  27. 27. How well do you feel that you can demonstrate the following behaviors linked to the competencies? Not Applicable Not Very Well Not Well Well Outstanding
  28. 28. Organizational Duties bizlibrary.com | YOUR ONLINE LEARNING PARTNER 30 Maintaining financial stability Employees will only invest their time and effort if they think there will be a payoff – and if there is to be a payoff, then the organization must be in operation.
  29. 29. Organizational Duties bizlibrary.com | YOUR ONLINE LEARNING PARTNER 31 How to Improve that? • Appropriate salaries, promotions, and benefits • Be transparent with your employees about major changes in the organization before they happen In a January 2016 survey, Glassdoor reported that 90% of job seekers say it’s important to work for a company that embraces transparency.
  30. 30. The Lindquist Model
  31. 31. In an Engaging Environment, an Employer Provides bizlibrary.com | YOUR ONLINE LEARNING PARTNER 33 • A well-defined purpose of the work • Assignments that align with an employee’s skillset • A strategy for the successful completion of the company’s business goals • A great work environment
  32. 32. Leaders Bear Responsibility for Helping Employees Stay Engaged by: bizlibrary.com | YOUR ONLINE LEARNING PARTNER 34 Guiding the employee toward the fulfillment of their goals in the context of greater business goals • Caring about employees enough • Establishing a healthy culture, with open access to crowd-sourced information • Occasionally “mixing things up”
  33. 33. An Engaged Employee Should: bizlibrary.com | YOUR ONLINE LEARNING PARTNER 35 • Complete work and projects • Maintain their focus on important projects • Have some sort of skin in the game Measure or have access to measurements of their performance
  34. 34. An Engaging Company Should: bizlibrary.com | YOUR ONLINE LEARNING PARTNER 36 • Has an identity, and can provide an emotional response to why they exist • Is dedicated to growing and developing within the market • Offers genuine value to the world • Has an impact on the world
  35. 35. Date of Hire Peak of Inflated Expectations EMPLOYEE JOURNEY TIME EMPLOYEEENGAGEMENT Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Trough of Disengagement Slope of Re-engagementSlope of Disengagement
  36. 36. The Steps are: bizlibrary.com | YOUR ONLINE LEARNING PARTNER 38 Listen to your employees Focus on Fostering Managers Provide Professional Development Opportunities Create a more autonomous environment Regularly Acknowledge Employee’s Hard Work
  37. 37. The Business Challenge/Employee Engagement Game ROOT CAUSE OF LOW EMPLOYEE ENGAGEMENT Lack of New Manager Training Organizational Compliance Issues High Turnover/Low Employee Retention Poor Succession Planning Skill Gaps Within Organization $200 $400 $600 $800 $1000
  38. 38. Recap bizlibrary.com | YOUR ONLINE LEARNING PARTNER 40 Roles for employees and employers in the SHRM and Lindquist Models. Employee engagement is a SYMPTOM and not a cause. Engaged Not-Engaged Actively Disengaged ENGAGEMENT 3 Levels of Engagement
  39. 39. Thank you for attending! Katie Miller Engagement Analyst BizLibrary

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