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Employee Engagement & Operational Excellence: Two Sides of the Same Coin

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These are the slides from my talk at the SHRM Annual Conference on June 26, 2012 in Atlanta, GA.

Operational excellence is impossible to achieve without a highly engaged workforce. But what does employee engagement *really* mean and what's HR's role in creating it? In this session, you will learn how to leverage the growing marriage of people and process, what type of development today's employees need, and how to help your leaders give the frontlines greater control over their work, which produces significant boosts to both engagement scores and your company's bottom line.

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Employee Engagement & Operational Excellence: Two Sides of the Same Coin

  1. Employee Engagement & Operational Excellence: Two Sides of the Same Coin Karen MartinSHRM Annual Conference & Exposition June 26, 2012
  2. “I’ve become a better person, a better husband, a better friend, from working at Gore.” — Terry, a W.L. Gore Associate  2
  3. Energy Crisis: Widespread Disengagement 3
  4. • World-class organizations – ratio of engaged to actively disengaged employees is 9.57:1.• Average organizations – ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 4
  5. We Know It’s Important... 5
  6. What is Engagement? 6
  7. “To be fully engaged, we must bephysically energized, emotionallyconnected, mentally focused andspiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement 7
  8. How do we “get” our employees to engage? 8
  9. How do weengageour employees? 9
  10. Enabling Engagement: The Three C’s ConnectionCreativity Control 10
  11. Under-Developed Areas• Onboarding• Problem-Solving & Continuous Improvement 11
  12. You had them at “You’re hired.” 12
  13. Enabling Engagement: The Three C’s ConnectionCreativity Control 13
  14. To what degree do new hires receive all of the  tools and information they need to function  effectively on day one?  70.0% 63% 60.0% 50.0% 44% Before initial round 40.0% of improvement 30.0% 23% After initial round of improvement 14% 20.0% 10.0% 0.0%   Always, Sometimes   Rarely, Never© 2012 Karen Martin & Associates, LLC
  15. Onboarding – Missing Pieces• Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.)• General information – Company (e.g., customers, values, business goals, etc.) – Org charts – Phone directories• Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” 15
  16. Metrics-Based Process Mapping 16
  17. Problem: A gap between where youare and where you need to be.Opportunity: A gap between whereyou are and where you’d like to be. 17
  18. Kaizen Kai = Change Zen = GoodContinuous Improvement 18
  19. Develop hypothesis Refine Conduct  Standardize  experiment Stabilize Measure  results 19© 2012 Karen Martin & Associates, LLC
  20. Enabling Engagement: A3 Management A3  Report The vital role of  the coach/mentor 20
  21. Kaizen Event – DefinitionA two- to five-day focused improvement activity during which a sequestered, cross-functional team designs andimplements improvements to a definedprocess or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 21
  22. Kaizen Events Offer Myriad Benefits
  23. Enabling Engagement: The Three C’s Connection Creativity Control 23© 2012 Karen Martin & Associates, LLC
  24. “I went home yesterday and told myfamily that it was one of the bestworking days I’ve ever had. I was able to fully use mycapabilities for three days.” — Fred Valenzano, Professional Engineer 24
  25. Problem solving is a high. 25
  26. The Next Frontier…The Middle Manager 26
  27. Progressive Learning 27© 2012 Karen Martin & Associates, LLC
  28. Enabling Engagement: The Three C’s Connection Creativity Control 28© 2012 Karen Martin & Associates, LLC
  29. Where to Start?• Improve your onboarding process.• Train a core group of middle managers and/or above in problem solving and improvement coaching.• Transition your dedicated improvement professionals from “do-ers” to “teachers.”• Hold a few kaizen events each year to instill new behaviors & shift culture.• Make improvement part of everyone’s job.• Never, ever make process improvement without deep involvement of the people who actually do the work.• Advocate the truth that people aren’t the problem – systems are. 29
  30. Additional Resources Signing in the  Also available in the  SHRMStore SHRMStoreimmediately after  today’s session! 30
  31. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopexMonthly newsletter: www.ksmartin.com/subscribe 31

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