The document discusses how engagement drives business results and the critical role that feedback plays. It argues that traditional performance reviews are ineffective at providing feedback and promoting engagement. Instead, it recommends supercharging familiar behaviors like recognition, 1:1 meetings, and ongoing feedback through gamification to make the feedback process easier and more continuous. This intrinsic approach could increase engagement, reduce turnover, and boost market position.
2. Key take-aways
1. What engagement means to your business
2. Critical role of feedback plays
3. Why it’s hard to get & how to make it easier
Bonus: harnessing the power of intrinsic motivation
3. My top 2 management lessons learned
1. It’s not about you, it’s about your team
2. Only your mother cares about how
smart you are *
*
2b.
Everyone
else
cares
about
results
.
6. What is “engagement” anyway?
“Engagement is about aligning individuals with
the mission
and
priorities
of the organization.”
Aberdeen Group study, July 2009
Beyond Satisfaction: engaging employees and retaining customers.
7. Engagement reality
Only
21% of employees are truly
engaged in their work
Towers Perrin, Global Workforce Study of 90,000
workers in 18 countries (2008)
7
14. Question
promote
“How do we drive engagement?”
15. Promoting engagement
“success
depends
on a company’s ability
to
unleash
the
initiative,
imagination
and
passion
of its employees”
Gary Hamel:
WSJ, Dec 2009
16. How to get there
1. Help people know how they’re doing
2. Make positive behaviors visible
3. Encourage ongoing learning
20. Good in theory, hard in practice
1. We all agree it’s a good idea
2. Some of us are good about doing it
3. Most of us aren’t *
* if you gave all your employees free gym memberships, how many would go?
26. …& give lots of feedback all at once.
“Here’s all the feedback. Now use it!” *
*
“By
the
way,
here’s
your
raise/bonus…”
26
27. Performance reviews don’t work
“Get Rid of the Performance Review! It destroys morale, kills
teamwork and hurts the bottom line.”
“Now is as good a time as any to think about giving up this
bankrupt process.”
28. How people feel about reviews
Y
N
1. Easy
to
complete?
☐
2. Are
they
consistently
helpful?
☐
3. Is
the
experience
enjoyable?
☐
4. Are
insights
easily
assimilated?
☐
29. Not surprising that…
75%!
People
hate
performance
reviews
*Bersin
Associate
Research
People
want
to
hear
60%! from
their
managers
on
a
daily
basis
*Robert
Half
InternaQonal
&
Yahoo
Hotjobs
Survey
30. formal
review
the
best
stuff
formal
review
Reviews miss the best stuff
31. Recognition promotes retention
17%!
People
leave
due
to
insufficient
recogniQon
at
work
*Salary.com
Employee
Job
SaQsfacQon
&
RetenQon
Survey
2007/2008
“One
at
a
Qme,
15-‐second
praising
is
10x
more
valuable
than
a
group
‘way
to
go
gang’.”
*Tom
Peters,
Author/Management
Guru
38. Monetary incentives don’t work
“…when the tasks involve higher levels of
cognition or creativity, the monetary incentives
actually stifle performance rather than drive it.
In addition, people undertake activities for
reasons of mastery, purpose, etc. rather than
specifically for monetary reward.”
Daniel Pink
Author, Drive
40. ConsumerizaQon
of
IT,
March
17,
2011
“95% of Information Workers Use Self-
95%
of
InformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
Purchased Technology for Work”
41. Future state of feedback
1. Continuous
2. Drive business results not
just artifacts
3. Clear benefit to the
employee
42. Solution for today’s workforce
Amplify existing social
95%
of
InformaQon
Workers
Ubehaviors that promote
se
Self-‐Purchased
Technology
for
Work
engagement
43. Behavior #1: give recognition
“The number one motivator of
peopleof
InformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
95%
is feedback on results.”
Ken Blanchard: Author, The One Minute Manager
44. Behavior #2: have frequent 1:1’s
“Encourage managers to have frequent,
ongoingf
conversationsse
Self-‐Purchased
staff.”
for
Work
95%
o InformaQon
Workers
U with their Technology
Jeffrey Pfeffer: Professor of Organizational Behavior, Stanford
45. Behavior #3: get ongoing feedback
“Reach out to co-workers, listen
and learn, and Workers
Use
Self-‐Purchased
Technology
for
Work
95%
of
InformaQon
to focus on
continuous development.”
Marshall Goldsmith: CEO coach & best selling author
46. Oh, but it has to be…
Everyone does it
together
Integrates into
work life
People actually
want to do it.
47. Gamification* to the rescue!
* using game-play mechanics in non-
game applications to engage people.
48. Today, people are realizing that game design
has something to say about how we design
solutions to other problems.
49. You can’t save a crappy "
service/product/environment"
by bolting on game mechanics.
+
50. Ex: Gamification of personal relationships
1. Keep in touch with people I know
2. See what people I know are doing
3. Share the things I like with others
4. Know where the action is
5. Feeling of belonging to a group
Intrinsic desires
51. Unexplored
levels
Experiences
I
share
Unexplored
people
My
achievements
StaQsQcs
Icons
&
badges
Unexplored
achievements
52. What if people at work were as
engaged, happy & focused
as they are when gaming?
53. Leveling up
Leaderboards
Badges
Reality"
Work is already filled with
games & game-elements
with extrinsic rewards
54. Engagement * arises out of intrinsic factors
- experiences of competence, self-efficacy, and mastery
*Badges, leaderboards, etc. are the results of achieving mastery.
They’re not the reason to engage in the game.
56. The Key:
Provide an environment that
Feedback
promotes people’s desire to
achieve mastery of these
important behaviors at work
Coaching
Recognition
Goal Setting
57. Beware: not all work games work
And ournformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
game
95%
of
I favorite, the performance review
Formal with very infrequent feedback.
A ritual game with billions spent in wasted enterprise effort.
CONFIDENTIAL
58. Want to learn more about gamification at work?
http://www.slideshare.net/rypple
(Work Better. Play Together? On Enterprise Gamification)
59. The result of feedback mastery…
1. Greater
employee
engagement
2. Reduced
turnover
3. Increased
market
posiQon
60. Haven’t listened until now?
1. Engagement drives real business results
2. A feedback culture is key to promote engagement
3. Supercharge familiar behaviours to make feedback
easy & visible
Bonus: Tap into intrinsic motivation
60
62. Ping us anytime!
Ready
to
assess
your
people’s
Looking
to
learn
about
how
engagement
using
Drake
Rypple
can
help
promote
InternaQonal’s
Enterprise
feedback
and
engagement
in
Survey
soluQon?
your
organizaQon?
95%
of
InformaQon
Workers
Use
Self-‐Purchased
Technology
for
Work
Heather
Payne
David
Priemer
hpayne@na.drakeintl.com
dpriemer@rypple.com
416-‐216-‐1125
416-‐480-‐6498
@heatherpayne
@dpriemer
63. Work better, together.
Feedback, coaching and thanks.
#magic
#checkered
#bulb
#gears
#monstertruck
Hinweis der Redaktion
See what I learned was that at the end of the day, it wasn’t about me, it was about my team…I had to get the most out of them.Results were everything…it wasn’t about what I did before or how smart I thought I wasWe have a saying in the startup world “revenue solves all problems”But of course, I couldn’t do it by myself…I needed my team…but I realized I couldn’t just snap my fingers and make my team produce results….they had to be focused, they had to care, they had to work hard
…and so what I started to realize was that it was really all about one simple concept: ENGAGEMENT
Making sure that OUR PEOPLE are executing on OUR MISSIONBeyond Satisfaction: engaging employees and retaining customers.AUDIENCE QUESTION: RAISE YOUR HAND IF YOU FEEL YOU’RE GENERALLY ALIGNED WITH MISSION AND PRIORITIES OF YOUR COMPANY
A“Global Workforce Survey” conducted by Towers Perrinpolled more than 90,000 workers in 18 countries and found that only 21% of employees are truly engaged in their work.That’s a problem is you’re a 28 year old manager, with a team with 21 trying to hit pretty aspirational quota
BUT HOW DO WE GET PEOPLE TO SPEND MORE OF THEIR “DISCRETIONARY EFFORT” ON OUR WORK? HOW DO WE DRIVE“Our clients entrust the success of their businesses to us. They call on us to craft new and innovative approaches to help solve their toughest problems. If our people aren’t engaged and looking for ways to improve themselves and their teams, how can we deliver on our promise to our clients?“
Study showed the best in class organizations had a 2X the rate of customer satisfaction of average companies and 4X the rate of laggards.INCREASED MARKET POSITION = THE POINT OF BUSINESS!!!…and while it’s difficult to put your finger on the pulse of how you actually get that level of engagement, a individuals and consumers, many of us can identify organizations who have it!
Many of these are on Fortune magazine’s 100 Best Companies to work for: http://money.cnn.com/magazines/fortune/bestcompanies/2011/full_list/
The answer is…you can’t! You can’t make someone care.…so the thing is, being engaged and driving success doesn’t depend on what we’re told to do, it’s the about the environment that’s created for us.
So the best we can do is PROMOTE people’s desire to be engaged.
GARY HAMEL: London Business School. Author, Speaker, Influential business thinkerorganizations with best-in-class employee engagement have double the customer satisfaction/loyalty rates of average performers.So how do we do that? Well, we can provide our people with free pop or better yet, give them cool projects to work on, but in a world where employees, especially the GenY’s, come to work everyday with more of a “what can this job do for me” attitude, the learning the best way is to…
If I know how I’m doing, how to adjust my approach as needed, I can see what other people are doing well, and I’m encouraged to grow and develop, I’m going to spend a lot more of my discretionary effort on the business.
Your star players have talent and are motivated to get betterYou tell him how he’s doingSpent time practicing,showing him what the best hitters doEncourage him to get better
This is all great…so how do we do that? It’s not about what…its about HOW!
I work with Facebook…This is all great…so how do we do that? It’s not about what…its about HOW!
People are bad at doing this stuff…so let’s make them
So what do we to help people get engaged? We create systems, processes, and make them do it.
Some companies estimate that they spend 3% of their PAYROLL on this!
Miovision:Sit across the table from one another and behave differently.Why do we do this?QUESTION: do you find performance reviews helpful?
Old way is based on fear, compliance and measurement. A good idea for the time…and even from a structural perspective, they may be brilliant, but operationally they don’t work.I speak to dozens of HR professionals every week who say the exact same thing.I mean, imagine if we HAD all that information on people…how helpful would that be?!?
Idea behind the review itself aside…when you drill into the how people feel about the process/outcomes of reviews
We miss opportunities to correct poor behaviors, promote good ones, and just overall, tell people they’re doing a good job.
While we’re getting glimpses of the feedback problem, we’re also getting queues as to the potential solution
Workforce compositionWhat motivates usTools we use
Key Point: these elements describe the future state of employee performance programsLead in: there seems to be three primary concepts that forward-thinking organizations believe represent the future state of employee performanceLead out: so the question is….what’s the solution?
ASK AUDIENCE WHAT THEY DO?
This is where feedback and engagement intersects with technology…what we at Rypple spend a lot of time thinking about.How we take something that people want to do, make it easy, social fun, and help them realize personal value?!?
Insert images of well recognize games*using game-play mechanics in non-game applications to engage people. To get them into the state of flow.