This document discusses how to achieve employee engagement in organizational efforts. It emphasizes that employee participation is critical to success. The key aspects discussed are: knowing your employees and what motivates them; relating efforts to employees' daily work; communicating why the efforts are important; including employees as a critical part of efforts by giving them roles and responsibility; and sharing results with employees for continuous involvement. The overall message is that leaders must gain employee buy-in and participation to achieve goals through engagement.

1. EMPLOYEE
ENGAGEMENT
HOW TO ACHIEVE EMPLOYEE
PARTICIPATION IN YOUR EFFORTS
Steve Wise February 2011

2. EMPLOYEE ENGAGEMENT
¨ Individual and Organizational Efforts –
often and more than likely include the
participation of its People.
¨ Getting your People to accept and
participate in such efforts – can be a
challenging endeavor.
¨ But such participation is extremely critical
to the success of Your efforts.

3. EMPLOYEE ENGAGEMENT
¨ This Training Presentation
is directed to anyone in
who Leads People in the
attainment of a Goal or
Responsibilities.
¨ Included herein you will
find what actions that I
have found success at
with Engaging My
People…along my way.

4. EMPLOYEE ENGAGEMENT
¨ Why is Employee Engagement Important
¨ Know Your People
¨ Relating Your Efforts to What They Do
¨ Communicating Why it is Important
¨ Include Your People as a Critical Part
¨ Share Your Results
¨ Continuous Involvement

5. EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT
Definition:
v Employee engagement, also called
work engagement or worker
engagement, is a Business
Management Concept.
v An ENGAGED EMPLOYEE is one who
is fully involved in, and enthusiastic
about his or her work – and thus will
act in a way that furthers their
Organization’s interest.
v http://en.wikipedia.org/wiki/
Employee_engagement

6. WHY IS EMPLOYEE
ENGAGEMENT IMPORTANT
¨ EMPLOYEE ENGAGEMENT – is extremely critical to
your Individual efforts or your Organizational efforts.
¤ Andhow successful you are at engaging your People – will
determine how successful you are at succeeding with your
efforts including the time frame it will take you to accomplish.
¨ If your People do not feel that they are part of your
Efforts or Processes – than how can you expect them to
give anything more than an average effort.
DOES A LEADER LEAD HIS or HER PEOPLE BY –
v Telling them what to do?
v Or by Working with them to achieve goals?

7. WHY IS EMPLOYEE
ENGAGEMENT IMPORTANT
¨ EXAMPLE – As my Company’s Quality Improvement
Chair – I am leading an initiative to introduce Lean
Six Sigma (LSS) into my Organization.
§ This effort is supported by
Senior Management.
§ But will result in additional
work and time for anyone so
wanting to participate in.
§ WHAT CHANCE is there for
this effort to succeed – if I do
not reach out to my People
and include them as a critical
part of this LSS effort?

8. WHY IS EMPLOYEE
ENGAGEMENT IMPORTANT
¨ EXAMPLE – You are a
Supervisor of a Production
Line that is experiencing Poor
Quality and Inefficiencies on
a regular basis.
¤ Asthe Supervisor – do you
think that you can fix the
problems yourself?
¤ Orwould it be best to reach
out to those performing the
work and include their input?

9. WHY IS EMPLOYEE
ENGAGEMENT IMPORTANT
¨ If your People are not Engaged in Your Individual
or Organizational Efforts –
¤ They
will either resist what you are trying to
implement or change – or be reluctant to be a part
of your efforts.
¤ Thetime it will take you to accomplish your efforts –
will be delayed and extended due to attempting to
get your People on board with your efforts.
¤ More
than likely will lead to Your Individual or
Organizational efforts falling short of their Goals.

10. KNOW YOUR PEOPLE
In order for You or
Your Organization
to be successful at
Engaging Your People
– You must
Know Your People &
What Drives Them

11. KNOW YOUR PEOPLE
A Leader that is looking to Engage their People must
know certain aspects of their People including –
¨ What MOTIVATES them or gives them SATISFACTION
in the Workplace.
¨ What provides them SECURITY in the Organization –
i.e., Financial Stability, Defined Work Procedures,
Ability to be Creative in what they do, or Open Doors.
¨ How willing are they to LEARN new things and what
are the avenues available to TEACH THEM.

12. KNOW YOUR PEOPLE
A Leader must know certain aspects (con’t) –
¨ How critical and visible must SENIOR MANGEMENT
SUPPORT be of your efforts for your People to notice.
¤ In
most cases unless your People see such visible Senior
Management Support – they will be reluctant to accept
and participate in your efforts.
¨ How willing do your People ACCEPT CHANGE.
¤ Dothey tend to be receptive of Change Efforts – or are
they the type of People that either fight for status quo
or must see results before they jump on board.

13. KNOW YOUR PEOPLE
A Leader must know certain aspects (con’t) –
¨ What will be the best forum or method to use to solicit
the maximum EMPLOYEE PARTICIPATION – and how
best to explain to them so that THEY UNDERSTAND.
¨ What AVAILABLE TIME will your People have to
participate in your efforts.
¨ How best and often do you need to COMMUNICATE
your efforts your People – to spur and keep their
interest.

14. RELATING YOUR EFFORTS
TO WHAT THEY DO
How Do Your
Efforts
Relate – to
What Your
People Do?

15. RELATE YOUR EFFORTS
TO WHAT THEY DO
¨ Once you know what Matters to Your People – you
must then set out to Relate Your Efforts to them and
what they do.
¨ Such action will include determining how Your Efforts:
¤ Are
a part of the daily responsibilities that Your People
perform.
¤ How Your Efforts can improve what they do and the
results that they attain.
¤ And
how Your Efforts pertain to Departmental and
Organizational Goals.

16. RELATE YOUR EFFORTS
TO WHAT THEY DO
¨ WHY EXAMPLE: My prior Plant was incurring a rash
of Soft Tissue Injuries – resulting in several of our
People being placed on restricted duty.
¤ In
response – I formed a Corrective Action Team (CAT)
whose Goal was to reduce and prevent such Injuries.
¤ Tobe successful at this effort – I needed to find out what
actions our People were performing that were causing
these Injuries including looking at everything that they did.
¤ In
order to get their support in this effort – I started by
providing Education on these Type of Injuries on how they
were incurred by the Operations that they performed.

17. RELATE YOUR EFFORTS
TO WHAT THEY DO
Ways that you can Relate Your Efforts to Your People –
¨ SPEND TIME WITH YOUR PEOPLE – By going
around and discussing how your efforts can/will
impact them and how they relate to what they do.
¨ SHOW THEM HOW – Visually show via actual
demos, on site training, or videos of 3rd party efforts.
¨ OUTSIDE EXPERT – Have an external expert come
in and discuss with those that are/will be affected by
– which can reinforce what you are trying to do.

18. RELATE YOUR EFFORTS
TO WHAT THEY DO
Ways that you can Relate Your Efforts (con’t) –
¨ HOLD INFORMATION SESSIONS – If your efforts
can be considered a major undertaking (i.e., such as
implementing Lean Six Sigma) –
¤ It
is highly recommended to hold Info Sessions on what
such efforts are about and where Your People can ask
Questions regarding.
¨ EDUCATE YOUR PEOPLE – By sharing details of
what your efforts entail – including what actions will
be needed/taken, timeframe to complete, etc.

19. RELATE YOUR EFFORTS
TO WHAT THEY DO
Ways that you can Relate Your Efforts (con’t) –
¨ LEARN FROM OTHERS – Includes learning and
sharing what other Organizations have done with
similar endeavors –
¤ Spendtime to research other Companies that are similar
to yours – find out the problems that they faced and what
they did to improve their performance and results.
¤ Include
what actions that they took to implement such
efforts and how successful were their results.
¤ Post
such information to a Company Website that your
People can view and learn about on their timeframe.

20. COMMUNICATE WHY
IT IS IMPORTANT
Would You
Undertake
Efforts –
Without a
Cause?

21. COMMUNICATE WHY
IT IS IMPORTANT
¨ A critical aspect in Engaging Your People – is
Communicating to them WHY they should participate
in Your Efforts.
¨ Such actions should be taken to –
¤ Show why there is a need to change or improve
Departmental & Organizational Efforts.
¤ Address shortcomings that may be consistent, negatively
impacting financial standings, take too much time to
complete, or that have too much variation in their
performance.
¤ Show what is available for those that look “Outside Their
Box” and their Normal Routines.

22. COMMUNICATE WHY
IT IS IMPORTANT
Communicating Why to Your People – is basically an
extension of Relating Your Efforts to What They Do –
¨ BENCHMARK CURRENT RESULTS – of Departmental
or Organizational Responsibilities to other Company’s
that perform similar Operations.
¤ Such
efforts should compare Organizational Results to
other like Organizations including your Competitors.
¨ SHARE CASE STUDIES – The internet is a great
source to find Examples of similar Actions taken by
other Organizations – that include hard results data.

23. COMMUNICATE WHY
IT IS IMPORTANT
Communicating Why to Your People (con’t) –
¨ QUANTIFY WASTED EFFORT – With most
Organizational Processes – one can find Wasted Effort
without digging too hard.
¤ Such does not add any Value – delays the Completion of a
Process – and adds to the Cost to perform.
¤ AND WASTED COST = JOBS
¤ Take time to analyze the Process that you are looking to
improve – and show Your People how much their wasted
effort is Costing the Organization.

24. COMMUNICATE WHY
IT IS IMPORTANT
Communicating Why to Your People (con’t) –
¨ SHARE THE DETAILS INVOLVED – To be successful
at engaging Your People – sometimes all it takes is to
share the details that are involved.
¤ Ifyour effort is more than a quick fix – and one that will
take planning, time, and commitment – you need to share
the details involved with those that will be impacted by.
¤ Along with your sharing your details – include what You
expect your major actions to – do, produce, improve, etc.
¤ Make sure to give fair estimates on the additional time
that it will require of them to be a part of such efforts.

25. COMMUNICATE WHY
IT IS IMPORTANT
Communicating Why to Your People (con’t) –
¨ WHAT’S IN IT FOR THEM – Your People will need to
know that if they jump on board with your efforts –
how will they Individually benefit from them.
¤ This
can include providing them additional Education – to
being part of an effort to improve what their People do.
¨ STAYING CURRENT WITH TODAY – Means that we
as Individuals and Organizations must stay current
with technology and other means in our Workplace.
¤ Our
times are constantly changing and it does not take
long to fall behind what is current today.

26. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
Getting Your People
to Engage in
Your Efforts –
Means that they
become an
Extension of You

27. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
¨ MY EXAMPLE: At my prior Plant I served as the
Safety Manager – and had the responsibilities of
keeping My People Safe in the Jobs they performed.
¤ To be successful with this Responsibility – I felt that it was
critical to My Safety Efforts – that all of my People
needed to be actively involved in Plant Safety.
¤ In
my efforts I would often talk about having “Safety
Eyes” – which watched for unsafe actions and conditions.
¤ In
addition to my own – I wanted my People to have
“Safety Eyes” as well = Having 300 Pairs of “Safety
Eyes” was better than just 1pair.

28. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
¨ Getting your People to be a part of Your Efforts can
be a challenging endeavor.
¨ Factors that you should consider here include
what has been addressed above –
¤ What is important to your People?
¤ Would there be time made available to them?
¤ What roles could they serve in your Efforts?
¤ Would their efforts matter?

29. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
There are various ways to include your People as part
of Your Efforts –
¨ PLANNING PROCESS – Include your People as part
of your Planning Process – solicit their Ideas and
Recommendations and include them as part of your
efforts if so worthy.
¨ CREATE ROLES of RESPONSIBILITY – To progress
your efforts you will need People to advance certain
Responsibilities – Use your People to fill these Roles.
¨ USE VOLUNTEERS – Find People who would be
willing to try out something new – and have them
report to you Their Findings and Results.

30. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
There are various ways to include your People (con’t) –
¨ SOUNDING BOARDS – Use a Work Group Leader
to discuss elements of your efforts and your
expectations.
¤ Then ask them for their Feedback & Suggestions.
¨ SUBJECT MATTER EXPERTS – Make use of SME’s
that can add extra know-how and experience to
your efforts – which can promote buy-in.
¨ FOLLOW THROUGH – As questions, concerns, and
issues come up – make sure that you address them on
a timely basis.

31. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
¨ PEOPLE ARE IMPORTANT –
Make sure that you conduct
your efforts with Your People
in mind.
¨ THEIR NEEDS & ACTIONS –
Include them as part of your
efforts – Your People will
notice and take interest.
¨ EMPLOYEE RECOGNITION –
Take time to recognize your
People that partake in your
efforts.

32. INCLUDE THEM AS A CRITICAL
PART OF YOUR EFFORTS
There are various ways to include your People (con’t) –
¨ FORM TEAMS or COMMITTEES – If your effort is a
large undertaking – consider forming a Team that
will help lead and see your efforts through.
¨ PROVIDE THEM ADVANCED TRAINING – To get
your People on board – you may need to provide
them Advanced Training on your efforts.
¨ STAY ACTIVE WITH YOUR EFFORTS – Make sure
that you stay active with your efforts – do not tire
lest your People will fall out of interest.

33. SHARE YOUR RESULTS
If You are
someone
looking in –
wouldn’t you
want to
know
HOW YOU
ARE DOING?

34. SHARE YOUR RESULTS
¨ If you are someone that is leading a New or Change
Effort – I feel strongly that you must SHARE YOUR
RESULTS with your People.
¤ Thisincludes with both the People that are directly
impacted or affected by your Efforts
¤ As well as the Senior Staff of your Organization
¨ To be successful here, you must know –
¤ What and How to Share
¤ How Frequent to Communicate your Results
¤ Where to Share Your Results for maximum exposure

35. SHARE YOUR RESULTS
Reasons why you need to SHARE YOUR RESULTS –
¨ Get and sustain Senior Management Support
¨ Benchmark against other like endeavors
¨ Being able to Continuously Improve
¨ Requesting Operating or Capital Funding
¨ To Stay Ahead of your Competition
¨ Keep People Interested & Involved in Your Efforts

36. SHARE YOUR RESULTS
You should use various ways to Share Your Results in
order to maximize your exposure –
¨ COMPANY WEBSITE – Post Information and Results
of your efforts to the Company Website – which
allows your folks to view them at their leisure.
¨ HOLD CELEBRATIONS – If you attain significant
milestones (i.e., attaining Green Belt Certification) –
hold an event to celebrate and talk about.
¨ KEY PERFORMANCE INDICATORS – If your effort
has merit – establish and post KPI’s and keep them
updated on a timely basis.

37. SHARE YOUR RESULTS
You should use various ways to Share (con’t) –
¨ EMPLOYEE INFO BOARDS – Make use of Information
Boards where your People gather to read various
updates on Company Matters.
¤ But
make sure that you tailor your Postings to provide the
needed info in quick manner.
¨ DAILY BRIEFINGS – If your organization makes use of
Workgroup / Departmental Communications – make
sure to use this avenue when appropriate.
¨ INFO FLYERS – Posting teaser type information in
Common Areas – could spur your People to want more.

38. SHARE YOUR RESULTS
¨ COMPANY NEWS – If
your organization makes
use of a Company
Newspaper – write an
Article on what you have
accomplished.
¨ READER BOARDS –
When used are in
common areas – make
sure your message is too!

39. SHARE YOUR RESULTS
Other Considerations when Sharing Your Results –
¨ HOW OFTEN – In order for your People to want to
frequently read, you have to keep your Results and
Information – up-to-date.
¤ Postings
that are old and outdated – will not spur your
People to come back to read more.
¨ WHAT TO SHARE – If you want your People to be
a part of your efforts – you must show Results that
affect them or that show improvements gained.
¤ Sharing
“Case Study” type info with results attained
can answer – What, Why, When, Where, and How.

40. SHARE YOUR RESULTS
¨ ENLIST HELP – When
sharing your Results –
don’t do it alone – use
others to help spread the
word.
¨ BE A VOICE – As the
Driver of your efforts –
you must be a constant
cheerleader.
¤ Seize
all opportunities to
communicate your Results.

41. CONTINUOUS INVOLVEMENT
A Successful
Manager – is
one that is
always
looking to
keep His / Her
People
ENGAGED

42. CONTINUOUS INVOLVEMENT
EMPLOYEE ENGAGEMENT to me – is a
never ending task for a Supervisor,
Manager, or Department Head.
¨ If you can keep Your People Engaged in what you
do – the potential that you can achieve as a Work
Group could be endless.
¨ But doing so will not be as easy – it will take hard
work on your part and will most often require you
to look outside your means.

43. CONTINUOUS INVOLVEMENT
The following are essential skills that are needed for
Continuous Involvement –
Leaders should never be happy with Status Quo.
§ Doing so will allow you and your People to be
passed by those wanting more.
Never Ending Learning – should be the personal
characteristic of anyone looking to better
themselves.
§ How else do you keep up with our constantly
changing times before it leaves you behind.

44. CONTINUOUS INVOLVEMENT
The following are essential skills needed for CI (con’t) –
Embrace Change and expect Your People too!
§ Be willing to accept Change – lest you be changed.
As mentioned above – Look Outside Your Box.
§ We all must find it in ourselves to look outside our
norm, our everyday routine, the things that we find
comfort with. Don’t take today for granted.
Don’t go it Alone – It is much easier to get there
with many hands on deck…beating to the same
drum…and going in the same direction.

45. CONTINUOUS INVOLVEMENT
The following are essential skills needed for CI (con’t) –
Continuous Involvement always looks for something
new – something not tried before.
§ You must be continually looking to reshape what you
and your People do – in order to be prepared for
tomorrow.
Learning from Others provides you the ability to not
spend as much initial effort – since someone else
has already done the leg work.
§ There are so many sources available – Internet, Social
Portals, Networking – learn to use them all.

46. CONTINUOUS INVOLVEMENT
Always asking your
People – “What If”.
§ Often and frequently
ask your People for their
Thoughts and
Recommendations.
§ Include what they have
to offer – since more
than likely they are the
ones involved with the
every day details.

47. CONTINUOUS INVOLVEMENT
The following are essential skills needed for CI (con’t) –
Learn from Your Mistakes and don’t be afraid to
admit and show it.
§ Not everything that you try or do will work.
§ You must be able to identify when it doesn’t – then
recalibrate and try something new.
Make sure that the Goal of your effort is sound.
§ Special efforts at your workplace should be intended
for the advance of your Organization or your People.

48. EMPLOYEE ENGAGEMENT
¨ This sums up what I
have to offer on
Employee Engagement.
¨ I hope that you may
have found something
worthwhile for you to
use in your efforts to
Engage Your People.

49. EMPLOYEE ENGAGEMENT
¨ My Thanks to those
who took the awesome
Lighting Strike Pictures
that I found off the
web.
¨ All credit goes to them
whom took them.
¨ Their inclusion is to
give you something to
look at and wonder.

50. EMPLOYEE ENGAGEMENT
¨ If you care to send me
Your Comments – I
welcome them.
¨ Please e-mail me at
sdwisers25@gmail.com
¨ Good Luck in your
endeavors to Engage
Your People…They are
so critical in what you
do.