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Employee Engagement
- 2. Human Elements next-generation Traditionalist Baby Boomer Gen X Gen Y Birth Range 1922-1945 1946-1964 1965-1980 1981-2000 Total 48.7 million 78.3 million 63.3 million 80.4 million % of Population 17% 28% 23% 29% United States Generations Source: The Human Element Images and Concepts are adaptations of The Dow Chemical Company’s Human Element Commercial; Buahene, A.; Kovary, G. (2007). Loyalty Unplugged, Philadelphia : Xlibris. ISBN 13-978-1-4257-4926-2 n-gen
- 4. From a new perspective, understand your employees in a new light and address their global-generational needs in a new way; start with the basics and target corporate harmony. Maslow, A..; proposed in his 1943 paper A “Theory of Human Motivation”
- 5. Engaged (alive) – 29% Not-Engaged (awake) – 56% Disengaged (asleep) – 15% Source: Gallup Organization 2006 Research 71% of employees are either indifferent to their work or actively disengaged! 3 Types of Employees: Awake Alive Asleep
- 9. Difference between Engaged and Disengaged Employees Engagement at high-growth companies exceed those of lower-growth companies by more than 20 percent . This study demonstrates the significant impact of the downstream effects of employee attitudes on market performance, as measured by customer satisfaction, and financial performance, i.e., profitability. Source: “The Link Between Employee Engagement and Business Results”; Hewitt Associates 2004 / “Workforce Study”; Towers Perrin 2005 / Employee Engagement Study; ISR, 2006,“WorkUSA Report”, Watson Wyatt, 2006; “Employee Engagement, Customer Satisfaction and Profitability”, Prof. James Oakley of Ohio State University 84 percent of highly engaged employees believe they can positively impact the quality of their company’s products, compared with only 31 percent of the disengaged. 72 percent of the highly engaged believe they can positively affect customer service, versus 27 percent of the disengaged. 68 percent of the highly engaged believe they can positively impact costs in their job or unit, versus 19 percent of the disengaged. ISR found that high engagement companies had a 13.2 percent improvement in net income while low engagement companies had a 3.8 percent decline. High engagement improved operating income by 19.2 percent while low engagement companies declined 32.7 percent during the 12-month period. Companies with high employee engagement had a 27.8 percent improvement EPS, while low employee engagement companies experienced an 11.2 percent decline in EPS over the same period. Watson Wyatt analyses show that a significant improvement (one standard deviation) in employee engagement is associated with a 1.9 percent increase in revenue per employee. At about $250,000 per employee. That means a significant improvement in engagement is associated with an increase in revenue per employee (productivity) of $4,675. For the typical S&P 500 organization, which employs about 20,000 people, this represents an increase in revenue of $93.5 million.
- 10. n-gen Get’em Keep’em Grow’em Manage generational mix and potential shortages of today’s “Knowledge Worker” Source: The Human Element Images and Concepts are adaptations of The Dow Chemical Company’s Human Element Commercial; Buahene, A.; Kovary, G. (2007). Loyalty Unplugged, Philadelphia : Xlibris. ISBN 13-978-1-4257-4926-2
- 11. Effectiveness (cognition) Engagement Satisfaction (emotion) Motivation (discretion) = Customer Satisfaction Satisfaction + Motivation + Effectiveness = Engagement = Customer Satisfaction Hu 07 7E+09
- 13. “ If the employees come first, then they're happy, ... A motivated employee treats the customer well. The customer is happy so they keep coming back, which pleases the shareholders. It's not one of the enduring Green mysteries of all time, it is just the way it works.” Herbert D. Kelleher, CEO of Southwest Airlines “ The people who are doing the work are the moving force behind the Macintosh. My job is to create a space for them…” Steve Jobs, CEO of Apple
- 14. LEADERSHIP PRACTICES KNOWLEDGE ACCESSIBILITY WORKPLACE OPTIMIZATION LEARNING CAPACITY EMPLOYEE ENGAGEMENT EMPLOYEE SATISFACTION, MOTIVATION, EFFECTIVENESS SUPERIOR FINANCIAL PERFORMANCE BRAND DELIVERY COST OPTIMAL TURNOVER HUMAN CAPITAL STRATEGY INCREASED PRODUCTIVITY Source: Adapted from Watson Wyatt Worldwide, Lessons From Watson Wyatt's 2005 HCI: “HR Programs, Turnover Risk and Employee Productivity” Translate Basic Human Elements into Financial Performance ONE-TO-ONE Hu 07 7E+09
- 19. Traditionalist Baby Boomer Gen X Gen Y Birth Range 1922-1945 1946-1964 1965-1980 1981-2000 Total 48.7 million 78.3 million 63.3 million 80.4 million % of Population 17% 28% 23% 29% United States Generations Kovary, G. (2007). Loyalty Unplugged, Philadelphia : Xlibris. ISBN 13-978-1-4257 4926-2 n-gen
- 21. Get’em Keep’em Grow’em Manage generational mix and potential shortages of today’s “Knowledge Worker” Kovary, G. (2007). Loyalty Unplugged, Philadelphia : Xlibris. ISBN 13-978-1-4257-4926-2
- 22. Future Economy Source: 2007 Tough Choices or Tough Times Commission on Skills of the American Workforce
Hinweis der Redaktion
- Numbers of leading Fortune 500 Companies, small to large businesses, non-profits, and alike are struggling with employee productivity. Now, more than ever, we must struggle to keep our people, the most important asset to our business, engaged and excited about the work that they do. We are entering an age in which four distinct generations must join forces in the workplace. This creates a unique problem OR opportunity for each and every business that employs people. NOTES:
- Potential Challenges or Opportunites: This slide represents the basic demographics of what we’re facing in North America. This means potentially devastating consequences to businesses that don’t react appropriately. Note – If the group is large enough, ask the participants to identify their generation. For fun, talk about what songs played on the radio in a certain year… who was running for president… movies… moviestars, etc. NOTES:
- The Challenge is to transfer knowledge gained through years of experience from top performers to less experienced team members. This can be extremely challenging if we have these generational clashpoints. (Talk about clashpoints above). Each business must have a plan to address these clashpoints and to implement strategy for knowledge transfer. NOTES:
- Each generation has a different hierarchy of needs. This shows Maslow’s hierarchy of needs from 1943. Generally, the Traditionalist generation view security and comfort as most important. On the other hand, Generations X and Y generally see freedom and flexibility as more essential than security and fulfilling monetary needs (unless they have been listening to their grandparents). Because of the need to fulfill the desire for security, Traditionalists and Baby Boomers are more dedicated to their company and tend to stay within a company for many years. Because of their greater desire for self fulfillment, Generations X and Y tend to jump from job to job more often. Talk about hierarchy of needs… Is it still relevant? NOTES:
- Employers tend to struggle with meeting the needs of their employees and therefore employees become less engaged at work. When employees are not satisfied with their job and therefore not-engaged or disengaged, two problems ensue: - less productivity - turnover NOTES:
- One of the most obvious challenges for companies today is perceived lack of employee loyalty to employers. The less engaged the employee, the more likely the turnover. This creates a unique challenge which each company must address. Note – Talk about statistics. NOTES:
- Employee turnover can be extremely detrimental to bottom-line results and employee morale. Note – Talk about statistics. If there is time, talk about turnover calculator. NOTES:
- This study shows that more pay is not the only issue. Employees desire value within an organization, to be a part of a team, career growth, better training, etc. NOTES:
- Talk about the employee engagements studies within these large firms. NOTES:
- The challenge to solving the lack of employee engagement in the workplace is three-fold. A business must have effective strategies in place to recruit talented people, keep them, and most importantly, grow their people. Once this happens, knowledge can be transferred from one generation to the next, and employees remained engaged within the organization. NOTES:
- Employee engagement means that employees are motivated, satisfied, and effective within the workplace. When they are engaged, the customer is then satisfied. Retaining employees means retaining customers. NOTES:
- These executives have found that their people are important! If we fail to put strategies in place to keep our employees engaged within the organization, our business will eventually fail. - Talk about quotes. NOTES:
- Southwest Airlines has found out the importance of having motivated employees. An eight-year MIT/Sloan Foundation study of Southwest Airlines found that the airline had the highest profitability of any U.S. carrier, had a total market value that exceeded that of all other U.S. airlines combined, and had the highest employee productivity of any major U.S carrier, despite the fact that it was the most highly unionized airline in the industry, and its employees were paid only at or below the industry wage average. NOTES:
- This model clearly shows how to transform human elements into superior financial performance. The key is to train them, which keeps them engaged, which therefore increases productivity. If you invest in your people, they will remain engaged. This has a direct correlation to the overall performance of the company. NOTES:
- - Explain chart. - If applicable, ask group to share where their organization is in comparison to model. NOTES:
- This is our goal in training our employees. By training them, they become more motivated, satisfied, and effective, which leads to satisfied customers. When customers are satisfied they are loyal and bring in more business, which increases profits. Increased profits is the ultimate goal. NOTES:
- So how do we get there? Look at where your business is currently and find out where you would like to be. When employees are not engaged, this leads to chaos within an organization. On the other hand, having engaged employees leads to a high performance organization, which is marked by excellent results. - Talk about 3 stages of an organization. Ask them into which stage their business falls. NOTES:
- How can my business change? How can I keep my people more engaged? Explain Transformation Model. NOTES:
- The present economy reveals that routine work, done by people and machines, will more and more be done in less developed countries in the future. Most of the creative work (research, design, development, sales and marketing) with be done within the U.S. This means that our people must be well trained and developed… People, not machines or technology, are the force behind the economy. NOTES: