1. Engage your Employees to
Drive Results
54% of employees say that as times get better (2010, 2011
or beyond) they plan to leave their current employer
71% of younger employees (18-29) are likely to look for
new jobs when the economy improves
Only 19% of respondents are happy with their current
employer
Turnover hurts businesses BIG TIME. On average, it costs a
company 130% of an employee’s salary to replace them.
That number goes up if the employee leaving has significant
company knowledge or possesses a unique and/or rare skill
set.
Adecco Group Workplace Survey July, 2009
Given the high percentage of respondents who
would consider leaving their present positions to
pursue other opportunities, many employers may
find themselves faced with serious turnover
issues when the job market opens up.
To prevent this, employers will need to focus on
increasing their employees’ level of
engagement.
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2. Disengaged Employees
Even if employees don’t intend to leave, disengaged
employees can undermine the success of an organization
by wreaking havoc in two significant ways.
First, they are not strongly committed to achieving a
company’s goals and objectives, and may not be motivated
to act in accordance with its mission and values.
Second, they tend to create a less than favorable
impression of their company as a potential employer in the
marketplace
What would it take for employees to remain with
their current organization if other opportunities
arose?
64% said increase in pay
46% said increase in benefits
40% said chance for promotion
31% said work-life balance
Accepted Wisdom about Employees
Everyone can excel if they try hard enough
People will work harder if they get paid more money
Focus employee development activities on fixing employee
weaknesses
Organization’s outcomes are dictated by hard financial realities
Key to growth is increasing demand
Superior performance is due to improved technology
Competencies, skills, and knowledge are more important than
talent
Superior performance is the consequence of rational thinking—
don’t let emotions get in the way
“People” are an organization’s most valuable asset
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3. The Real-World
Employees who use natural talents produce significantly
more than average workers
Emotionally committed employees deliver exceptional
outcomes
Customers recognize the passion and commitment
employees feel toward them and respond emotionally
Emotionally driven reactions build bridges between
employees and customers that create engagement
Engagement is the key factor that drives growth
Sustainable growth is the route to profits
STOCK
HIGHER PROFIT
INCREASE
SUSTAINABLE
GROWTH
THE GALLUP PATH ™
ENGAGED
ENGAGED
CUSTOMERS
EMPLOYEES
GREAT MANAGERS
ENTER HERE
ID STRENGTHS THE RIGHT FIT
Employee Engagement Outcomes
38% higher customer satisfaction
22% higher productivity
27% higher profits
87% less likely to leave
--“Driving Performance and Retention through Employee Engagement”
--Corporate Leadership Council, 2006
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4. How many are really engaged?
• Actively Engaged 20% - 30%
• Actively Disengaged 10%
• Not-Engaged 60% - 70%
Source: The Gallup Organization, 2002
How do you know who’s engaged?
Clear about purpose—seek ways to improve
Bring full selves to work
Highly skilled
High need for achievement
High energy
Committed to team
Upbeat and proud to work for you
Measuring Employee Engagement
I know what’s expected My job is important
I have what I need My colleagues are
I do what I do best committed
I am recognized I have a friend at work
Someone cares Someone talks about
my progress with me
Someone develops me
I learn and grow
My opinion counts
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5. Employee
Bingo! Organizational
Goals Goals
Employee Engagement!
The Employee “Village”
• High Potentials (15%)
• High Achievers (20%)
• Not-Yet-Engaged (55%)
• Cave Dwellers (10%)
High Potentials (15%)
• Talent is recognized
• They are engaged
• They aspire for growth and challenge
• High confidence
• Keys to engagement:
• Leadership opportunities
• New challenges
• Development & Growth
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6. High Achievers (20%)
• Steady performers
• Individual contributors
• Productive
• Keys to engagement
• Appreciation
• Challenges
• Recognition
Not-Yet-Engaged (55%)
• Average, unmotivated
• Uncommitted
• Mismatch between talents and job
• Keys to Engagement
• Discovering talents
• Finding the right fit
• Support, coaching, development
Cave Dwellers (10%)
• Poor attitude
• Poor performance
• Toxic
• Keys to Engagement
• Direct feedback
• Help them leave
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7. What Employees can do
• Know self (talents, values, contributions)
• Explore (through feedback and information seeking)
• Prioritize
• Set Goals/Take Action
What Managers can do
• Assess talent
• Coach employees
• Provide frequent feedback
• Communicate organizational and department
goals
• Share information regularly
• Consistent organizational goals
• Balance workload
• Celebrate the wins
Coaching to create Employee Engagement
• Demonstrate respect. Let go of negative opinions and
approach them as a source of unique knowledge with
something valuable to contribute.
• Listen. Get to know their goals, stressors, what motivates
them. Show an interest. Listen to their ideas.
• Be fair
• Lead with a development mindset
• Support their initiatives
• Communicate. Tell them what the expectations are and
define success.
• Provide resources. Make sure they have everything
they need to do their jobs.
• Reward talent. Celebrate the wins. Say thank you.
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8. Communication Framework
Performance effectiveness is HOW CAN I CONTRIBUTE/HELP?
maximized when all five information •Engagement
needs are successfully communicated Engaged Employee
Source: Roger D’Aprix •Actions
•Results
WHERE ARE WE GOING? HOW ARE WE DOING?
• Strategic direction • Financial results
Organizational of Department and • Market results
Company • Operational results
DOES ANYBODY CARE?
WHAT’S MY JOB? HOW AM I DOING? •Reward & recognition
• Job clarity (across • Skills
Individual roles/units/groups) •Total compensation
assessment
• Aligned objectives •Career development
• Performance
• Skills development •Affiliation/loyalty
review
•Satisfaction
Other Tips to engage ‘em
– Remind ’em what’s special about your company PRIDE
– Engage the whole person, not just the worker RESPECT
– Be relentless about equity FAIRNESS
– Say what you mean, mean what you say CREDIBILITY
– Have fun CAMARADERIE
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