webinar nonprofit-1-final-26feb15
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Copyright©2015, Talent Map. All rights reserved.
2Topic Agenda
Item Time
(min)
Introduction 5
What is Engagement and How is it Different Nonprofits
10
Drivers of Employee Engagement in Nonprofits 10
Best Practices and Recommendation to Improve the Engagement Drivers in Nonprofits
10
Q&A 10
Neil Milton
Sean Fitzpatrick,
Agenda
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TalentMap = Engagement Experts to Nonprofits
3
We provide online survey technology, award-winning project support and unparalleled survey expertise in the
nonprofit sector.
Measure Analyze Act
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Sample Clients & Benchmark
• Copyright©2014, Talent Map. All rights reserved.
Professional Services Public Sector Healthcare Sector Private Sector Clients
Association / Not-for-Profit Sector
March 2013
5
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• How engaged are your employees?
• How effective are your workplace dimensions?
TalentMap's Approach for Nonprofits
• What are the most powerful drivers of engagement?
• Where should you focus your workplace improvements?
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6
HighPerformance Management
Practices
EmployeeEngagement
EmployeeRetention
EmployeeProductivity
ExternalServiceValue
MemberSatisfaction
MemberLoyalty
Member Growth
• Service concept:
results for
customers
• Service designed and delivered to
meet targeted stakeholder needs
• Funding
• Referral
• Advocacy
FundingGrowth
Help Your Executive Connect The Dots
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Satisfaction Is Not Engagement 7
ENGAGED EMPLOYEES
feel a sense of:
Focus
Urgency
Intensity
Enthusiasm
Persistence
Adaptability
The focus is on
desiring to “give”
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Engagement = Discretionary Effort 8
Heart Hands
Logical Emotional Behavioural
Head
Employee engagement is a heightened emotional and intellectual
connection that an employee has for his/her job, organization, manager, or
coworkers that, in turn, influences him/her to apply additional
discretionary effort to his/her work.
Career & Financial Goals Achieved
Values Align with Peers,Management and Leaders
DiscretionaryEffort
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• Unlimited upside
• Incredibly versatile
• Capabilities & potential often underutilized
• If engaged more fully, • EEE->Productivity->Member Growth/Strategy Implementation
• EEE is the “secret sauce”
Why People Assets Matter Most
9
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Engagement Matters to Nonprofit Success 10
Member Growth
Increase in Fundraising
Stakeholder Satisfaction
Productivity
Attendance
Volunteer Retention
Stronger Voice
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Engagement Matters – To Staff 11
University of Canberra: a job that we hate
is as bad for our health (sometimes worse)
than not having a job at all
University College of London 2011:
employees not recognized at work
have more heart disease
Whitehall study: sr. exec live longer
than lower level employees; not a
small discrepancy
Boston College: a child’s sense of well
being is affected by their parents’
enjoyment of their work
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• Indicators of an engaged employee work environment?• Open Communication; Discretionary Effort; Employee Referrals; Employee
Loyalty
• Role of HR in contributing to this?• Steward/champion of culture; Monitor morale; Build PPP to align culture
w business v&m; trusted advisor/safe haven
• What more would you like to see HR do?• Model expected behaviours; have stronger voice & stop acting like HR is
unimportant; Provide leadership coaching & mentoring to help leaders model expected behaviours
What CEOs say
12
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Manager and Nonprofits Tend to Underestimate the Impact of Engagement
14
Recent study- Nonprofit leaders identified HR/people management as one of the most depleting parts of their job
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1. Job or Task Engagement
2. Team Engagement
3. Organizational Engagement
• Many excel at #3 but struggle with #1.
• Few excel at both #1 and #3
• Unsuccessful nonprofits struggle with both (#1 and #3)
Types of Engagement in Nonprofits
15
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1. Job or Task Engagement
2. Team Engagement
3. Organizational Engagement
Types of Engagement
16
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Identifying Drivers of Engagement in Nonprofits
17
Perfect Correlation Strong Correlation No Correlation
r = 1.000 r = .893 r = .041
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Highest to Lowers Drivers of Engagement in Nonprofits
Survey Dimension (Impact on
Engagement)
Organizational Vision
5X
Professional Growth 3X
Innovation 2X
Teamwork 1X
Senior Leadership 1X
Immediate Management 1X
Work/Life Balance .50X
Compensation .50X
Member/Stakeholder Focus .25X
Work Environment .25X
Information and Communication
.25X
Performance Feedback .25X
18
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% F
avo
ura
ble
19Nonprofit with Strong Engagement Score
Benchmark Sorted by Increasing Engagement
Member Driven Association Client 2014
Overall Engagement Score 89%
Quartile 1 Quartile 2 Quartile 3 Quartile 4 Top Decile
MINIMUM MEAN TOP QUARTILE TOP DECILE MAXIMUM
40% 74% 82% 87% 95%
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Vision: Key Driver with Strong Engagement 20
CompensationWork Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information and Communication Teamwork
Innovation
Client Focus
Immediate Management
Senior Leadership
Organizational Vision
Strong
Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark
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Nonprofit with a Weak Engagement Score 21
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% F
avo
ura
ble
Benchmark Sorted by Increasing Engagement
Environment/Conservation Nonprofit 2014
Overall Engagement Score (63%)
Quartile 1 Quartile 2 Quartile 3 Quartile 4 Top Decile
MINIMUM MEAN TOP QUARTILE TOP DECILE MAXIMUM
40% 76% 82% 89% 95%
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Vision: Key Driver with Weak Engagements. DELTA TO BENCHMARK
22
CompensationWork Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information and Communication
Teamwork & Collaboration
Innovation
Customer Focus
Immediate Management
Senior Leadership
Organizational Vision
Strong
Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark
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What does “Vision” Mean?
Strongly Disagree Disagree
Neither Agree Nor
Disagree Agree Strongly
Agree N/A, No Opinion
1. We have a shared vision of what our organization will be like in the future.
2. We understand what needs to be done for us to succeed in the long run.
3. Our organization has a long-term purpose and direction.
4. Senior leaders have painted a compelling vision for our organization.
• Employees generally need:• to feel that they share in a common, compelling, desirable direction• to feel they are part of a larger goal or purpose• to understand how they contribute to the achievement of that
vision
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What goes Wrong? The Pitfalls
1. Benign neglect: management doesn’t understand employees’ need to be a part of the vision
2. Impatience: an inclusive approach to vision-building can be costly and time-consuming
3. Communication: the Vision stays on the top-floor – it’s not communicated well
4. Alignment: strategies and processes aren’t aligned – so the vision becomes meaningless (in the employees’ eyes)
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The Solution: “Engaging” Your Employees in the Vision
25
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Start from the Bottom-Up
• Inclusiveness and Involvement is Key!
• Already have a vision? Put it out for comment
• Still Crafting or Evolving your Vision? Seek input
• Potential Methods:
• On-line forum
• Town halls (live or virtual)
• Lunch/coffee chats
• Any way you can start (and record) the conversation
• Expect it to be employee-driven, not necessarily with the high-level view.
26
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Visioning and Business Planning Workshop
27
• 1-Day workshop which is the culmination of the consultation phase
• 3 Phases:
1. Visioning Phase
2. Goal and Objective Setting
3. Action Planning
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Important Elements of an Engaging Vision
Audacious
Capitalizes on core competencies
Futurecasting
Inspiring
Motivating
Purpose-driven:
“Your vision gives employees a larger sense of purpose, so they see themselves as building a cathedral instead of laying stones.”
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Futurcasting: Thinking “Back from the Future”
• People generally have difficulty with projecting into the future.
• So, get them to think in the past:
• “It’s 2017, think back on what your organization has achieved in the previous three years”
29
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Don’t Try and Wordsmith in a Group
• Wordsmithing a vision statement in a Group is time-consuming and frustrating
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Express the Vision in Themes – in the Future State
In 2016, we believe DENVR will:
Be recognized as:
The Hub for Energy & Innovation
A model for advocacy and relationship building, administrative efficiency and
service delivery
Have succeeded in changing policies and reducing protectionism, particularly in
agriculture
Have the highest client and stakeholder satisfaction among US posts; and,
• Be the “Go To” Post and Central Gateway
Example Vision in Themes:
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Goal Setting and Action Planning
• Visioning is about dreaming. Also need to bring it down to earth.
• The remainder of the workshop should be to:• Identify goals and targets around key themes – always
looping back to vision
• Develop action items and concrete plans to achieve
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Communicating and Living the Vision
• Including/involving employees in your vision is only Step 1
• Communicate widely:• Report
• Presentation/Townhall
• Posters/Frames
• Live the vision:• Align priorities, plans and activities
• Reassign projects which don’t contribute to the vision
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Areas of Concern
1. Turnover
2. Emotional Engagement & Burnout
3. Career Development
4. Comp. and Ben.
5. Job Authority
Strengths to build on
1. Mission/Vision Attachment
2. Engagement in the Community
3. Career Development
4. Job Expectations
5. Involvement
Nonprofit Strengths & Concerns
35
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• Be deliberate about engagement• Hire for your culture
• Train managers about the impact of engagement/disengagement
• Communicate the mission/vision and strategy• Continually discuss and reinforce your mission statement and core values
• Reward talent• Provide recognition awards
• Express individual appreciation for efforts made directly to the employ ee
• Publicly recognize individual achievements
• Create specific performance standards for each position• Seek out and manage efficiencies
• Encourage input from staff
• Acknowledge the skill and difficulty in emotion work
Best Practices & Recommendations
36
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Event Format Topic Date
TalentMap Webinar Live Webinar Employee Engagement: Maintaining Momentum – Part 1
Mar 26th
12:00pm EST
2015 HRIA Annual Conference
Calgary Getting Employees to Own Engagement
April 23/15
TalentMap Webinar Live Webinar Employee Engagement: Maintaining Momentum – Part 1
Apr 30th
12:00pm EST
Conference Board“Engagement 2015”
Calgary NEW Research: 10 Years On –What Do We Really Know?
May 25th
TalentMap Webinar Live Webinar Employee Engagement: Maintaining Momentum – Part 2
May 28th
12:00pm EST
Upcoming TalentMap Learning Sessions
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