engagement to results: conquering the feedback challenge
Post on 17-Oct-2014
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Key Takeaways: 1. Employee engagement is critical 2. Performance reviews suck 3. A social approach to feedback is keyTRANSCRIPT
David Priemer Enterprise Engagement & Customer Success
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Key take-‐aways:
1. Employee engagement is cri4cal
2. Performance reviews suck
3. A social approach to feedback is key
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1. It’s not about you, it’s about your team
2. Only your mother cares about how smart you are *
Top 2 management lessons learned
* 2b. Everyone else cares about results .
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but results begin with…
Engagement
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“Engagement is about aligning individuals with the mission and priori3es of the organiza4on.”
What is engagement?
Aberdeen Group study, July 2009 Beyond Sa4sfac4on: engaging employees and retaining customers.
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Only 21% of employees are truly engaged in their work
Engagement reality
Towers Perrin, Global Workforce Study of 90,000 workers in 18 countries (2008)
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Engagement is really about
“Discretionary effort”
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Engagement = results
Aberdeen Group study, July 2009
Quality customer experience
Loyalty Increased revenue
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“How do we drive engagement?”
Question
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You don’t!
Answer
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“How do we drive engagement?”
Question
promote
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Promoting engagement
“success depends on a company’s ability to unleash the ini3a3ve, imagina3on and
passion of its employees”
-‐ Gary Hamel WSJ, Dec 2009
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…create an environment of con4nuous feedback and learning
How to get there
Listen…
be open…
coach…
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Traditional approach
Once or twice a year, companies stop…and have a
“focal period”
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Fill out lots of complex forms…
…evaluate people on abstract skills & competencies…
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* “By the way, here’s your raise/bonus…”
“Here’s all the feedback. Now use it!” * …& give lots of feedback all at once.
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Performance reviews suck
“Get Rid of the Performance Review! It destroys morale, kills teamwork and hurts the boFom line.”
“Now is as good a Kme as any to think about giving up this bankrupt process.”
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Not surprising
1. Easy to complete?
2. Are they consistently helpful?
3. Is the experience produc4ve?
4. Are insights easily assimilated?
☐ ☐ ☐ ☐
Y N
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Why do we do it?
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but…
…the game has changed
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Game changers
1. Workforce composi4on
2. What mo4vates us
3. Tools we use
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Gen Y is taking over
“In four years, Millennials will account for nearly half the employees in the world.”
Mentoring Millennials
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New definition of feedback
“When a ‘Y’ says ‘I'd like more feedback,’ they are expressing a desire to learn more.”
The Double Meaning of Feedback
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Money doesn’t motivate
“Meaning is the new money”
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We use personal tools at work
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Desired future state
1. Con4nuous feedback/coaching
2. Drive business results not just ar4facts
3. Clear benefit to the employee
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Promote the social behaviors that drive performance and results
Solution for today’s workforce
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Behavior #1: give recogni3on
“The number one mo5vator of people is feedback on results.” Ken Blanchard: Author, The One Minute Manager
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Behavior #2: have frequent 1:1’s
“Encourage managers to have frequent, ongoing conversa5ons with their staff.”
Jeffrey Pfeffer: Professor of Organiza4onal Behavior, Stanford
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Behavior #3: get ongoing feedback
“Reach out to co-‐workers, listen and learn, and to focus on con5nuous development.”
Marshall Goldsmith: CEO coach & best selling author
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The problem
Exis4ng tools don’t make this
easy…
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Why don’t these tools work?
• email • conversa4ons • documents • annual reviews • surveys
• unstructured • difficult to organize • too infrequent • hard to document • watered-‐down
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A better apporach
Leadership Development
Social Media
Behavioral Science
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Simple, fun, public recognition
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Core Values Badges
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Effective 1:1’s
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Bionic Memory
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Confidential personal feedback
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Do everything from email
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The result
1. Promote con4nuous feedback
2. An experience that delivers results
3. Integrated into everyday life
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Haven’t listened till now?
1. Employee engagement is cri4cal
2. Performance reviews suck
3. A social approach to feedback is key
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Questions?
