fcn january 2012 webinar handout for posting

January 19, 2012

Engaging Employees in the Strategy for Performance-Driven Results

FCN Lunch & Learn Webinar

Connecting People and Strategy

Dossy

Posted by FCN with Permission of Chris Gay

Dossy

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Our Purpose

To help organizations connect

people and strategy to achieve results

21% of employees today identify themselves as highly disengaged, a three-fold increase since 2007.1

The cost of disengagement to U.S. employers is estimated to be as much as $350 billion per year.2

Engaged employees outperform disengaged ones by 20-28%.3

Organizations with engaged employees showed a 19% increase in operating income 1-year period, compared to a 33% decrease in companies with disengaged employees.4

1The Corporate Executive Board, Employee Engagement Study, 2010 2Human Capital Institute, The Economics of Engagement, 2009

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The State of Engagement

3The Conference Board, Global Engagement Study, 2010 4Towers Perrin, International Survey Research, 2009

What Drives Engagement?

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Employee understanding of the

strategy and how their work contributes to company performance is one

of the top drivers of engagement

Source: The Conference Board (included review of Gallup, Towers Perrin, Blessing White, the Corporate Leadership Council and others)

However...

What Drives Engagement?

Only 37% of employees understand what the organization is trying to achieve

20% of employees have a clear line of sight between their work and organizational goals

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Source: Stephen Covey, The 8th Habit: From Effectiveness to Greatness

Two Kinds of Engagement

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OR

Definition of Employee Engagement

Employees are engaged when they:

Understand the organization and their role in its success

Trust leadership and believe leaders are making decisions with the best interest of the organization and the people in mind

Are engaged in making a difference in their jobs every day

Feel valued and appreciated

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Federal Employee Viewpoint Survey Overall Results

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Survey Item % Favorable The work I do is important. 92% I like the work I do. 85% I know how my work relates to my agencies goals and priorities. 85% I am held accountable for achieving results. 84% My agency is successful at accomplishing its mission. 79% The people I work with cooperate to get the job done. 75% My work gives me a feeling of personal accomplishment. 74% I have enough information to do my job well. 73%

Strengths

Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management

Federal Employee Viewpoint Survey Overall Results

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Survey Item % Favorable My training needs are assessed. 54% Policies and programs promote diversity in the workplace. 59% Employees have a feeling of personal empowerment with respect to work processes.

48%

Opportunities


DEVELOPING A RESUTS-DRIVEN ENGAGEMENT STRATEGY

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Cornerstones of Strategic Planning

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Planning is a process, not an event

Values will be key in trust, openness and ability to take risks

The way stakeholders currently view the organization will heavily influence the discussion of the future

A clear, compelling view of the future will serve as a motivator for the organization

Stakeholders must be willing to move from goals to the behavior changes required to achieve the strategy

Success demands follow-up, accountability and rewards that show the organization is serious about its objectives

Copyright © 2012 Bridge Consulting

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Assess the Landscape

Set Objectives & Priorities

Create the Plan

Align Leaders

Engage Employees Measure

R E S U L T S

The Strategic Planning Process


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Create the Plan

Align Leaders


R E S U L T S



Gather Data

Gather data to ensure thorough understanding of:

External and internal factors impacting the agency and employees

and alignment of organization behind them

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SWOT Analysis

Strengths What are we really good at? What is our competitive disadvantage?

Weaknesses Where are we most vulnerable? What are the biggest issues?

Opportunities How can we improve employee engagement to deliver agency results?

Threats What will cause low engagement or high turnover?


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Create the Plan

Align Leaders


R E S U L T S



Overview

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Set objectives

Brainstorm strategies for each objective

Prioritize strategies

Develop tactics for each strategy, with timeline and resource requirements

Identify next steps


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Criteria for Strategic Objectives

Strategic objectives should be:

Realistic can be achieved in timeframe

Communicable easy for others to understand

Measurable state how you will

Relevant achievement will make a major contribution to vision and/or mission


Brainstorming Methods

Mind-mapping

Storyboarding

Brain writing

Attribute change

Rolestorming

Trigger method

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Logistics Themes Content


Set Objectives and Priorities

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FOCUS

The Bottom Line


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Create the Plan

Align Leaders


R E S U L T S

Create the Plan


Messaging The Context

Employees need to understand the context for

priorities?

What are other agencies doing?

How does your agency want to be positioned with its constituencies?

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Create the Plan

Stakeholder Analysis

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Stakeholder Group

Key Issues Key Constituents

Impact Comm. Tactic

Call Center Rep Need context and detail to ensure they can explain differences to people and proactively respond

Managers/ Employees

9 Create online tip sheets Prepare role plays for manager to use with team

Create the Plan

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Identify Vehicles

Top Communication Methods Used to Engage Employees and Foster Productivity

Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2011

Create the Plan

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Create the Plan

Align Leaders


R E S U L T S

Align Leaders


Federal Employee Viewpoint Survey Perceptions of Leaders

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Survey Item % Favorable

Managers communicate the goals and priorities of the organization.

64%

Overall, how good a job do you feel is being done by the manager directly above your immediate supervisor/team leader?

58%

My organization's leaders maintain high standards of honesty and integrity.

57%


Align Leaders

Leader Roles in Engagement

Agency Director Sets the vision and brings it to life

Holds others accountable for communication

Leadership, above plus: Builds context around the vision Creates a communication culture

Managers Makes the vision meaningful locally Creates a communication culture Serves as an advocate for employees

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Align Leaders


Building Trust

Employees with a high degree of trust in management are more committed and less likely to leave:

80% with high trust in management are committed to the organization, compared with 25% with a low trust

60% with low trust in management intend to leave their organization, compared to 20% with high trust

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Source: CCL, World Leadership Survey, 2010

Align Leaders

Leadership Sphere of Engagement

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Agency Results

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Workshops

Toolkits

Ongoing feedback on progress

Align Leaders


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Create the Plan

Align Leaders


R E S U L T S

Engage Employees


Federal Employee Viewpoint Survey Motivation & Commitment

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Survey Item % Favorable

In my organization, leaders generate high levels of motivation and commitment in the workforce. 45%


Engage Employees

Engagement Pyramid

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KNOW

UNDERSTAND

COMMIT

DO

Engage Employees


Using Creativity

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Discovery Maps

Social media blogs, discussion boards, podcasts, wikis, webcasts

Contests

Opportunities for dialogue and employee input

Storytelling

Be Creative Find Ways to Truly Connect

Engage Employees

Discovery Maps

A discovery map is an interactive, visually compelling communication tool that can be used to:

Create strategic clarity throughout the organization

Align leaders to ensure they are consistently communicating and modeling behaviors for success

Actively engage employees in the strategy and

achieving it

Build pride throughout the organization

Discovery maps leverage visual learning and active dialogue, which is how over 60% of people learn

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Engage Employees

Growth of Social Media

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175 million user accounts

750 million active users

93% of social media users believe a company should have a presence

in social media

4 out of 5 in U.S. create, participate in or read social

media each month

Streams 3 billion videos per day 100 million

user accounts

Used by over 100,000 companies

Engage Employees

Most Commonly Used Social Media Tools

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Internal and External Social Media Tools Currently Used

Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2010

Engage Employees

Use of Social Media Example

Employee film festival employee created videos with voting, comments and sharing

Social media portal blogs, social games, photo sharing and forums

Employee jams to generate ideas, spur creativity and build community

Intranet tools polls, focused discussions and recognition mechanism

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Engage Employees

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Create the Plan

Align Leaders


R E S U L T S

Measure


Measuring Progress Along the Engagement Pyramid

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Measure

KNOW

UNDERSTAND

COMMIT

DO Engagement Surveys Transactional Outcomes

Pulse Takers Focus Groups

Knowledge Tests

Distribution Surveys


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Create the Plan

Align Leaders


R E S U L T S

In Summary


Contact Info

Chris Gay o: 614.775.9706 c: 614.370.7055 [email protected]

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fcn january 2012 webinar handout for posting

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