from employee engagement to employee experience: … s.fitzpatrick.pdf · to employee experience:...

From Employee Engagement to Employee Experience: Helping

Employees ‘Own’ Engagement’NHRMA 2017 Conference

The Ever-Change Waters of HR

September 26, 2017Presenter: Sean Fitzpatrick

Copyright 2017. TalentMap. All rights reserved.

THIS IS THE

HUMAN

AGE


• Unlimited upside

• Incredibly versatile

• Capabilities & potential often underutilized

3

Why People Assets Matter Most

Employee Engagement

Improved Productivity

Increased Profitability


TalentMap Helps You Ask, Analyze & Act

4


How Would You Define Employee Engagement?

5

Definitions vary dramatically, some include:• commitment, • goal alignment, • enjoyment,• satisfaction,• performance,• opposite of “burnout”


75% of Organizations Have Not Defined Engagement

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In a recent survey, only

25%claimed to have a clear definition engagement…

14% (of 25%)Said their

definition is well understood

(4% of 100%)

33% (of 25%)Said their

definition is somewhat

misunderstood(8% of 100%)

16% (of 25%)Said it is

misunderstood

37%(of 25%)Said they don’t

know


Satisfaction is Not the Same as Engagement

Satisfied Employees feel a sense of:• Pleasantness• Contentment• Gratification• Satisfaction• What do I “get”• “Me” focus

Engaged Employees feel a sense of:• Focus• Urgency• Intensity• Enthusiasm• Persistence• Adaptability• What can I “give”• “We” focus

Copyright 2017. TalentMap. All rights reserved. 8

Is Your Employee Engagement Definition Context Specific?

Employee engagement is a positive, energized state of mind that stems from both a cognitive and an emotional investment of personal energy that is absorbed in and focused on transforming a work task, a team goal and/or an organization outcome into a meaningful business objective.

Head

LogicalCareer & Financial

Goals Achieved

Heart

EmotionalValues Align with Peers, Manager and Leadership

Hands

BehaviouralAmbassador, Initiative, Persistence,

Business Objective


Engagement and Customer Satisfaction

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Employee Engagement Impacts:• Goals Attainment• Community Satisfaction• Safety• Productivity• Attendance• Retention• Public Confidence


Engagement Matters – The Magic

A job that we hate is as bad for our health, sometimes worse than not having a job at all- University of Canberra

2011 not recognized at work have more heart disease- University College of London

Sr. Exec live longer than lower level employees, not a small discrepancy- Whitehall study

Child’s sense of well being effected by parents that enjoy their work- Boston College

Good for Both: Employer and Employee

What Are We Doing to Improve Engagement?

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Experimenting: What’s Next - Stand up office?

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Image source: https://cbre.cdnist.com/


Experimenting: What’s Next – The Jolt?

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Microphone

Infrared

Accelerometer

Bluetooth

Image Source: http://www.sbfi.com/images/humanyze-badge.jpg


Building Awareness ! - Last 10 years Google Search

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March 2017100


$720 Million Annually Growing to $1.53 Billion (Bersin)

Why Isn’t Engagement Improving?

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How Are We Doing?

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Some studies show fewer than

1 in 3are engaged

Longitudinal data shows ‘satisfied” at

work 45% decreasing


Engagement Index Average: Little Change

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The Engagement Enigma

Right Intentions.

Wrong Focus.

Lack of Tools.

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What Could We Be Doing?Lets look at what we know

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50 Years of Human Motivation Science

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10 minute animation overview of Pink’s book at: https://youtu.be/u6XAPnuFjJc


Today’s Agenda 25

23% in 1970 to 67% today expect work to

be meaningful

Meaningful Work is Growing in Importance


Sense of Purpose

Millennials think the

best leaderspossess an overarching

"sense of purpose.“

- Deloitte 2015 study

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• 7,800 millennials• 29 countries worldwide,• 6 in 10 cited - company's

driving purpose--including commitment to employee well-being --as key factor for taking a job.


Employees Feel Jointly Responsible For Engagement At Work

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Poll of 800 ReadersTraining magazine

Tools For The Other 50%: 1. Stay interviews2. Job crafting3. Employee driven action planning

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Stay InterviewsWhat are theyWhy are they importantHow to start

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Many Benefits of Why-Do-You-Stay? Interviews

• They stimulate the employee thinking

• They build trust

• They include action

• Less pressure on employee and manager

• They focus on the positive

• They don’t require a lot of training

• They are inexpensive

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A “stay interview” is a periodic one-on-one structured discussion between a manager and

an employee that identifies and then reinforces the factors that drives an employees retention

and engagement.


Structure of a Stay Interview

A) Introductory questions• Starting the conversation

B) Identify the factors that make the employee want to stay and engage• Positive stay factors• Reasons you give to others• “Best work of your life” factors

C) Identify the positive actions related to retention that might further increase engagement• Better managed/manage differently?• More positive elements and fewer less desirable ones• Dream job?• Where would you like to be in X years?

D) Identify the possible “triggers” that may cause the employee to consider leaving• Identify possible retention triggers• Recent frustrations

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• “Job impact” factors• Fully used factors• When you feel listened to and valued

• Challenge factors• How do you like to be recognized? • Exposure to executive?• Learning, growth, and leadership

• Others made you think• Past triggers


Exercise: With Person On Your Left

A) Introductory questions• Starting the conversation

B) Identify the factors that make the employee want to stay and engage• Positive stay factors• Reasons you give to others• “Best work of your life” factors

C) Identify the positive actions related to retention that might further increase engagement• Better managed/manage differently?• More positive elements and fewer less desirable ones• Dream job?• Where would you like to be in X years?

D) Identify the possible “triggers” that may cause the employee to consider leaving• Identify possible retention triggers• Recent frustrations

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• “Job impact” factors• Fully used factors• When you feel listened to and valued

• Challenge factors• How do you like to be recognized? • Exposure to executive?• Learning, growth, and leadership

• Others made you think• Past triggers

Job CraftingWhat is itWhy it is important to your org.How to start it

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Changing the activities involved in your job • more or fewer tasks• expanding or diminishing scope • altering the way tasks are performed

Task Crafting

Changing the extent or nature of your interactions with other people

Relationship Crafting

Changing the way you think about the purpose of tasks, relationships, or the job as a wholeCognitive Crafting

A Proven Process to Turn the Job You Have into the Job You Want


Example: A 30-year Old Marketing Manager Ready to Quit

https://hbr.org/2010/06/managing-yourself-turn-the-job-you-have-into-the-job-you-want

How Gloria defined/diagramed her job prior to ‘job crafting’

How Gloria defined/diagramed her job after ‘job crafting’


• 2.5 hours to walk a manager and employee through the process

• 1 month follow up evaluation

Job Crafting: Not a Big Investment


Job Crafting: The DIY Approach to Meaningful Work

JumpStart: Employee Driven Action PlansWhat is itHow and why it works

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JumpstartWorkshop


ACTION PLANNING AND POST SURVEY SUPPORT

Example “Action Idea Wall”

Closing

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Challenge Yourself And Your Staff To Reimagine Their Role

1. Engagement is context specific – define it in light of your business context

2. Managers/Executives are important but they are only half the equation

3. Increase your efforts at the individual level with simple but effective tools• Stay Interviews• Job Crafting Exercise• Employee Driven Action Plan Development

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“Be the change you wish to see in the world”-Mahatma Gandhi


Order your free copy!

www.talentmap.com/dummies

Use promo code: TAKEACTION

for free shipping

44

Employee Engagement for Dummies

http://www.talentmap.com/dummies-action-planning


Visit TalentMap for More Insights


Questions?

Questions about this presentation contact me: [email protected]

To learn more about TalentMap contact:[email protected]

(888) 316-7752www.TalentMap.com

mailto:[email protected]


Resources: TalentMap.com

From www.TalentMap.com

• Stay Interviews: https://www.talentmap.com/stay-interviews-a-simple-and-low-cost-way-to-build-employee-engagement/

• Successful one-on-one meetings: https://www.talentmap.com/one-on-one-meetings-with-employees/

• Defining Employee Engagement: https://www.talentmap.com/define-employee-engagement/

• Survey Readiness Checklist: https://www.talentmap.com/employee-engagement-survey-readiness-checklist/

• Action Planning Checklist: https://www.talentmap.com/checklist-post-survey-action-planning/

• Employee Engagement ROI Calculator: https://www.talentmap.com/employee-engagement-roi-calculator/

https://www.talentmap.com/stay-interviews-a-simple-and-low-cost-way-to-build-employee-engagement/

https://www.talentmap.com/one-on-one-meetings-with-employees/

https://www.talentmap.com/define-employee-engagement/

https://www.talentmap.com/employee-engagement-survey-readiness-checklist/

https://www.talentmap.com/checklist-post-survey-action-planning/

https://www.talentmap.com/employee-engagement-roi-calculator/


48Job Crafting Media Coverage

From jobcrafting.orgGoogle’s Favorite Psychologist Explains How the Company Retains Top Talent. BusinessInsider.com. Goth, Aimee (includes video interview with Adam Grant, who mentions use of the Job Crafting Exercise at Google).Help Your Best People Do a Better Job. BusinessWeek.com. Tasler, Nick.Hate Your Job? Here’s How to Reshape It. Time.com. Caplan, Jeremy.Want to be Happier at Work? Learn how from these “Job Crafters.” FastCompany.com. Zax, David.The #1 Feature of a Meaningless Job. Psychologytoday.com. Grant, Adam.Don’t Love Your Job? Fix the Job You’re In. Entrepreneur.com. Hurst, Aaron.

Resources: jobcrafting.org

http://www.businessinsider.com/adam-grant-on-google-2013-4

http://www.businessweek.com/managing/content/mar2010/ca20100325_310839.htm

http://content.time.com/time/business/article/0,8599,1944101,00.html

http://www.fastcompany.com/3011081/innovation-agents/want-to-be-happier-at-work-learn-how-from-these-job-crafters

http://www.psychologytoday.com/blog/give-and-take/201401/the-1-feature-meaningless-job

http://www.entrepreneur.com/article/232736


49Job Crafting Resources

From jobcrafting.orgBerg, J. M., Dutton, J. E., & Wrzesniewski, A. Job Crafting and Meaningful Work. In B. J. Dik, Z. S. Byrne & M. F. Steger (Eds.), Purpose and meaning in the workplace (pp. 81-104). Washington, DC: American Psychological Association.Berg, J. M., Grant, A. M., & Johnson, V. When callings are calling; Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21(5), 973-994.Berg, J. M., Wrzesniewski, A., & Dutton, J. E. Perceiving and responding to challenges in job crafting at different ranks; When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2-3), 158-186.Wrzesniewski, A., & Dutton, J. E. Crafting a job; Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179-201.Wrzesniewski, A., LoBuglio, N., Dutton, J. E., & Berg, J. M. (2013). Job Crafting and Cultivating Positive Meaning and Identity in Work. In A. B. Bakker (Ed.), Advances in Positive Organizational Psychology (Vol. 1, pp. 281-302). London: Emerald.

Resources: jobcrafting.org

http://justinmberg.com/berg-dutton--wrzesniewski_2.pdf

http://justinmberg.com/berg-grant--johnson_org.pdf

http://justinmberg.com/berg-wrzesniewski--dutton_2.pdf

http://webuser.bus.umich.edu/janedut/POS/craftingajob.pdf

http://justinmberg.com/wrzesniewski-lobuglio-dutto.pdf

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