Blessing White (April 2008). 2008 Employee Engagement Report

71% of the workforce is either

under-performing or actively undermining their work.

Employee Engagement Index 2008

29%

53%

18%

0%

10%

20%

30%

40%

50%

60%

Engaged Not-engaged Actively disengaged

Series1

employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.

employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work.

employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.

ActivelyDisengaged

Engaged

Not-Engaged

WHAT IS ENGAGEMENT?

“An employee's involvement with,commitment to, and satisfaction with work.”

Seijts, Gerard H. and Dan Crim (2006). "The Ten C's of Employee Engagement"

“Engaged employees care about the future of the company and are willing to invest

the discretionary effort.”

Companies that engage their employees perform 2.6 times better than their competition. The Hay Group found that offices with engaged employees were up to 43% more productive.

Disengaged employees cost their organizations millions through

- poor customer service, - damage to the brand, - operational inefficiencies, - lost opportunities, - low productivity & - high staff turnover costs

Source: Gallup Organisation Research, 2005

Buckingham & Coffman, (1999). “First, Break all the Rules”

4 Steps to engagement!

Base Camp: “What do I get?”

Camp 1: “What do I give?”

Camp 2: “Do I belong here?”

Camp 3: “How can we all grow?”

and…

The Summit

Clear focus

Recurring sense of achievement

EngagedNot Engaged

Actively Disengaged

S1

Engaged, 32.14%

Not Engaged, 33.33%

Actively Disengaged,

34.53%

30.50%

31.00%

31.50%

32.00%

32.50%

33.00%

33.50%

34.00%

34.50%

35.00%

Company XYZ Employee Engagement Results

Series1

Case study: Company XYZ, Cape TownFOCUS

ENGAGED: 32.14%

NOT-ENGAGED: 33.33%

ACTIVELY DISENGAGED: 34.53%

Case study: Company XYZ, Cape Town

1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven days, have I received recognition or praise for good work?

5. Does my supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

5 3 2 1 5 5

3 3 3 1 4 5

5 2 2 2 5 2

3 4 5 3 3 3

4 3 2 1 2 1

3 2 3 2 3 2

4 2 3 1 5 4

27 19 20 11 27 22

WHAT DO I GET?Engaged 35.71%Not-engaged 42.86%Actively Disengaged 21.43%

WHAT DO I GIVE? Engaged 28.57%Not-engaged 25.00%Actively Disengaged 46.43%

FOCUS

Case study: Company XYZ, Cape Town

7. At work, do my opinions seem to count?

8. Does the mission/purpose of my company make me feel like my work is important?

9. Are my co-workers committed to doing quality work?

10. Do I have a best friend at work?

11. In the last six months, have I talked with someone about my progress?

12. At work, have I had opportunities to learn and grow?

5 3 1 5 1 3

4 4 2 3 2 4

3 3 5 4 1 2

2 3 4 3 3 3

3 3 4 2 2 2

1 3 3 4 2 3

4 1 4 4 3 5

22 20 23 25 14 22

DO I BELONG HERE?Engaged 42.86%Not-engaged 35.71%Actively Disengaged 21.43%

DO I GROW HERE? Engaged 14.29%Not-engaged 35.71%Actively Disengaged 50.00%

FOCUS

Case study: Company XYZ, Cape Town

Outcomes: 1:1’s

Company valuesLegal, quality, sustainability, growth, excellent customer service, highly qualified staff, making money, hard work, maintaining clients, selling, professionalism,

Company visionDeliver better service, making progress, being more efficient, being successful, build a customer base, to have the staff operate independently, to expand

Company EthosBored, reactive, struggle, tired, growth, learning, relaxed, calm, can get serious if needed, fun, laid-back, not very busy, relaxed environment, jovial, not boggeddown, not highly strung, lack of urgency.

Company strategic focus areas

Customers, regular training, to have knowledgeable staff, making money, trying to organized, time, labor, sales, meetings to solve problems

AIM

Gaps

• Company values are unclear • Processes are not enforced • Processes are unclear • No integrity• Unprofessional • Communication gaps • No job descriptions • Staff roles vs talent• No marketing structure

ENGAGED: 32.14%

NOT-ENGAGED: 33.33%

ACTIVELY DISENGAGED: 34.53%

Case study: Company XYZ, Cape Town

Impact on business

AIM

• Loss of large contracts

• Unhappy clients

• Grievance against staff

• Staff feels ashamed of business

• No trust between staff

• No up-selling

• Bottom line not met!

ENGAGED: 32.14%

NOT-ENGAGED: 33.33%

ACTIVELY DISENGAGED: 34.53%

Case study: Company XYZ, Cape Town

• Values: What is important to XYZ? Suggestion: look at the values that your staff already identified.

• Vision: The vision needs to be communicated clearly. The strategic focus areas should flow from your vision.

• Ethos: (the character or disposition of a community, group, person) What is the atmosphere you want in XYZ?

• Strategic Focus areas: Identify 4 key focus areas for all staff!

• Staff: Identify key performance areas with clear outcomes, i.e. how will we know that you are successful?

DOES YOUR STAFF HAVE THE NATURAL THOUGHTS, FEELINGS AND BEHAVIOUR TO DO THEIR JOB?

• Processes: Conflict arise when no processes in place. Set-up flowchart of processes!

• Customers: A Customer Satisfaction Index should be in place. What does your customers want to feel satisfied about? GET YOUR CUSTOMERS ENGAGED!

• Coaching: Some of the staff needs coaching in basic communication skills, how to give feedback, standard operating procedures and customer service skills

• Team talents: We advise that the team undergo talent assessment with StrengthsFinder. This will include team sessions and department talent matrixes.

AIM

1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven days, have I received recognition or praise for good work?

5. Does my supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. At work, do my opinions seem to count?

8. Does the mission/purpose of my company make me feel like my work is important?

9. Are my co-workers committed to doing quality work?

10. Do I have a best friend at work?

11. In the last six months, have I talked with someone about my progress?

12. At work, have I had opportunities to learn and grow?

Blessing White (April 2008). 2008 Employee Engagement Report

IS THIS GOING TO STAY

YOUR COMPANY’S RESULTS? Employee Engagement Index 2008

29%

53%

18%

0%

10%

20%

30%

40%

50%

60%

Engaged Not-engaged Actively disengaged

Engaged

Not-engaged

Actively disengaged

FOCUS

AIM

ACCOMPLISH

YOUR NEXT STEP!

CURRENT REALITY

FUTUREDREAM

ACTION STEPS

MAINTENANCE PLAN

www.effectivegrowth.co.za