welcome to employee engagement specialist certification · welcome to employee engagement...
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Welcome toEmployee EngagementSpecialist Certification
© The Employee Engagement Group . All Rights Reserved
800wcpconference
Welcome
Welcome to the Employee Engagement Specialist Certification!
– Housekeeping• Emergency exits
• Restrooms
• Beverages, food
• Name cards
• Electronics
Welcome
Welcome to the Employee Engagement Specialist Certification!
– Introduction to The Employee Engagement Group• Founded by Bob Kelleher, CEO Founder
• Focus on helping companies with engagement culture and initiatives
• Believe in the ‘teach a man to fish’ model
2
Icebreaker - Introductions
A little about you
Your name
Company
Years of experience
dealing with people
complexities
Something unique…
Agenda8:30 – 9:30
• Introductions
• Overview of Engagement Specialist program
9:30 – 12:00• Foundations of Engagement
• Engagement Business Case
• Engagement in your Organization
12:00 – 12:30• Your Engagement Action Plan
• Review
• Pre-work for Session 2
Break
ObjectivesBy the end of the program, you will:
– Be able to define engagement and discuss its benefits with members of senior leadership
– Recognize and apply the key components of an engagement survey as well as other feedback tools
– Develop, communicate, and promote an employment value proposition (EVP)
– Create and implement a communication protocol process
– Manage the requirements necessary to evolve your organizational culture
– Evaluate and help first line leaders support and implement engagement
Page Intro –page 2
– Drive key best practices for working with different generations, especially Generation Y
– Identify key motivators for yourself and others in your organization
– Create high performing individual and teams
– Evaluate and update your reward and recognition process
– Identify and apply the behaviors and traits that make employees successful in your organization
3
Overview of Program
– Ten sessions Ten Steps of Engagement• Program does not follow the book Louder than Words
• Four (4) general or strategic HRCI credit for each session
– Session structure• Start with a discussion of the Action Plan from the last session
• Workshop – activities, discussions, experience, and practice
• Engagement Action Plan and pre-work for next session
– Format of the sessions
– Assignments• Four assignments you must hand in for certification
≠Page Intro - 1
Info
DiscussionExercises
Experience
Overview of Program (continued)
– Material• Workbook
– Worksheets
– Exercises
– Engagement Action Plans
– Pre-work
– Engagement Specialist web site• Password protected
• All material from current sessions
• All Action Plans and Pre-work
• Contact information– Can we share everyone’s contact?
– Please let me know if you want to opt out
Exercise
Workbook
Tool
Key idea
Discussion
Session
Date Topic Required Assignment
DueDate
1 9/23 Engagement at Your Organization
2 10/28 Your Engagement Baseline
3 11/18 Creating your Employer Value Proposition
EVP Video OutlineEVP Final Video
12/165/19
4 12/16 Innovation and Leading/Managing Change
5 1/20 Determining Priorities HIT Process 4/21
6 2/17 Engaging First Line Leaders
7 3/17 Engaging the Generations
8 4/21 Balanced Scorecard and the Communication Protocol
Communication Protocol
6/16
9 5/19 Effective Compensation and Reward Programs
10 6/16 Finding and Selecting Engaged Employees
Certification Program Class Schedule
4
In addition to required assignments, pre‐work to prepare for the next session will be assigned
at the end of each class.
All required assignments must be completedin order to be certified.
In addition to required assignments, pre‐work to prepare for the next session will be assigned
at the end of each class.
All required assignments must be completedin order to be certified.
Making Your Experience Successful– Confidentiality
• What happens in Woburn, stays in Woburn
– Application• Use your monthly Action Plan to implement the concepts covered in the
workshop
– Participation• Each month – share your experiences – what worked, what didn’t?
• Complete required assignments – there are 4 required assignments
• Ask questions, answer questions - you a great resource!
– Attendance• Attend at least 7 of 10 sessions to receive certification
• Notify if you cannot make a session (contact Allan or Lauren)
– Other thoughts?• How can the facilitators and participants make your experience more
successful?
Page Intro - 3
5
You and Engagement– How does this relate to this
workshop?
– How will you be seen in your organization?• Dancing guy?
– Will people come and dance with you? Why, why not?
Session 1
The Foundation of Employee Engagement
© The Employee Engagement Group . All Rights Reserved
15
Why Care About Engagement Now?
All the data you see today(charts, statistics, studies, etc.)
are in your book:pages 6 thru 9
6
The next few slides will help you make the business case for employee engagement.
All the information (plus more) is in your workbook.
Making A Business Case
Pages6
Demographic shifts
Business results
Voluntary turnover
Making A Business Case
Pages6-
Demographic shifts
Business results
Voluntary turnover
August 20164.9%December 2000
3.7%
March 20109.9%
DOL 2016
Making A Business Case
Pages6-
7
Demographic shifts
Business results
Voluntary turnover
DOL Unemployment Trends, National Job Gains and LossesAndrew Van Dam and Renee Lightner, Wall Street Journal, March 2015
30%* of your employees will be looking for anew job in 2016
CareerBuilder.com 2015 Survey
30%* of your employees will be looking for anew job in 2016
CareerBuilder.com 2015 Survey
86%* of employees will be looking for a new job
in 2016Right Management 2015 Poll
86%* of employees will be looking for a new job
in 2016Right Management 2015 Poll
Making A Business Case
Pages6
Business results
Voluntary turnover
Demographic shifts
Making A Business Case
Pages6
Business results
Voluntary turnover
Demographic shifts
Disengaged employees cost the US economy $370 billion annually.
Right Management, 2015
Disengaged employees cost the US economy $370 billion annually.
Right Management, 2015
#1 priority of 3,300 global leaders in 106 countries is employee engagement
Global Human Capital Trends 2015; Deloitte
#1 priority of 3,300 global leaders in 106 countries is employee engagement
Global Human Capital Trends 2015; Deloitte
Making A Business Case
Pages6
8
Business results
Voluntary turnover
Demographic shifts
Engaged Companies: +61.52%S&P 500: +41.63%
McBassi and Company ResearchOctober 1, 2012 to September 30, 2015
Engaged Companies: +61.52%S&P 500: +41.63%
McBassi and Company ResearchOctober 1, 2012 to September 30, 2015
Making A Business Case
Pages7
23
Foundations of Employee Engagement
Definition of Engagement
Lets first talk about successful marriages
9
Definition of Engagement
Discussion– From your pre-work, what did you come up with as a
definition of engagement?
Definition of Engagement
It is about a mutual commitmentWe want the Company to
be successful
We want the Company to
be successful
We Want you to reach
your potential
We Want you to reach
your potential
Resulting in the capture of discretionary effort
10
Highly engaged employees are 480%more committed
to helping their company succeed
Highly engaged employees are 480%more committed
to helping their company succeed
250%more tolikely to
recommend improvements
250%more tolikely to
recommend improvements370%more likely to
recommend their company as an
employer
370%more likely to recommend their company as an
employerTemkin Group, Employee Engagement Benchmark Study, 2012
Let’s Talk About Discretionary Effort
Pages7
Discussion– What does ‘discretionary effort’ look like in your
organization?
– What are your employees doing to demonstrate discretionary effort?
Let’s Talk About Discretionary Effort
Page 1
30
32%
51%
17%
0%
15%
30%
45%
60%EngagedDisengagedActively Disengaged
January 2015 Gallup Report of 80,000 Employee Interviews
State of the Workforce Report
51%
16.5%
32.5%
2.5% increase
since 2013
Page 2
11
– Gallup’s study:• Engaged – 32.5%
• Not engaged – 51%
• Actively disengaged – 16.5%
Discussion – Your Organization– From your pre-work
• Where did you estimate your organization falls in these categories?
• How do you help disengaged become more engaged and keep engaged employees engaged?
– Note ideas in your workbook from other participants
State of Your WorkforcePage 3
32
Making the Business Case for Employee
Engagement
Making a Business Case
Employee Engagement
Customer Satisfaction
Profitable Growth
© The Employee Engagement Group . All Rights Reserved
Page 4
Customer Engagement
12
Stuff vs. EngagementEngagement is about:
• People
• Relationships
• Alignment
• Shared responsibility for creating the future together
• Business success
• Work environment
• Continuous communication
• Opportunities for performers
• Staff Development
Engagement is not about:
• Things
• Having the best of every amenity
• Avoiding making tough decisions
• Pleasing all the people all the time
• A “catch-phrase” for all HRprograms
DiscussionIn your pre-work, which list would employees have picked if asked what would make them more engage? Is there a gap?
Page 4
Engagement Articles– In groups of 3 – 4, discuss the assigned article(s)
• It’s Not You, It’s Me
• Global Human Capital Trends 2015 - Culture and Engagement (pages 35 – 39)
• Global Human Capital Trends 2015 - Performance Management (pages 51 – 56)
• Why Engagement Happens in Employees’ Hearts
– Note the key aspects of what you learned from reading the article
– Be prepared to report back• 3 – 5 key points, ‘ah-ha’ moments, or other learnings• How can you apply this to your organization?
Page 5
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Strengthening the Business Case for Employee Engagement
In God we Trust,
all others we require data
13
Starting on page 6
What drives employee engagement
(Dale Carnegie “What Drives Employee Engagement” Survey of 1,500 global
employees)
SilkRoad 2013 SurveyEmployee Engagement Research Creating a High-Performance Work Environment
Less than 40% companies focus on Employee Engagement
14
Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS
Based on survey of 25 million survey respondents
Engagement and Company Size
Engaged Actively Disengaged
<10 5000+10 - 24 25 - 49 50 - 99 100 - 499 500 - 999 1000 - 4999
50%
40%
30%
20%
10%
41
What Can Leaders Do?
SilkRoad 2013 SurveyEmployee Engagement Research Creating a High-Performance Work Environment
Best Ways to Foster Engagement
15
Show Concern About The Well Being
Of People
Show Concern About The Well Being
Of People
Build Trust
Integrity? 78% Competence? 69%
Kenexa 2013 Employee Engagement Index ScoresWorkForce Trends Report
33,000 Global Employees in 28 Counties
79%79%
44
The Role Of The Boss
Disengaged managers are 3 times more likely
to have disengaged employees
Corporate Leadership Council, 2012C
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Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS
Based on survey of 25 million survey respondents
Engagement and Bad Managers
Bad managers are creating active
disengagement costing the U.S. an estimated $450 billion to $550
billion annually
47
Engagement of the Individual
35% of U.S. workers said they’d willingly forgo a substantial pay raise in exchange
for seeing their direct supervisor fired.
2012 Poll by Parade Magazine
17
Disengaged employees cost the US economy $370 billion annually.
Disengaged employees cost the US economy $370 billion annually.
Employee Engagement: Every Leader's ImperativeMay 2013 Forbes.com
Highly engaged employees were 87% less likely to leave their companies than their disengaged counterparts.
Highly engaged employees were 87% less likely to leave their companies than their disengaged counterparts.
Driving Performance And Retention Through Employee EngagementCorporate Leadership Council 2012
Employees with lower engagement are 4 times more likely to leave their jobs than those who are highly engaged.
Employees with lower engagement are 4 times more likely to leave their jobs than those who are highly engaged.
What does an Engaged “Employee” Look Like?
18
© The Employee Engagement Group. All Rights Reserved
AnEngagedEmployee
What the employee wants to do
What the employee is good at
What the company needs
The company employs people to complete specific job functions and
duties. Setting clear expectations is key to an engaged employee
Engaged employees sincerely like the job they are doing. They want to do a good job and grow with the position they have.
Beyond the need for and desire to do a particular job, an engaged employee has or obtains, then continuously improves the
necessary skills.
Page 10
© The Employee Engagement Group. All Rights Reserved
I’m not doing what I really like to do; I’m not sure I’m even good at doing what
I’m asked to do
I like some of what I’m doing, but doing a lot of things I don’t particularly like doing;
I’m not really leveraging my skills
I like most aspects of my job; I believe I’m really
skilled in most of what I’m being asked to do
I love what I do. My skills are a perfect
match for my position
Where would you place yourself on these circles?
Where would you place yourself on these circles?
Page 10
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Engagement and Globalization
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Engagement Across the Globe
2013 Blessing White GlobalEmployee Engagement
Research Update
56
Engagement, Organizational Level, and
Professions
2013 Blessing White GlobalEmployee Engagement
Research Update
Engagement by Level
20
58
Engagement and Branding
Only 41% of employees felt that they know what their company stands for and what makes its brand different from its competitors’ brands.
Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS
Based on survey of 25 million survey respondents
Engagement and Branding
60
Engagement and Purpose
21
It’s no longer just what you do, it’s now why you do it
Engagement and Purpose
Discussion– What are the ‘purpose-driven’ aspects of your
organization?• Do you support specific organizations or causes• Who selected those causes?
– Employees?
– Leadership?
• How are causes selected?• What ideas have you gotten from other participants?
– Are there causes you could supports
– Does someone have a better selection process?
Page 11
22
Organizations driven by purpose and values
outperformed comparison companies 6 X
Research by Jim Collins and Jerry Porras
Engagement levels are twice as high (54% vs. 25%) among those who say they are proud of contributions their
organization has made to the community.
Dale Carnegie 2012 Statistics and Corporate Social Responsibility (Dale Carnegie Employee Engagement 2012 Survey of global Clients
66
Employee Engagement at Your Organization
23
Engagement in your Organization
– Engagement Change Agents and Adversaries• Influential people in the organization• CEO, CFO, EVP, VP, Director, Department or Business
Line Leader
Change Agents
Adversaries
Support for Your Engagement Efforts
– Based on your pre-work exercise, who are your:• Engagement Change Agents
• Engagement Adversaries
– In your workbook, rate each of your Engagement Change Agents and Engagement Adversaries on:• Understanding – how much you think he/she understands the
concept of engagement and what is required
• Influence – how much influence does he/she have on the organization? What is his/her ability to help or hinder your efforts?
Note: Uncomfortable using names? Use position or initials
Director of Finance
Page 1 - 12
Engagement in your Organization
– Using the evaluation in your workbook, evaluate your organization• Note – this is not an engagement survey (which we will discuss in
the next session); this is your personal assessment of your organization as a whole
– Rate on a scale of 1 – 10 each key components of engagement
– Note your results and the key areas that need to be addressed
– Be prepared to discuss your results
Page 14
24
70
Your EngagementAction Plan
Develop Your Action Plan
– Spend the next 10 – 15 minutes and develop your Engagement Action Plan• Business drivers that are most important to your
organization• Ideas to increase your focus on
purpose• Key improvement areas
• Your Engagement Adversary strategy
Action PlanAfter page 15
Action Plan
– Using your Engagement Action Plan as a guide:• Discuss employee engagement with at 2 - 3 leaders• This can be as a group or individually• Take notes on your Action Plan and be prepared to
report back the results of your discussions– Look at your list of Engagement Adversaries
• Create a strategy you will use to influence each to support your engagement efforts
• Use codes and pseudonyms
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Pre‐work
Session
Date Topic Required Assignment
DueDate
1 9/23 Engagement at Your Organization
2 10/28 Your Engagement Baseline
3 11/18 Creating your Employer Value Proposition
EVP Video OutlineEVP Final Video
12/165/19
4 12/16 Innovation and Leading/Managing Change
5 1/20 Determining Priorities HIT Process 4/21
6 2/17 Engaging First Line Leaders
7 3/17 Engaging the Generations
8 4/21 Balanced Scorecard and the Communication Protocol
Communication Protocol
6/16
9 5/19 Effective Compensation and Reward Programs
10 6/16 Finding and Selecting Engaged Employees
Certification Program Class Schedule
Pre-work
– Identify feedback tools you have used in your organization• Surveys• Town hall meetings• Committees• Suggestion box• Other
– Document the pros and cons of using each– Read the articles on the Specialist web site
Last page of material