Engaged @ Work
Human Resources &
OD Consultation
Top Executives
Staff Engagement:
Proof of Effective Leadership
GeGe Beall
Owner, Engaged @ Work
gegebeall@aol.com
1
Our Communication
2
I Am Here For
About the Research & Statistics
Compare
your
business IN,
rather than
comparing
it OUT
4
Terms
Staff
Employees
Terms
Line Manager
Manager
Supervisor
7
Great Customer Service is
Great for Your Business
=
Which of These Has the
Greatest Influence on Business?
Financials
Staff
Engagement
Customer
Service
9
According to Research
Financials
Customer
Service
Staff
Engagement
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11
Staff
No
Customers
12
Why I’m In This Field
13
Agenda
•
•
•
•
What is Staff Engagement
The impact of SE on your business
The impact of the line manager
Methods to improve staff
engagement
• What the Line Managers will learn
• Discussion
14
“If you are not happy with
your job, you are not
happy with your life.”
~ GeGe Beall
15
Why Not
“Employee Satisfaction”?
• Staff can be “satisfied & still not care!
• Satisfaction is too low a standard
16
Employee Engagement
• Genuine caring about organization
• Committed with hearts & minds
17
Why Should You Care?
18
You Have An Ideal Situation!
The Unemployed
Your Staff
19
You Have Employees Like
These?
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We Forgot to Engage Them!
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If You Are Not Engaging
Your Staff, You Are Not
Reaching Your Potential or
Theirs!
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Research by Gallup, Hewitt, et al.
Higher Employee Engagement =
Morale
Theft
Quality
Turnover
Productivity
Employee Injury
& Disability
Customer Sat
Readiness for
Change
Revenue
Growth, ROI,
Cash Flow
Absenteeism
Job Stress
Pot Stirring
23
Turnover
24
Link Between Engagement &
Customer Satisfaction
• Companies with highly engaged
staff had customer satisfaction
scores that were 56% higher than
those with highly disengaged staff
25
Link Between Engagement &
Profitability
$200,000
1 Point
Engagement
Profitability
Institute for Employment Studies
26
Link Between Engagement &
Profitability
• Companies with “high morale”
financially outperformed their
industry counterparts by 20%
2002, David Sirota, et. al.
27
Link Between Engagement,
Customer Satisfaction, &
Profitability
• Companies with engaged employees have
customers who use their products more often,
resulting in greater profitability including
employees who do not have direct contact
with customers.
"Linking Organizational Characteristics to Employee Attitudes and Behavior,”
The Forum for People Performance Management & Measurement28
Staff Engagement is Key to
Your Success!
Customer
You
Staff
29
Who’s Job is it Exactly to
Engage Staff?
1.
2.
3.
4.
The Company
The Top Executives
The Line Manager
The Staff (engage themselves)
30
Staff Engagement is About
Leadership’s Relationship
with Staff
• If there is no relationship, there is
no engagement
• If the relationship is neutral or
negative, there is no engagement
31
Quiz:
Who has the biggest impact
on Staff Engagement?
A.
B.
C.
D.
The Company Itself
The Top Executives
The Manager/Direct Supervisor
The Employee
Why?
32
Research: Line Managers
“Trump” The Company Every
Time
The Manager:
• Pervades the work
environment & sets culture
• Sets schedule & work
expectations
• Hires co-workers
• Rewards the staff or doesn’t
• Deals with work issues or
doesn’t
• Evaluates performance
• As a staff member, my day is
determined by my manager
33
Research By Gallup:
• Employee may join a company
for benefits & reputation
• But how long she stays & how
productive she is, is determined
almost exclusively by
relationship with manager
34
“It is better to work for
a great manager in
an old-fashioned
company than for a
terrible manager in a
company offering an
enlightened
employee-focused
culture.”
- First, Break All the
Rules, p.34.
35
How Are The Line
Managers?
What Are You Doing to Engage Them?
How Are They Treating the Staff?
36
Top Executives
Line Managers
Staff
Your Customers
37
While It is The Line Manager
Who Has the Most Direct
Impact, It is the Top Leaders
Who Set the Tone
38
Differentiating Your Staff
• Engaged Staff
– High Performers
• On-the-Fence
– Medium Performers
• Actively Disengaged
– Poor Performers
39
Your Job
Keep Her Engaged
Convert Him
Convert Him
or Get Him
OUT! 40
Discussion
41
Improving Staff
Engagement
42
The Good News?
43
Treat All Your Employees
Like High Performers
Treat Staff Like High Performers
Self-Fulfilling Prophecy
The Theory:
• You’ll get exactly what you expect
Treat Staff Like High Performers
Self-fulfilling Prophecy
(continued)
• How Do We Communicate Our
Expectations?
Improve Communication
48
Communication
Excellent
Poor
• Greater employee
engagement
• Frustration at every
level
• Poor decision
making
• Lower productivity
• Waste & rework
• Employee turnover
• Poor customer
outcomes
• Staff make up
49
information
– #1 factor
employees want
• Less turnover &
absenteeism
• Reduced stress &
greater
cooperation
• Less gossip
• Greater
productivity
• Positive impact to
the bottom line
Key Points to Any Message
“Know-Feel-Do”
• Know
– What do you want me to
remember?
• Feel
– Show me you care about my
needs
• Do
– Be clear about what I’m
supposed to do next (Do)
50
Monthly Staff Meetings
• Hold sessions so
all/most can attend
• Have a standardized
agenda
• Include “around the
room” (staff voice)
51
Hold 5 Minute Stand-ups
• VERY effective
– Required @ Disney & Ritz-Carlton
– Theatre-before every show
• Gather before shift to give the lowdown
–
–
–
–
Overview of your dept
Any supply or equipment issues
Call-ins
Ask staff for any input
• Quick is key
52
What’s the number one
way to improve
communication?
Getting to Know Each Staff
Member on a Personal Basis
53
Get & Use Ideas From Staff
• Ask for input in your staff meetings
• Problem Solving Teams
– Identify Problem
– Identify Possible Solutions
– Research
– Make Recommendations to Top Execs
• Suggestions Boxes
54
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Rewarding &
Recognizing Staff
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“Whether you are big or
small, you cannot give good
. customer service if your
employees don’t feel good
about coming to work.”
Martin Oliver, MD
Kwik-Fit Financial Services
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Recognize Tenure Milestones
58
Staff Member of the
Month/Quarter
Benefits:
• Creates a “hero” amongst
us
• Gives staff concrete
examples of what makes
an employee
outstanding
• Gives everyone a reason
to be proud
– Connects back to purpose
& worthwhile work
59
Top Five Workplace
Incentives
1. Personal thanks from manager
2. Written thanks from manager
3. Promotion for performance
4. Public praise
5. Morale-building meetings
 Having fun, pot-luck
Source: Dr. Gerald Graham, Wichita State University
60
More Than Anything Else,
People Want to Know That You
Appreciate Them & That You’ve
Noticed That They’re Doing a
Good Job!
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Managing Low Performers
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“Great vision without great
people is irrelevant.”
~Jim Collins, “Good to Great”,
2001
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2006 Study
70,035 employees
Across 116 different
organizations
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Managing Low Performers
• 87% of employees say that working
with a low performer has made them
want to change jobs
• 93% said that working with a low
performer lowered their own
performance
YET:
• Only 17% of middle managers say
they feel comfortable improving or
removing low performers
**Reported in BusinessWeek, Modern Healthcare, Harvard Management Update,
Entrepreneur, Nursing Management.
65
Follow-Up Survey:
6,241 Employees
What Makes Someone of Poor
Performer?”
1.
2.
3.
4.
5.
•
Top 5 Characteristics”
Negative Attitude
Stir Up Trouble
Blame Others
Lack Initiative
Incompetence
Note: issues overwhelmingly focus on personality rather
than skills.
66
If They’re Sooooo Unhappy,
Why Don’t The Toxic Leave?
• Their goal is to undermine &
contaminate the organization.
– Why miss work when there’s so much
toxic work to do?
• They have been rewarded for their
negativity
– Pay increases, good evaluations,
promotions, seniority
• If no one has stopped them, their
behavior must be fine
67
Case Study:
Hospital A
25%
22.5%
19.8%
20%
16.3%
14.5%
15%
10%
4.6%
5%
4.0%
3.7%
1.7%
0%
2001
2002
Voluntary
2003
2004
Involuntary
68
Case Study:
Hospital A
25%
22.5%
19.8%
20%
16.3%
14.5%
15%
10%
4.6%
5%
4.0%
3.7%
1.7%
0%
2001
2002
Voluntary
2003
Involuntary
2004
69
Case Study:
Hospital B
35%
32.1%
30%
25.3%
25%
22.2%
17.7%
20%
15%
10%
7.2%
3.6%
5%
0%
1997
5.7%
4.8%
1998
Voluntary
1999
Involuntary
2000
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Case Study:
Hospital B
35%
32.1%
30%
25.3%
22.2%
25%
17.7%
20%
15%
10%
7.2%
3.6%
5%
0%
1997
5.7%
4.8%
1998
Voluntary
1999
Involuntary
2000
71
Case Study:
Hospital C
25%
19.6%
20%
20.8%
16.7%
16.2%
14.6%
15%
10.6%
9.8%
10%
4.5%
5%
0%
3.2%
2004
3.5%
2005
2.9%
2006
Voluntary
3.4%
2.3%
2007
2008
Involuntary
2.4%
2009
2010
72
Case Study:
Hospital C
25%
19.6%
20%
20.8%
16.7%
16.2%
14.6%
15%
10.6%
9.8%
10%
4.5%
5%
0%
3.2%
2004
3.5%
2005
2.9%
2006
Voluntary
3.4%
2.3%
2007
2008
Involuntary
2.4%
2009
2010
73
“If companies hope to keep their
best employees, they have to
dump their worst…If low
performers start dictating the
company’s culture--productivity,
quality, and service will decline
precipitously, and high
performers will avoid your
company like the plague.”
--Mark Murphy, CEO
74
“What You Permit,
You Promote.”
~Liz Jazweic
Healthcare Consultant
75
Have Fun!
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Have Fun
•
•
•
•
•
Top 5 favorite way for staff to be recognized
Light hearted awards
Food
Leaders dress in theme & serve staff
Challenge another department to a fun
competition
• After work events
• Celebrate birthdays, anniversaries, & special
achievements
77
Hardwiring Fun
•
•
•
•
It won’t “just happen”
Need a Fun Action Plan
Ask staff for input
How many events per year?
Monthly? Quarterly?
– Put it on your calendar
78
Agenda for Line Managers
• Everything You’ve Learned
• What Does Staff Want
• Impact of Leadership Style on
Engagement
• More details about how to improve
staff engagement
• How to create & survey staff
79
Discussion
80
Blagodaram!
Engaged @ Work
Human Resources &
OD Consultation
Staff Engagement:
Proof of Effective
Leadership
GeGe Beall
Owner, Engaged @ Work
3612 Riverdowns North Drive
Midlothian, VA, USA
gegebeall@aol.com
804-464-1312