Helping Each Other and Our Teams During Times of Change Brandon Sullivan, Ph.D. OHR Employee Engagement Manager March, 2013 Agenda • Stressors in today’s workplace • How the workplace is changing • Burnout • Engagement • What you can do to increase engagement Faster pace of organizational change Decreased fit between you and your job Conflicting expectations and goals Decreased autonomy, voice, input into key decisions Top Workplace Stressors Unclear expectations and goals Lower support from coworkers, supervisors, and others Greater demands on your time, energy, and emotional reserves The Old Workplace Mutual Loyalty Common Identity Trust & Stability •Individuals feel a strong obligation and loyalty to the organization •Employers feel a strong obligation and loyalty to employees •Individuals identify with the organization •Allegiance is to the organization and its members •Broad trust in institutions and leaders •Employer provides stable career path •Change treated as an infrequent and discreet event The New Workplace Transactional Relationship •Individuals stay with an organization until they get a better deal elsewhere •Employers retain an employee as long as it makes financial sense Change is Constant •New jobs emerge that didn’t exist before •Current jobs change or become obsolete •Organizational structures always adapting to new challenges Less Trust, More Accountability •Less trust in institutions and leaders •Greater transparency and accountability for results and use of resources So What? • Weaker identification with the organization as a whole • Stronger identification with occupation, discipline, personal network • Employee responsible for own career (and more empowered) • More focus on what you, your immediate team, and your network can do Activity Discuss with a partner 1-2 ways your current work and workplace are changing How are these changes affecting your stress level? How Do Individuals React? When work demands consistently exceed the available coping resources, a process called burnout begins… It Starts with Exhaustion Feelings of being over-extended, depleted of emotional and physical resources, feeling “drained” Next: Depersonalization, Cynicism & Detachment • Human services occupations: depersonalization – ceasing to see one’s students, clients, patients, or customers as individual human beings • Non human-services occupations: cynicism and detachment • Under the circumstances, this can be adaptive Finally: Reduced Efficacy • Reduced feelings of effectiveness and personal accomplishment • Can result in less effort and poorer performance Burnout … if not addressed, burnout can lead to increased turnover and absenteeism, greater risk for physical and psychological illness, spillover of stress to personal relationships The Way Forward Create the opposite of burnout Employee Engagement! Key Drivers Engagement • Campuses, colleges, units & departments build trust and create a sense of collective purpose • Consistently effective leaders and managers Key Outcomes • Individuals are enthusiastic, passionate, and committed to their work and the University • Challenging work that provides a feeling of mastery Has to be a two-way street: • Great work environment and effective culture • Discretionary effort (going above-andbeyond) • Performance and innovation • Recruitment and retention of top talent Individual time, energy, enthusiasm Organization Taking Ownership Key Drivers • Campuses, colleges, units & departments build trust and create a sense of collective purpose • Consistently effective leaders and managers • Challenging work that provides a feeling of mastery What can we do? Build and communicate a shared vision Set challenging goals that contribute to the vision Provide clear roles and expectations Ensure the free flow of timely, high-quality information Remove barriers to success with a sense of urgency Take every opportunity to recognize and reward good work Listen actively and seek to understand others’ viewpoints Demonstrate concern and support for others’ wellbeing Actively help others make progress toward career goals Decades of research show these factors to be foundational for building highly engaged, high performance teams Activity With a partner, discuss which drivers of engagement are current pain points for your team or unit Brainstorm some practical ideas your partner might try to address these pain points Questions?