Employee Engagement Opportunity Scan · Employee Engagement Opportunity Scan U t h l ith l ti In today’s business environment one thing ... • Improved team engagement skills &
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Recalibrate the commitments that inspire engagement
Employee Engagement Opportunity Scan
U t h l ith l ti
In today’s business environment one thing is absolutely clear: you need all hands on deck. You simply cannot afford not to have the committed, intelligent action of every member of your team -- and
Uncover ways to reach your goals with less time, money,and stress by keeping commitments real.
Sample Report
y ynot just following orders but taking the initiative to attract and retain customers, improve processes, reduce waste, and minimize risks.
Studies show that highly engaged employees are up to 25% more productive and 80% more likely to stay – yet only a small percentage of employees are highly engaged and employees tend to disengage with time on the job
Includes:• Commitments by stakeholder• Team alignment levels• “Realness” of commitments• Engagement skills/practices
with time on the job.
Why? Often because they face unhealthy pressure to compromise on the commitments and responsibilities that initially inspired them. Sadly, this pressure is often unintentional, a product of “commitment drift” that naturally occurs as organizations change and grow.
The good news is that one of the fastest ways to mobilize engagement and performance is simply to take stock of those
Sample ProcessTeam Orientation
Data Gathering
commitments and recalibrate to make them real again.
The Employee Engagement Opportunity Scan does just that, providing a powerful accelerant for leaders and teams facing:
• New leadership• Major change initiatives• Uneven engagement• Ambitious values-based missions
Dialogue
Action
Report Generation
• Greater alignment around core team commitments• “Critical few” areas for improvement & innovation• Specific commitments to be renegotiated & a strategy for
approaching other stakeholders• Shared principles for weighing tradeoffs & compromises• Improved team engagement skills & practices
What You Will Take AwayPlus expenses.Through 1/31/11, using on-line data-gathering and a single dialogue session.
Additional Options:• 1:1 interviews or focus groups• Engagement skill-building for leaders or team members
$1,000/person
Elizabeth Doty is a consultant and coach who has spoken with over 400 people about the challenges and triumphs of doing work they are
Improved team engagement skills & practices leaders or team members.
over 400 people about the challenges and triumphs of doing work they are proud of. Her firm, WorkLore, partners with organizations such as Intuit, Archstone-Smith, and Hewlett Packard to increase the alignment, integrity, and engagement that allow them to generate extraordinary value. Ms. Doty’s book The Compromise Trap: How to Thrive at Work without Selling your Soul was rated among the top 7 Career Management books of 2010.
1990’s Delta Airlines Commercial with halfback Sam Singletary http://www.youtube.com/watch?v=0JQ8jNAodu0Corporate Leadership Council (50,000 employees, 59 global corp’s, 10 industries, 27 countries)http://www.lloydmorgan.com/PDF/Driving%20Performance%20and%20Retention%20Through%20Employee%20Engagement.pdfEthics Resource Council - http://www.ethics.org/page/nbes-supplemental-research-briefs
The Leadership Challenge: How do I improve engagement?How do I improve engagement?
I know engagement paysI know it’s a business priorityI know it s a business priorityI know there’s room to improveBut my plate is already full
Sample based on Sirota Consulting Group, a highly respected provider of engagement data. http://www.sirota.com
3
The Opportunity: Engagement is a barometerEngagement is a barometerReflecting the health of all your business relationships & commitmentsNot just commitments to employees
ghttp://www.sirota.com/pdfs/Pride_The_Hidden_Corporate_Asset.pdf, p 3
Because commitments often “drift”Because commitments often driftOrganizational promises, values and practices naturally erode over time as:naturally erode over time as:
Leaders and roles changeReorganizations cause “resets”
I swear we’ll come back & do it right later!
gNew programs crowd out old best practicesComplexity makes coordination Complexity makes coordination and follow-through harderMisinterpretations replicate
Which causes employees to Is this real change or fake change?
Which commitments
Which causes employees to disengage if they feel pressed to compromise
Photo of Deepwater Horizon explosion from http://en.wikipedia.org/wiki/Deepwater_HorizonSwiss cheese metaphor adapted from James Reason, author of Human Error
What can you do?What can you do?Use periodic Opportunity Scans to keep commitments realRecalibrate rather than adding new programsReinforcing a culture of high-engagement
Pil h O i S i h ll Pilot the Opportunity Scan with a small team High potentials struggling with engagement?Overloaded team needing more time?gCritical team not making sufficient progress?Global team struggling for alignment?
Get a rough Costs of Compromise estimateGet a rough Costs of Compromise estimateReview related blog post2-day review and rough calculation of opportunity