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Copyright © 2015-2016 Equilibria
Managing the Cost of Disengagement
Nicole Lipkin, Psy.D., MBA
CEO, Equilibria Leadership Consulting
Author: What Keeps Leaders Up At Night & Y In The Workplace
Sponsored by:
Copyright © 2015-2016 Equilibria
What Is Engagement?
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It’s not happiness or satisfaction, it’s
EMOTIONAL COMMITMENT
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•
Stage 1: Basic Needs
I know
what is
expected of
me at work.
Engagement Factors
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•
Stage 1: Basic Needs
I have the
materials
and
equipment I
need to do
my job right
Engagement Factors
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•
Stage 2: Individual Contributions
At work, I
have the
opportunity
to do what I
do best
every day.
Engagement Factors
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•
Stage 2: Individual Contributions
In the last 7
days, I have
received
recognition /
praise for
doing good
work.
Engagement Factors
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•
Stage 2: Individual Contributions
My
supervisor or
somebody at
work seems
to care about
me as a
person.
Engagement Factors
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•
Stage 2: Individual Contributions
There is
someone at
work who
encourages
my
development
Engagement Factors
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•
Stage 3: Belonging
At work, my
opinion
seems to
count.
Engagement Factors
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•
Stage 3: Belonging
The mission
or purpose
of the
company
makes me
feel my job is
important.
Engagement Factors
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Stage 3: Belonging
My
associates
are
committed to
doing quality
work.
Engagement Factors
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•
Stage 3: Belonging
I have a best
friend at
work.
Engagement Factors
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•
Stage 4: Growth
In the last 6
months,
someone
has talked
with me
about my
progress.
Engagement Factors
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•
Stage 4: Growth
This last
year, I have
had
opportunities
to learn and
grow.
Engagement Factors
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Engaged Employees =
Better Performance Outcomes
Service Levels (productivity, performance & quality)
Customer retention and satisfaction
Retention rates
Workplace safety
Profit
Shareholder returns
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Copyright © 2015-2016 Equilibria
Copyright © 2015-2016 Equilibria
WHEN ORGANIZATIONS SUCCESSFULLY ENGAGE THEIR
CUSTOMERS AND THEIR EMPLOYEES, THEY EXPERIENCE A
240%BOOST IN PERFORMANCE-RELATED BUSINESS OUTCOMES
COMPARED WITH AN ORGANIZATION WITH NEITHER ENGAGED
EMPLOYEES NOR ENGAGED CUSTOMERS.
Source: Gallup, State of the American Workplace Report, 2013
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Top
engagement
companies
outperform
by 147% earnings per
share
90% better
growth
trends than
their
competition
Copyright © 2015-2016 Equilibria Source: Gallup, State of the American Workplace Report, 2013
18 percent
actively disengaged52 percent
not engaged30 percent
engaged
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Copyright © 2015-2016 Equilibria Source: Gallup, State of the American Workplace Report, 2013
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Active disengagement
costs
$450-550 B.annually in lost
productivity
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Active Disengagement
Theft
Emotional Contagion
Absenteeism
Poor Performance
Customer Disengagement
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Job Hopping and Costs•
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What Causes Disengagement?
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Psychological Contract
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• Violations of trust
• Lack of honesty and integrity
• Ethical/legal violations
• Broken promises
• Intrusion on personal time
• Ill-defined job expectations
• Difficult workplace environments
• Drastically altering the deal
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Emotional Contagion
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Impact on Customers
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What To Do About It?
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Deloitte’s Global Human Capital
Trends Report, 2014Five elements which drive highly engaged workforces:
• The work itself
• The management environment
• The flexibility and inclusion of the workplace
• People’s ability to learn and grow
• Trust and meaning from leadership
Source: Deloittte, Global Human Capital Trends Report,
2014
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What The Most Engaged Organizations Do
Clear Vision
Strong Leadership Philosophy and Leadership Tone
Management Accountability and Performance (No
Tolerance Rule)
Strong Communication
Message of Engagement as part of People Strategy
Development and Ongoing Learning Opportunities
Leader and Manager Development Programs
Tailored Engagement
Ownership and Self-Accountability
Strong & Tailored Reward and Recognition
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Social
Connection
Leadership
Excellence
Aligned
Culture
Meaningful
Life
SLAM!
Copyright © 2015-2016 Equilibria
Questions? Comments?
@DrNicoleLipkin
www.linkedin.com/in/nicolelipkin
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