Welcome to Employee Engagement Specialist Certification · 5 January 2015 December 5.7% 2000 3.7% March 2010 9.9% Job Gains and Losses 6/12/2015 National Job Gains and Losses Andrew
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
All the data you see today(charts, statistics, studies, etc.)
are in your book:pages 6 thru 9
5
January 20155.7%December
20003.7%
March 20109.9%
Job Gains and Losses
6/12/2015
National Job Gains and LossesAndrew Van Dam and Renee Lightner, Wall Street Journal, Feb 2015
Job Openings, Hires and Quits Page 4
Bureau of Labor Statistics, Job Openings and Labor Turnover Survey, January 2015Shaded area = recession determined by the National Bureau of Economic Research
Turnover vs. Unemployment
Results from PwC Saratoga’s 2012/2013 US Human Capital
Effectiveness Report
6
30%* of your employees
will be looking for a
new job in 2015CareerBuilder.com 2015 Survey
30%* of your employees
will be looking for a
new job in 2015CareerBuilder.com 2015 Survey
86%* of employees
will be looking for a
new job in 2015Right Management Poll- 2015
18
Foundations of Employee Engagement
7
Definition of Engagement
Lets first talk about successful marriages
Definition of Engagement
Discussion
– From your pre-work, what did you come up with as a definition of engagement?
8
Definition of Engagement
It is about a mutual commitment
We want the Company to
be successful
We Want you to reach
your potential
Page 1 - 2
Resulting in the capture of discretionary effort
9
Highly engaged employees are 480%more committed to
helping their company succeed
250% more tolikely to recommend
improvements370% more likely to recommend their
company as an employer Temkin Group,
Employee Engagement Benchmark Study, 2012
Let’s Talk About Discretionary Effort
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
27
32%
51%
17%
0%
15%
30%
45%
60%
Engaged
Disengaged
Actively 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
10
28
32%
51%
17%
0%
15%
30%
45%
60%
Engaged
Disengaged
Actively Disengaged
January 2015 Gallup Report of 80,000 Employee Interviews
State of the Workforce Report
51%
16.5%
32.5%
Page 2
– 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
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?
Page 10
53
Engagement and Globalization
Engagement Across the Globe
2013 Blessing White Global
Employee EngagementResearch Update
19
55
Engagement, Organizational Level, and
Professions
2013 Blessing White GlobalEmployee Engagement
Research Update
Engagement by Level
57
Engagement and Branding
20
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
Gallup’s 2013 STATE OF THE AMERICAN WORKPLACEEMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS
Based on survey of 25 million survey respondents
Grow or Die
60
Engagement and Purpose
21
It’s no longer just what you do, it’s
now why you do it
22
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
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
23
67
Employee Engagement at Your Organization
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
Ad
ve
rsa
ries
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
24
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
71
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
25
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
74
Pre-work
Pre-work
– Identify feedback tools you have used in your organization