View
953
Download
0
Category
Preview:
DESCRIPTION
Presentation handout provided by Chris Gay for posting following on her presentation for the Federal Communicators Network, January 20, 2012
Citation preview
January 19, 2012
Engaging Employees in the Strategy for Performance-Driven Results
FCN Lunch & Learn Webinar
Connecting People and Strategy
2
Our Purpose
To help organizations connect
people and strategy to achieve results
21% of employees today identify themselves as highly disengaged, a three-fold increase since 2007.1
The cost of disengagement to U.S. employers is estimated to be as much as $350 billion per year.2
Engaged employees outperform disengaged ones by 20-28%.3
Organizations with engaged employees showed a 19% increase in operating income 1-year period, compared to a 33% decrease in companies with disengaged employees.4
1The Corporate Executive Board, Employee Engagement Study, 2010 2Human Capital Institute, The Economics of Engagement, 2009
3
The State of Engagement
3The Conference Board, Global Engagement Study, 2010 4Towers Perrin, International Survey Research, 2009
What Drives Engagement?
4
Employee understanding of the
strategy and how their work contributes to company performance is one
of the top drivers of engagement
Source: The Conference Board (included review of Gallup, Towers Perrin, Blessing White, the Corporate Leadership Council and others)
However...
What Drives Engagement?
Only 37% of employees understand what the organization is trying to achieve
20% of employees have a clear line of sight between their work and organizational goals
5
Source: Stephen Covey, The 8th Habit: From Effectiveness to Greatness
Two Kinds of Engagement
6
OR
Definition of Employee Engagement
Employees are engaged when they:
Understand the organization and their role in its success
Trust leadership and believe leaders are making decisions with the best interest of the organization and the people in mind
Are engaged in making a difference in their jobs every day
Feel valued and appreciated
7
Federal Employee Viewpoint Survey Overall Results
8
Survey Item % Favorable The work I do is important. 92% I like the work I do. 85% I know how my work relates to my agencies goals and priorities. 85% I am held accountable for achieving results. 84% My agency is successful at accomplishing its mission. 79% The people I work with cooperate to get the job done. 75% My work gives me a feeling of personal accomplishment. 74% I have enough information to do my job well. 73%
Strengths
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
Federal Employee Viewpoint Survey Overall Results
9
Survey Item % Favorable My training needs are assessed. 54% Policies and programs promote diversity in the workplace. 59% Employees have a feeling of personal empowerment with respect to work processes.
48%
Opportunities
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
DEVELOPING A RESUTS-DRIVEN ENGAGEMENT STRATEGY
10
Cornerstones of Strategic Planning
11
Planning is a process, not an event
Values will be key in trust, openness and ability to take risks
The way stakeholders currently view the organization will heavily influence the discussion of the future
A clear, compelling view of the future will serve as a motivator for the organization
Stakeholders must be willing to move from goals to the behavior changes required to achieve the strategy
Success demands follow-up, accountability and rewards that show the organization is serious about its objectives
Copyright © 2012 Bridge Consulting
12
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
The Strategic Planning Process
Copyright © 2012 Bridge Consulting
13
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
Assess the Landscape
Copyright © 2012 Bridge Consulting
Gather Data
Gather data to ensure thorough understanding of:
External and internal factors impacting the agency and employees
and alignment of organization behind them
14
Assess the Landscape
15
SWOT Analysis
Strengths What are we really good at? What is our competitive disadvantage?
Weaknesses Where are we most vulnerable? What are the biggest issues?
Opportunities How can we improve employee engagement to deliver agency results?
Threats What will cause low engagement or high turnover?
Assess the Landscape
16
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
Set Objectives & Priorities
Copyright © 2012 Bridge Consulting
Overview
17
Set objectives
Brainstorm strategies for each objective
Prioritize strategies
Develop tactics for each strategy, with timeline and resource requirements
Identify next steps
Set Objectives & Priorities
18
Criteria for Strategic Objectives
Strategic objectives should be:
Realistic can be achieved in timeframe
Communicable easy for others to understand
Measurable state how you will
Relevant achievement will make a major contribution to vision and/or mission
Set Objectives & Priorities
Brainstorming Methods
Mind-mapping
Storyboarding
Brain writing
Attribute change
Rolestorming
Trigger method
19
Logistics Themes Content
Set Objectives & Priorities
Set Objectives and Priorities
20
FOCUS
The Bottom Line
Set Objectives & Priorities
21
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
Create the Plan
Copyright © 2012 Bridge Consulting
Messaging The Context
Employees need to understand the context for
priorities?
What are other agencies doing?
How does your agency want to be positioned with its constituencies?
22
Create the Plan
Stakeholder Analysis
23
Stakeholder Group
Key Issues Key Constituents
Impact Comm. Tactic
Call Center Rep Need context and detail to ensure they can explain differences to people and proactively respond
Managers/ Employees
9 Create online tip sheets Prepare role plays for manager to use with team
Create the Plan
24
Identify Vehicles
Top Communication Methods Used to Engage Employees and Foster Productivity
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2011
Create the Plan
25
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
Align Leaders
Copyright © 2012 Bridge Consulting
Federal Employee Viewpoint Survey Perceptions of Leaders
26
Survey Item % Favorable
Managers communicate the goals and priorities of the organization.
64%
Overall, how good a job do you feel is being done by the manager directly above your immediate supervisor/team leader?
58%
My organization's leaders maintain high standards of honesty and integrity.
57%
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
Align Leaders
Leader Roles in Engagement
Agency Director Sets the vision and brings it to life
Holds others accountable for communication
Leadership, above plus: Builds context around the vision Creates a communication culture
Managers Makes the vision meaningful locally Creates a communication culture Serves as an advocate for employees
27
Align Leaders
Copyright © 2012 Bridge Consulting
Building Trust
Employees with a high degree of trust in management are more committed and less likely to leave:
80% with high trust in management are committed to the organization, compared with 25% with a low trust
60% with low trust in management intend to leave their organization, compared to 20% with high trust
28
Source: CCL, World Leadership Survey, 2010
Align Leaders
Leadership Sphere of Engagement
29
Agency Results
!"#$%&'((!$&%)*(+,#-,#.#&/(
!).#0&(1#/.&%#%$(
1#%&(-2((3#$4.(
5&)-$%#6&(
7-%/#/.&%.(8-)9/(
:;"<(.4&((=;"<(
Workshops
Toolkits
Ongoing feedback on progress
Align Leaders
Copyright © 2012 Bridge Consulting
30
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
Engage Employees
Copyright © 2012 Bridge Consulting
Federal Employee Viewpoint Survey Motivation & Commitment
31
Survey Item % Favorable
In my organization, leaders generate high levels of motivation and commitment in the workforce. 45%
Source: 2011 Federal Employee Viewpoint Survey, United States Office of Personnel Management
Engage Employees
Engagement Pyramid
32
KNOW
UNDERSTAND
COMMIT
DO
Engage Employees
Copyright © 2012 Bridge Consulting
Using Creativity
33
Discovery Maps
Social media blogs, discussion boards, podcasts, wikis, webcasts
Contests
Opportunities for dialogue and employee input
Storytelling
Be Creative Find Ways to Truly Connect
Engage Employees
Discovery Maps
A discovery map is an interactive, visually compelling communication tool that can be used to:
Create strategic clarity throughout the organization
Align leaders to ensure they are consistently communicating and modeling behaviors for success
Actively engage employees in the strategy and
achieving it
Build pride throughout the organization
Discovery maps leverage visual learning and active dialogue, which is how over 60% of people learn
34
Engage Employees
Growth of Social Media
35
175 million user accounts
750 million active users
93% of social media users believe a company should have a presence
in social media
4 out of 5 in U.S. create, participate in or read social
media each month
Streams 3 billion videos per day 100 million
user accounts
Used by over 100,000 companies
Engage Employees
Most Commonly Used Social Media Tools
36
Internal and External Social Media Tools Currently Used
Source: IABC Research Foundation and Buck Consultants Employee Engagement Survey, 2010
Engage Employees
Use of Social Media Example
Employee film festival employee created videos with voting, comments and sharing
Social media portal blogs, social games, photo sharing and forums
Employee jams to generate ideas, spur creativity and build community
Intranet tools polls, focused discussions and recognition mechanism
37
Engage Employees
38
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
Measure
Copyright © 2012 Bridge Consulting
Measuring Progress Along the Engagement Pyramid
39
Measure
KNOW
UNDERSTAND
COMMIT
DO Engagement Surveys Transactional Outcomes
Pulse Takers Focus Groups
Knowledge Tests
Distribution Surveys
Copyright © 2012 Bridge Consulting
40
Assess the Landscape
Set Objectives & Priorities
Create the Plan
Align Leaders
Engage Employees Measure
R E S U L T S
In Summary
Copyright © 2012 Bridge Consulting
Contact Info
Chris Gay o: 614.775.9706 c: 614.370.7055 Chris.Gay@bridgecnslt.com
41
Recommended