Employee Engagement: The Organizational Mt. Everest (Institute of Internal Auditors 2009 GAM)

8/9/2019 Employee Engagement: The Organizational Mt. Everest (Institute of Internal Auditors 2009 GAM)

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2009 GENERAL AUDIT MANAGEMENT

CONFERENCE

March 16 - 18, 2009 / Washington, D.C. (National Harbor, MD)

Employee Engagement:The Organizational Mt

Everest

Dana E. Jarvis, MPA, MSWAdjunct Professor of Business Ethics & Management, Duquesne University

Principal, Avanti Consulting Group, Inc.




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Source: http://projects.nytimes.com/creditcrisis/recipients/table




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Source: http://projects.nytimes.com/creditcrisis/recipients/table

Bailout Mountains




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Q: What’s the biggest similaritybetween an economic boom and an

economic bust?

A: The PEOPLE. In a boom or a bust,it’s the people that make or break acompany. The more we engageemployees, the more successful wewill be.




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Are you interested in…

… then stick around.




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• MPA, MSW• Former U.S. Marine• Management Consultant• HR Director• Adjunct Professor

• Writer• Husband and Father• [email protected]• www.jarvis.typepad.com

Meet Dana E. Jarvis




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• Enhance understanding of EmployeeEngagement.

• Provide practical tools and strategies to improveyour organization’s Employee Engagement.

• Share practical examples of real worldorganizations who have benefited fromemployee engagement.

• Begin to develop an action plan to increase yourEmployee Engagement.

Session Goals




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Sample Internal Auditor

Job Description• Controls audits for management to assess effectiveness of controls,

accuracy of financial records and efficiency of operations• Examines records of departments and interviews workers to ensure

recording of transactions and compliance• Inspects accounting systems to determine their efficiency and

protective value• Analyzes data obtained for evidence of deficiencies in controls,

duplication of effort, extravagance, fraud, or lack of compliance withlaws, government regulations and management policies andprocedures

• May also conduct special studies for management

• May also audit employer business records for government agency todetermine unemployment insurance, premiums, liabilities andemployer compliance with state tax laws

Source: http://www.job-descriptions.org/internal-auditor.html




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The Conference Board published “Employee

Engagement, A Review of Current Research and ItsImplications” in 2006 which reviewed researchconducted by 12 major research companies on

employee engagement. Looking across these studies

resulted in employee engagement being defined as:

“A heightened emotional connection that an employee

feels for his or her organization, that influences him orher to exert greater discretionary effort to his or herwork.”

What is Employee

Engagement?

Source: http://www.thepracticeofleadership.net/2007/03/11/defining-employee-engagement/




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EmployeeEngagement is

“The extent inwhich an

employee hastheir ‘game

face’ on.” - D. Jarvis




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Employee Engagement

Link w ith Profitability

Source: http://www.boston.com/jobs/nehra/062308.shtml




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2009 BestCompaniesto Work

For

Source: http://money.cnn.com/magazines/fortune/bestcompanies/2009/full_list/




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What do Mt. Everest

and Employee

Engagement have

in c ommon?




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In 1953, Sir Edmund Hillary

was the first man

to reac h the top of Mt. Everest, the

highest spot on earth.

http://www.achievement.org/autodoc/photocredit/achievers/hil0-001




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Preparation Excitement

Lot of time Cost/Benefit Resource

Allocation

Mt Everest & Employee

Engagement

The Climb Changes Opportunities Challenges Missteps Leaps Momentum Up or

Down

The Top Relief Celebration

The Descent Reflection

Evaluation What Now? Next?

So ce http // achie ement o g/a todoc/page/hil0bio 1

http://www.achievement.org/autodoc/page/hil0bio-1





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Mt. Everest & EmployeeEngagementClimbing Mt. Everest Employee Engagement Lessons Learned

Attempt to climb tallestmountain on earth, 29,028feet above sea level

• Be bold and try new things• Set a vision and rally people behind it• Leverage resources to start initiative

Moving forward in extremeconditions that test your teamand endurance

• Prepare for the unexpected• Never give up hope for a better day• Work as a team

All members return homesafely

• Resilience breeds strength• Teamwork pays off

Coincide with Queen

Elizabeth II Coronation

• There is something to be said about timing

• Momentum sparks energy

New Zealand sponsoredcommunity-based projects inNepal

• Giving back to others• Partnerships add value to relationships

Source: http://www.achievement.org/autodoc/page/hil0bio-1






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True or False?




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“Gallup developed the initial researchon employee engagement and its ties

to business outcomes. Their analysesfound a set of 12 questions that werethe best predictors of business

success.” – Eric Nielsen, SeniorDirector, Gallup

Gallup is the EmployeeEngagement P ioneer

Source: The Gallup Organization




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General Themes of Gallup’s Q12Job Expectations

Right Equipment

Best Work OpportunityRecognition Receipt

Development Encouragement

Perspectives MatterJob Alignment with Mission

Commitment of Employees

Work FriendProgress Conversations

Improvement Opportunities




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The Gallup’s Q12

Source: http://www.artsusa.org/pdf/events/2005/conv/gallup_q12.pdf

Actively Disengaged

Employees are not justunhappy at work; they are

busy acting out theirunhappiness. Every day,these workers underminewhat their engaged co-workers accomplish.

Not-Engaged

Employees are essentially

“checked out.” They aresleepwalking through theirworkday. They are putting intime, but not enough energyor passion into their work.

Engaged

Employees work with passionand feel a profoundconnection totheir company. They driveinnovation and move theorganization forward.

In other words, 71% of theworkforce is either under

performing or activelyundermining their w ork.






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“ Eve r e st f o r m e , a n d I

b e l i eve f o r t h e w o r l d , i s t he ph ys i ca l and sym b o l i c m a n i f est a t i o n o f o v er c om i n g o d d s t o

ach ieve a d ream ."

- To m W h i t t ak e r

Re ach e d t h e Su m m i t o f M t

Eve res t on May 2 7 , 199 8

Employee Engagement= Mt Everest




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A study by the Gallup Organization have found that companies withemployee engagement levels above the median had a 70 percenthigher likelihood of success than those with engagement levelsbelow the median.

DDI estimates that in an organization with 10,000 employees,moving the employee engagement level from low to high wouldhave a positive impact on the bottom line of more than $42 million,through such benefits as lower absenteeism, decreased turnover

and fewer quality errors.

Source: http://www.post-gazette.com/pg/07079/770712-334.stm

Employee Engagement & High Performance




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W h at is t h e COST

o f h av i n g

d i sengaged

emp loyees?




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Disengagement Costs MoneyDisengaged employees --

those who are significantly disconnected from their

work --

cost the U.S.

economy about $300billion a year.

7 out of 10 U.S. workers are apathetic toward or totally disengaged by their workplace.

Disengaged

employees inSingapore cost thecountry billions of

dollars in lost

productivity.

Source: The GallupOrganization

Source: Adapted from The Gallup Organization, Towers Perrin and Development Dimensions, International




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Do we know this guy?

http://www.gapingvoid.com/11444661470.jpg




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Disengaged Employees w illDisengaged Employees w ill……







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A salute to RandyPausch, who

asked us to decidewho do we want

to be, “Tigger orEeyore”?

Not-Engaged Employees Share “Eeyoreish” Behavior




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“Not Engaged” Employees





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What is the BENEFITof having Engaged

Employees?




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A salute to RandyPausch, who

asked us to decidewho do we want

to be, “Tigger orEeyore”?

Engaged Employees Share “Tiggerish” Behavior




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Engaged Employees w ill…• Tend to have their game face on everyday

• Be naturally curious about their work environment

• Seek out new opportunities to grow and develop

• Actively work to better themselves and their organization

• Work well with their coworkers to achieve goals

• Want to use their talents and strengths everyday

• Have a visceral connection to their workplace• Search for opportunities to be innovative

Source: The GallupOrganization




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Who do you

want on yourTeam?




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1. Ask yourself questions about communication, involvement,

connection, recognition and development.2. You may find that you have a reasonably EngagedWorkforce already or you may find that you have somework to do.

3. Consider an Employee Engagement Survey to significantlyunderstand the key business/mission issues.

4. Once you have the analysis, create an action plan to buildon organizational strengths and improve on organizationalweaknesses.

5. Evaluate results to see how well your organization ispushing the needle toward High Employee Engagement.

Are you prepared for

Employee Engagement?






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1. Leadership sets the vision2. Leadership rallies people behind the vision

3. Leadership institutionalizes success4. Leadership sets the stage for culture5. Leadership can make or brake initiatives

Importance of Leadershipin Employee Engagement




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Vision & Business…




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Employee EngagementMarch 17, 2009 March 17, 2012




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EmployeeEngagement

Action P lan




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Employee

EngagementImplementationBest Practices




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Getting the

Most Bang forYour Buck inEmployee

Engagement

Source: Julie Gebaur, Towers Perrin, http://www.reuters.com/article/pressRelease/idUS101379+05-Jan-2009+BW20090105




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Sample: Sharing Results

Engagement Result Employees

Celebrations Pride & Strength

Development Opportunities Continuous Improvement

Employees

Celebrations • Strong Motivation to do Job Right

• Measurable Goals• Commitment to Company• Strong Job-Related Skills• Overall Positive Attitude

Development Opportunities • Poor Communication & Teamwork

• Lack Innovative Culture• Do Not Have Training Program• Would Like to Have More Recognition• Weak Career Path




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This could be

your futureInternal

Auditor… it’snever too

early to beginhaving

ENGAGEDEMPLOYEES.




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Dana E. Jarvis, MPA, MSW

Adjunct Professor of Business Ethics and Management,Duquesne University

Principal, Avanti Consulting Group, Inc.412.855.5369 cell

www.avanticg.comwww.jarvis.typepad.com [email protected]

Management Consulting Focus Areas:

Dive rs i t y and Et h ics Em p loy ee Eng agem ent

St r a teg ic Plann ing

Leader sh ip Deve lopm ent Or gan iza t ion a l Enh ancem ent

Ex ecut iv e Coach in g Pe r fo r m ance Managem en t




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Thank-You

Questions?

Evaluation

Documents

Employee Engagement: The Organizational Mt. Everest (Institute of Internal Auditors 2009 GAM)