ENGAGEMENT PLANMxxx 2012

OBJECTIVES

Business Case for Engagement Strategy & Process Summary

THE BASIC QUESTIONS

What Why How

SATISFACTION IS NOT ENGAGEMENT

Satisfaction = contentment Contentment = lack of disturbing

status quo Satisfaction in and of itself ≠ action

WHAT IS ENGAGEMENT

Passion for excellence Self-generated enthusiasm Commitment to action beyond the

obvious

ENGAGED TO THE…

Organization Manager Customer

ENGAGEMENT

Taps reserve energy enabling us to do more and replenish ourselves at the same time

ENGAGEMENT IS

Emotional, energizing and contagious Done right, it will spread organically

WHY WE CARE

Engaged employees share two key traits Increased Productivity Decreased Attrition

In addition these people tend to be more… Collaborative, creative and flexible

CURRENT MACRO SITUATION

Less than 1/3 of employees [US] engaged (2012 Gallup, Conference Board,

et al) 50% of people not engaged

Not engaged = neutral or ineffective Compliance vs. commitment

~20% of employees dis-engaged Dis-engaged = actively working on

goals/needs other than ours

CURRENT MICRO VIEW

Mxxx 2/3 people “new” (<6 mo’s) No history to rely on/carry forward – as

positive as it is negative Within this calendar year the

excitement of being “newly-hired” ceases

Absent overt intervention our engagement rates will approximate the US avg

SEVEN FACTORS FUEL ENGAGEMENT

Relationship with boss Personal recognition Professional development Coaching & feedback Inclusion & involvement Social systems Communication

ENGAGEMENT OBJECTIVE

Create and sustain environment that moves beyond the four walls causing people to embody healthy, productive and renewing work relationships for the long-term

ENGAGEMENT STRATEGY

Leverage current highly engaged people with additional responsibilities & challenges

Focus on the interface between team and direct manager

Collaboratively develop culture using the seven factors

RATIONALE

Near-term “wins” excite teams Focus on existing believers redefines

nature of work Relationship of managers and teams

most visible opportunity for engagement

Culture based on seven factors sustains healthy workplace long-term

IMPLICATIONS

Not everyone makes the transition Divergence in prior experience of talent

means un-doing poor cultural habits Working in highly engaged environment

increases expectations of leaders Engagement is emotional; not always

comfortable or predictable Avoid the extremes; concentrate on the

mid

ENGAGEMENT PROCESS

Leverage early adopters Develop healthy teams Build culture

PROCESS KEY POINTS

LEVERAGE EARLY ADOPTERS

Identify resources who are already “there”

Enroll believers in creating action plans Immerse in change management

practices Provide technical leadership

opportunities Invest in interpersonal skills training Envelop informal communication

systems

HEALTHY TEAMS

Believe work is fun; amplify this Support model behaviors Develop healthy interactions for

conflict, debate and problem-solving Reach-out plans for distressed

members Every member adds value

CULTURE

Define the Mxxx culture incorporating the forward mission

Celebrate successes Act collaboratively Openness in sharing good & bad news Fully immersed in customer

engagement

SYSTEMS VIEW ATTRIBUTES

RELATIONSHIP

Role clarity for manager and team members

Manager as coach Manage vs. lead Situational leadership Learn employees’ stories Recognize life is larger than work;

things happen

RECOGNITION

Timeliness Apply Strategically Peer recognition Appropriate venues

DEVELOPMENT

Career planning long and short-term Baseline of technical, business and

social skills Development as active vs. passive Limited time roles key to learning Post-completion assessment

foundational

COACHING

Separate coaching and counseling Train effective coaching techniques Use critical incidents as profile material Selective coaching techniques

INCLUSION

Share broadly as much as possible Retain right to not share Inclusion brings responsibility Ideas are the price of admission Delegation and inclusion work together Willingness to let others lead the way

SOCIAL

Cross functional fun Event driven excuse to party Business case reasons to learn about

others Community outreach opportunities Social media presence Family inclusion Humanize each other

COMMUNICATION

Develop employee voice Cultural sync of messaging High-touch, low-tech Listening skills Formal and informal tools Testing for understanding (tribute to

Covey) Recap

SUSTAINING PRACTICES

People Process Measures

SUSTAINING PRACTICES, PEOPLE

Identity non-performers Management/non-management

Promote active/visible leadership Reviews/ratings/results

Remain open to contrary views Openness drives inclusion and involvement Open ≠ loose

SUSTAINING PRACTICES, PROCESS

Ensure support processes are in sync Recruiting/hygiene/strategy

Renew systemic approach over time Remain current in cultural practices

Leverage communication system as the key

SUSTAINING PRACTICES, MEASURES

Baseline, 2012 Internal measures Key needs Primary focus

Customer view On-going data collection/analysis

SUMMARY

Engagement drives greater return on people

Systemic element allowing us to focus Executed well, becomes a competitive

advantage and a differentiator