Helping Employees Contribute Moscow presentation KTL

WHAT IS EMPLOYEE ENGAGEMENT

THE INSTITUTE FOR EMPLOYMENT STUDIES (IES) DEFINES ENGAGEMENT AS:

• “A POSITIVE ATTITUDE HELD BY THE EMPLOYEES TOWARDS THE ORGANIZATION AND ITS VALUES. “

• ENGAGED EMPLOYEES ARE AWARE OF BUSINESS CONTEXT, AND WORK WITH COLLEAGUES TO IMPROVE

PERFORMANCE WITHIN THE JOB FOR THE BENEFIT OF THE ORGANIZATION.

• THE ORGANIZATION MUST WORK TO DEVELOP AND NURTURE ENGAGEMENT, WHICH REQUIRES A TWO-

WAY RELATIONSHIP BETWEEN EMPLOYER AND EMPLOYEE.’

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WHAT HR MEANS WHEN THEY USE THE TERM ENGAGEMENTINSTITUTE OF EMPLOYMENT STUDIES (UK)

A CLEAR VIEW OF THE BEHAVIORS DEMONSTRATED BY THE ENGAGED

EMPLOYEES :

• BELIEF IN THE ORGANIZATION;

•DESIRE TO WORK TO MAKE THINGS BETTER;

•UNDERSTANDING OF BUSINESS CONTEXT AND THE ‘BIGGER PICTURE.



WHAT DRIVES ENGAGEMENT

RESEARCH SHOWS THAT COMMITTED EMPLOYEES PERFORM BETTER. THE STRONGEST DRIVER OF ALL IS A SENSE

OF FEELING VALUED AND INVOLVED. THIS HAS SEVERAL KEY COMPONENTS:

• INVOLVEMENT IN DECISION-MAKING;

• THE EXTENT TO WHICH EMPLOYEES FEEL ABLE TO VOICE THEIR IDEAS,

AND MANAGERS WHO LISTEN TO THESE VIEWS, AND VALUE EMPLOYEES’

CONTRIBUTIONS;

• THE OPPORTUNITIES EMPLOYEES HAVE TO DEVELOP THEIR JOBS;

• THE EXTENT TO WHICH THE ORGANIZATION IS CONCERNED FOR EMPLOYEES’ HEALTH AND WELL-BEING.



WHAT DRIVES ENGAGEMENT

THE LINE MANAGER HAS A VERY IMPORTANT ROLE IN FOSTERING EMPLOYEES’ SENSE OF

INVOLVEMENT AND VALUE.



ANOTHER EXAMPLE OF ELEMENTS THAT DRIVE ENGAGEMENT

• MEANINGFUL WORK

• HANDS-ON MANAGEMENT

• POSITIVE WORK ENVIRONMENT

• GROWTH OPPORTUNITY

• TRUST IN LEADERSHIP



BUILDING BLOCKS

• GOOD QUALITY LINE MANAGEMENT

• TWO-WAY COMMUNICATION

• EFFECTIVE INTERNAL COOPERATION

• A DEVELOPMENT FOCUS

• COMMITMENT TO EMPLOYEE WELL-BEING

• CLEAR, ACCESSIBLE HR POLICIES AND PRACTICES TO WHICH MANAGERS AT ALL LEVELS ARE

COMMITTED.



EMPLOYEE ENGAGEMENT MANAGEMENTCOMPETENCY FRAMEWORK

SUPPORT EMPLOYEE GROWTH

AUTONOMY &

EMPOWERMENT

DEVELOPMENT

FEEDBACK, PRAISE,

RECOGNITION

INTERPERSONAL STYLE/INTEGRITY

INDIVIDUAL INTERESTS:

SHOWS GENUINE CARE AND

CONCERN

AVAILABILITY (1-TO-1

MEETINGS)

PERSONAL MANNER

ETHICS/RESPECT

MONITORING DIRECTION

REVIEWING & GUIDING –RESPONDS

EFFECTIVELY TO REQUEST FOR GUIDANCE

CLEAR EXPECTATIONS, SETS GOALS &

OBJECTIVES

MANAGING TIME AND RESOURCES /

AWARE OF WORKLOAD/REDISTRIBUTES

WHEN NECESSARY

UNDERSTANDS/FOLLOWS / EXPLAINS

PROCESSES AND PROCEDURES



THE STATE OF EMPLOYEE ENGAGEMENT

• TOWERS PERRIN, ANOTHER MAJOR US CONSULTING FIRM, SURVEYING 35,000 U.S. WORKERS FOUND

ONLY ONE-FIFTH OF WORKERS ARE HIGHLY ENGAGED IN THEIR JOBS.

• OTHER RESEARCH FINDS: “THERE IS A CLEAR CORRELATION BETWEEN ENGAGEMENT AND RETENTION.

ONE STUDY FOUND 85% OF ENGAGED EMPLOYEES INDICATING THAT THEY PLAN TO STAY WITH THEIR

EMPLOYER.”

• A RECESSION MAY KEEP YOUR BEST PEOPLE NOW, BUT WHEN THINGS GET BETTER THEY MAY LEAVE.

……………..



THE ECONOMY: FROM DOWN TURN TO RECOVERY

• DURING FLAT TIMES WE HAVE SLASHED, AND DOWNSIZED ( GLOBAL RECESSION)

• MOVING FROM SURVIVAL TO ECONOMIC RECOVERY- REQUIRES RETENTION AND TRAINING

• THE RECESSION MAY KEEP YOUR BEST PEOPLE WITH YOU FOR NOW, BUT AS THINGS GET

BETTER WE NEED TO FOCUS ON BUILDING EMPLOYEE ENGAGEMENT BY PROVIDING

EMPLOYEES WITH CAREER AND INDIVIDUAL DEVELOPMENT AND WORK THAT IS MEANINGFUL

TO THEM _ IF YOU WANT THEM TO STAY AS THINGS GET BETTER.



HIGH ENGAGEMENT VS LOW ENGAGEMENT



GALLUP LATEST MEASURE: GERMAN CASE STUDY

GERMANY’S EMPLOYEE ENGAGEMENT PROBLEM BEGINS WITH MANAGERS:

16% OF GERMAN WORKERS ARE ENGAGED:

• 84% OF GERMAN EMPLOYEES ARE EITHER NOT ENGAGED OR ACTIVELY DISENGAGED

• 48% OF DISENGAGED WORKERS CONSIDERED QUITTING BECAUSE OF THEIR MANAGER

• GERMANS NEED A DIFFERENT ATTITUDE TOWARD MANAGING



GALLUP CASE STUDY:GERMAN MANAGERS THINK THEY ARE DOING WELL

• BUSINESS NEWSPAPER HANDELSBLATT 2014 SURVEY REPORTS 95% OF

MANAGERS SAY THEY ARE A GOOD AND ACCEPTED MANAGER BY THEIR

EMPLOYEES.

• MAJORITY OF MANAGERS DO NOT SEE THE NEED FOR CHANGE. MANY ARE

MOVED INTO MANAGEMENT WHETHER THEY HAVE APTITUDE TO MANAGE

PEOPLE OR NOT. 47% SAID IT WAS DUE TO SUCCESS IN A NON-MANAGERIAL

ROLE.

• A STUDY OF GERMAN WORKERS REVEALED AT SOME POINT IN THEIR

CAREER 23% LEFT A JOB TO GET AWAY FROM THEIR SUPERVISOR.

• MOST MANAGERS RECEIVE NO FORMAL TRAINING ABOUT EMPLOYEE

ENGAGEMENT.



THE COST OF DISENGAGEMENT

A HARVARD BUSINESS REVIEW STUDY NOTED IN THE US:

• 42% OF EMPLOYEES REPORT PERIODICALLY SPEAKING UP BUT WITHHOLDING

INFORMATION WHEN THEY FEEL THEY HAVE NOTHING TO GAIN — OR SOMETHING TO

LOSE — BY SHARING WHAT’S ON THEIR MINDS.

• MORE THAN 25% SAY THEY WITHHOLD FEEDBACK ON ROUTINE PROBLEMS AND

OPPORTUNITIES FOR IMPROVEMENT TO AVOID WASTING THEIR TIME.

• ABOUT 20% SAY A FEAR OF CONSEQUENCES HAS LED THEM TO WITHHOLD

SUGGESTIONS FOR ADDRESSING ORDINARY PROBLEMS AND MAKING IMPROVEMENTS.



WHAT IS YOUR MANAGEMENT CULTURE?

GERMANY:

• THE TRAITS MOST VALUED IN GERMAN MANAGERS ARE RELIABILITY AND EFFICIENCY, AND BEING STRAIGHT

FORWARD AND STRUCTURED. MANAGEMENT CULTURE AND EDUCATION SCARCELY EMPHASIZES MANAGING PEOPLE.

• MANAGEMENT DEGREES -- PARTICULARLY THE MBA -- FOCUS ON MANAGING FINANCES AND ADMINISTERING

PROCESSES.

• THE PROGRAMS TEND TO PAY LITTLE ATTENTION TO THE PEOPLE WHO MAKE THOSE FINANCES AND PROCESSES

WORK; BUT THAT ONE-SIDED FOCUS DOES NOT PROMOTE EMPLOYEE ENGAGEMENT.

• THERE IS A RELATIONSHIP BETWEEN MANAGEMENT BEHAVIOR AND EMPLOYEE ENGAGEMENT.



ENGAGEMENT IMPACTS



INVEST IN FRONT LINE SUPERVISORS AND MANAGERS

• INVEST WHERE THE LEARNING AND DEVELOPMENT WILL HAVE MOST IMPACT — FRONT-LINE

SUPERVISORS AND MANAGERS.

• THE LINE MANAGER CLEARLY HAS A VERY IMPORTANT ROLE IN FOSTERING EMPLOYEES’ SENSE OF

INVOLVEMENT AND VALUE.



THE BEST LEADERS HELP PEOPLE GROW

COACHING IS A COLLABORATIVE LEADERSHIP PRACTICE

LEADERS AND EMPLOYEES PARTNER, WITH NO THREATS OF POWER OR NEED TO

USE HIERARCHY TO INFLUENCE DECISIONS.

LEADERS ARE WILLING TO LISTEN AND BE INFLUENCED,

AND EMPLOYEES, IN TURN, ARE MORE LIKELY TO CONTRIBUTE AND FEEL A SENSE

OF OWNERSHIP AND ENGAGEMENT.

COACHING IS A BEST PRACTICE TO ACHIEVE THIS!



AN IMPORTANT ELEMENT FROM THE EMPLOYEE PERSPECTIVE

•SOMEONE “SEEMS TO CARE ABOUT ME AS A

PERSON" AND "MY OPINIONS SEEM TO COUNT."



A TWO WAY STREET

• ENGAGEMENT IS TWO-WAY!!

• ORGANIZATIONS MUST WORK TO

ENGAGE THE EMPLOYEE, WHO IN TURN HAS A

CHOICE ABOUT THE LEVEL OF ENGAGEMENT TO

OFFER THE EMPLOYER.



EMPLOYEE ENGAGEMENT STEPS

1. LINK YOUR ENGAGEMENT EFFORTS TO HIGH

PERFORMANCE

2. DEVELOP AND COMMUNICATE PERFORMANCE

STANDARDS

3. EMPLOYEE ENGAGEMENT STARTS AT THE TOP

4. ENGAGE FIRST-LINE LEADERS

5. FOCUS ON COMMUNICATION

6. INDIVIDUALIZE YOUR ENGAGEMENT

7. CREATE FEEDBACK MECHANISMS

8. INCLUDE A COACHING LEADERSHIP STYLE

9. GIVE VALID AND ACCURATE PERFORMANCE FEED

BACK

10.TRACK AND COMMUNICATE PROGRESS

11. HIRE AND PROMOTE THE RIGHT BEHAVIORS AND

TRAITS FOR YOUR CULTURE

12.CREATE A MOTIVATIONAL CULTURE



THE BEST LEADERS HELP PEOPLE GROW

COACHING IS A COLLABORATIVE LEADERSHIP PRACTICE

LEADERS AND EMPLOYEES PARTNER, WITH NO THREATS OF POWER OR NEED TO

USE HIERARCHY TO INFLUENCE DECISIONS.

LEADERS ARE WILLING TO LISTEN AND BE INFLUENCED,

AND EMPLOYEES, IN TURN, ARE MORE LIKELY TO CONTRIBUTE AND FEEL A SENSE

OF OWNERSHIP AND ENGAGEMENT.

COACHING IS A BEST PRACTICE TO ACHIEVE THIS!



DEVELOP THE COACH LEADERSHIP STYLE

• ENGAGEMENT REQUIRES INFLUENCING EMPLOYEES

• LEADERS SHOULD BENEFIT FROM HAVING PROFESSIONAL COACHES TO GUIDE THEIR DEVELOPMENT AND

SUPPORT CHANGES IN THEIR ORGANIZATION BEHAVIOR

• THEY WILL BENEFIT FROM EXPERIENCING COACHING AND DEVELOP A DEEP UNDERSTANDING OF THE

COACHING PROCESS

• LEADERS CAN THEN BE EFFECTIVELY TRAINED IN USING A COACH LEADERSHIP STYLE

• THROUGH LEADERSHIP COACHING IS THEN A BEST PRACTICE SUPPORTING ENGAGEMENT



THE COACH LEADERSHIP STYLE• COACHING BUILDS UP CONFIDENCE AND COMPETENCE.

• THE COACHING PROCESS IS A RELATIONSHIP.

• THE AIM OF COACHING CAN IMPROVE THE LEARNING POSSIBILITIES, AND PERFORMANCE OF EMPLOYEES

• YOU CAN ALSO IMPROVE THE SELF DIRECTION POTENTIAL OF EMPLOYEES THROUGH COACHING

• THIS TYPE OF LEADERSHIP IS OPPOSITE COMMANDING AND CONTROLLING

• YOU SUPPORT EMPLOYEES SELF SOLVING ABILITY TO PROVIDE CREATIVE REALISTIC SOLUTIONS

• AM I PREPARED TO ADAPT A DIFFERENT ATTITUDE?

• DO I HAVE THE BEHAVIORS AND ABILITITES OF A COACH?



WHY COACHING WORKS AS EMPLOYEE ENGAGEMENT

COACHING IS A METHOD OF BUILDING COURAGE, SELF-ESTEEM, RESPONSIBILITY, AND

COOPERATION THROUGH SELF-ASSESSMENT, DISCLOSURE, AND FEEDBACK:

• COURAGE ENABLES PEOPLE TO TAKE KNOWN RISKS.

• SELF-ESTEEM — BUILDS ON PERSONAL STRENGTHS — ENABLES PEOPLE TO EXCEL.

• RESPONSIBILITY ENCOURAGES DECISION MAKING AND ACCEPTING CONSEQUENCES.



THE GOAL OF COACHING IN THIS CONTEXT:COMMITMENT TO SUPERIOR PERFORMANCE, SUSTAINED IMPROVEMENT, AND POSITIVE RELATIONSHIPS

• SUPERIOR PERFORMANCE IS THE GOAL OF COACHING.

• SUSTAINED, ONGOING IMPROVEMENT — WE CAN ALWAYS IMPROVE.

• A COMMITMENT TO POSITIVE RELATIONSHIPS UNDERLIES THE COACHING PHILOSOPHY; PEOPLE ARE

TRULY THE MOST VALUABLE ASSET IN THE COMPANY.



WHEN COACHING WORKS

• COACHING WORKS BEST WHEN THERE EXISTS AN AUTHENTIC, SUPPORTIVE RELATIONSHIP BETWEEN

COACH AND EMPLOYEE/COACHEE.

• IF THE EMPLOYEE PERCEIVES THE MANAGER AS MANIPULATING, LACKING IN CREDIBILITY, OTHERWISE

UNSUPPORTIVE, COACHING WILL NOT WORK.



BENEFITS OF COACHING

• COACH CONVERSATIONS ARE ABOUT GROWTH AND DEVELOPMENT.

• COACHING CAN IMPROVE PERFORMANCE.

• PEOPLE IDENTIFY THE PROBLEMS AND THE SOLUTIONS THEMSELVES.

• HELPS EMPLOYEES DEVELOP ABILITY TO SELF-ASSESS.

• SHARE THE COACHING MODEL WITH YOUR EMPLOYEES PRIOR TO COACHING.

• COACHING SHOULD BE FRAMED AS A POSITIVE PROCESS; IF EMPLOYEES DO NOT SEE THE BENEFIT OR HAVE A

POSITIVE FRAME OF MIND THEY WON’T BE OPEN TO CHANGE.

• COACHING IS FOR PEOPLE WHO ARE WILLING AND EAGER TO DEVELOP.



IMPLEMENTING AN EMPLOYEE ENGAGEMENT STRATEGYIMPLEMENT A COACHING INITIATIVE:SELL THE VALUE AND BENEFITS

• ENGAGE EXECUTIVE LEADERSHIP- SELL THE VALUE.

• MEASURE EMPLOYEE ENGAGEMENT.

• HOLD MANAGERS ACCOUNTABLE FOR IMPROVEMENT IN EMPLOYEE ENGAGEMENT MEASURES OF SATISFACTION.

• LEVERAGE COACHING AS A PART OF YOUR EMPLOYEE ENGAGEMENT STRATEGY.

• UTILIZE A COACHING MODEL AND DEFINE THE PROCESS. START WITH THOSE WHO WANT IT, BUILD TO THOSE WHO WOULD

BENEFIT FROM IT.

• SHARE THE BENEFITS.

• MEASURE THE OUTCOMES OF COACHING.

• TAKE ADVANTAGE OF THE LEARNING THAT COMES WITH CHALLENGES THAT COME ONLY WITH DIFFICULT TIMES.



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Helping Employees Contribute Moscow presentation KTL