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Top ExecutivesStaff Engagement:Proof of Effective
LeadershipGeGe BeallOwner, Engaged @ Work
Engaged @ Work
Human Resources & OD Consultation
1
Our Communication
2
I Am Here For
About the Research & Statistics
Compare your
business IN, rather than comparing
it OUT4
Terms
Staff Employees
TermsManager SupervisorLine Manager
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Great Customer Service is Great for Your Business
=
Which of These Has the Greatest Influence on
Business?
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Financials Staff Engagement
Customer Service
According to Research
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Staff Engagement
Customer Service
Financials
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Staff
No Customers
Why I’m In This Field
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Agenda
• What is Staff Engagement • The impact of SE on your business• The impact of the line manager• Methods to improve staff
engagement• What the Line Managers will learn• Discussion
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“If you are not happy with your job, you are not
happy with your life.”
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~ GeGe Beall
Why Not “Employee Satisfaction”?
• Staff can be “satisfied & still not care!
• Satisfaction is too low a standard
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Employee Engagement
• Genuine caring about organization
• Committed with hearts & minds17
Why Should You Care?
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You Have An Ideal Situation!
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The Unemployed Your Staff
You Have Employees Like These?
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We Forgot to Engage Them!
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If You Are Not Engaging Your Staff, You Are Not
Reaching Your Potential or Theirs!
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Research by Gallup, Hewitt, et al.
Morale
Quality
Productivity
Customer Sat
Readiness for Change
Revenue Growth, ROI,
Cash Flow
Theft
Turnover
Employee Injury & Disability
Absenteeism
Job Stress
Pot Stirring
Higher Employee Engagement =
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Turnover
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Link Between Engagement & Customer Satisfaction
• Companies with highly engaged staff had customer satisfaction scores that were 56% higher than those with highly disengaged staff
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Link Between Engagement & Profitability
Institute for Employment Studies
1 Point
$200,000
Engagement Profitability
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Link Between Engagement & Profitability
• Companies with “high morale” financially outperformed their industry counterparts by 20%
2002, David Sirota, et. al. 27
Link Between Engagement, Customer Satisfaction, &
Profitability
• Companies with engaged employees have customers who use their products more often, resulting in greater profitability including employees who do not have direct contact with customers.
"Linking Organizational Characteristics to Employee Attitudes and Behavior,” The Forum for People Performance Management & Measurement28
Staff Engagement is Key to Your Success!
YouStaff
Customer
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Who’s Job is it Exactly to Engage Staff?
1. The Company2. The Top Executives3. The Line Manager4. The Staff (engage themselves)
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Staff Engagement is About Leadership’s Relationship
with Staff
• If there is no relationship, there is no engagement
• If the relationship is neutral or negative, there is no engagement
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Quiz: Who has the biggest
impact on Staff Engagement?
A. The Company ItselfB. The Top Executives C. The Manager/Direct SupervisorD. The Employee
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Why?
Research: Line Managers “Trump” The Company Every
TimeThe Manager: • Pervades the work
environment & sets culture• Sets schedule & work
expectations• Hires co-workers • Rewards the staff or doesn’t• Deals with work issues or
doesn’t• Evaluates performance• As a staff member, my day
is determined by my manager
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Research By Gallup:
• Employee may join a company for benefits & reputation
• But how long she stays & how productive she is, is determined almost exclusively by relationship with manager
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“It is better to work for a great manager in an old-fashioned company than for a terrible manager in a company offering
an enlightened employee-focused
culture.” - First, Break All the
Rules, p.34.
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How Are The Line Managers?
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What Are You Doing to Engage Them?How Are They Treating the Staff?
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Top Executives
Line Managers
Staff
Your Customers
While It is The Line Manager Who Has the Most Direct Impact, It is the Top Leaders Who Set the Tone
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• Engaged Staff– High Performers
• On-the-Fence–Medium Performers
• Actively Disengaged– Poor Performers
Differentiating Your Staff
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Your Job
Keep Her Engaged Convert Him Convert Him or Get Him
OUT! 40
Discussion
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Improving Staff Engagement
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The Good News?
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Treat All Your Employees Like High Performers
Treat Staff Like High Performers
Self-Fulfilling ProphecyThe Theory: • You’ll get exactly what you
expect
Treat Staff Like High Performers
Self-fulfilling Prophecy (continued)
• How Do We Communicate Our Expectations?
Improve Communication
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Communication
Excellent• Greater
employee engagement– #1 factor
employees want• Less turnover &
absenteeism• Reduced stress &
greater cooperation
• Less gossip• Greater
productivity• Positive impact to
the bottom line
Poor • Frustration at every level• Poor decision making• Lower productivity•Waste & rework• Employee turnover• Poor customer outcomes • Staff make up information 49
Key Points to Any Message“Know-Feel-Do”
• Know–What do you want me to
remember? • Feel–Show me you care about
my needs• Do–Be clear about what I’m
supposed to do next (Do)50
Monthly Staff Meetings
• Hold sessions so all/most can attend
• Have a standardized agenda
• Include “around the room” (staff voice)
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Hold 5 Minute Stand-ups
• VERY effective– Required @ Disney & Ritz-Carlton– Theatre-before every show
• Gather before shift to give the lowdown– Overview of your dept– Any supply or equipment issues– Call-ins– Ask staff for any input
• Quick is key 52
What’s the number one way to improve communication?
Getting to Know Each Staff Member on a Personal Basis
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Get & Use Ideas From Staff
• Ask for input in your staff meetings
• Problem Solving Teams– Identify Problem– Identify Possible Solutions– Research–Make Recommendations to Top
Execs
• Suggestions Boxes54
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Rewarding & Recognizing Staff
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“Whether you are big or small, you cannot give
good customer service if your employees don’t feel
good about coming to work.”
Martin Oliver, MD Kwik-Fit Financial Services
.
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Recognize Tenure Milestones
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Staff Member of the Month/Quarter
Benefits: • Creates a “hero”
amongst us• Gives staff concrete
examples of what makes an employee outstanding
• Gives everyone a reason to be proud– Connects back to
purpose & worthwhile work
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Top Five Workplace Incentives1. Personal thanks from manager
2. Written thanks from manager
3. Promotion for performance
4. Public praise
5. Morale-building meetings Having fun, pot-luck
Source: Dr. Gerald Graham, Wichita State University 60
More Than Anything Else, People Want to Know That
You Appreciate Them & That You’ve Noticed That They’re
Doing a Good Job! 61
Managing Low Performers
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“Great vision without great people is
irrelevant.”~Jim Collins, “Good to Great”,
2001
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2006 Study
70,035 employeesAcross 116 different
organizations
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Managing Low Performers
• 87% of employees say that working with a low performer has made them want to change jobs
• 93% said that working with a low performer lowered their own performance
YET:• Only 17% of middle managers say
they feel comfortable improving or removing low performers
**Reported in BusinessWeek, Modern Healthcare, Harvard Management Update, Entrepreneur, Nursing Management. 65
Top 5 Characteristics”1. Negative Attitude 2. Stir Up Trouble3. Blame Others4. Lack Initiative5. Incompetence
• Note: issues overwhelmingly focus on personality rather than skills.
Follow-Up Survey: 6,241 Employees
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What Makes Someone of Poor Performer?”
• Their goal is to undermine & contaminate the organization.– Why miss work when there’s so much
toxic work to do?
• They have been rewarded for their negativity– Pay increases, good evaluations,
promotions, seniority
• If no one has stopped them, their behavior must be fine
If They’re Sooooo Unhappy, Why Don’t The Toxic
Leave?
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22.5%
1.7%
19.8%
4.6%
16.3%
3.7%
14.5%
4.0%
0%
5%
10%
15%
20%
25%
2001 2002 2003 2004
Voluntary Involuntary
Case Study: Hospital A
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22.5%
1.7%
19.8%
4.6%
16.3%
3.7%
14.5%
4.0%
0%
5%
10%
15%
20%
25%
2001 2002 2003 2004
Voluntary Involuntary
Case Study: Hospital A
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32.1%
3.6%
25.3%
4.8%
22.2%
7.2%
17.7%
5.7%
0%
5%
10%
15%
20%
25%
30%
35%
1997 1998 1999 2000
Voluntary Involuntary
Case Study: Hospital B
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32.1%
3.6%
25.3%
4.8%
22.2%
7.2%
17.7%
5.7%
0%
5%
10%
15%
20%
25%
30%
35%
1997 1998 1999 2000
Voluntary Involuntary
Case Study:Hospital B
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16.2%
3.2%
14.6%
3.5%
19.6%
2.9%
20.8%
2.3%
16.7%
3.4%
10.6%
2.4%
9.8%
4.5%
0%
5%
10%
15%
20%
25%
2004 2005 2006 2007 2008 2009 2010
Voluntary Involuntary
Case Study:Hospital C
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16.2%
3.2%
14.6%
3.5%
19.6%
2.9%
20.8%
2.3%
16.7%
3.4%
10.6%
2.4%
9.8%
4.5%
0%
5%
10%
15%
20%
25%
2004 2005 2006 2007 2008 2009 2010
Voluntary Involuntary
Case Study:Hospital C
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“If companies hope to keep their best employees, they have to
dump their worst…If low performers start dictating the
company’s culture--productivity, quality, and service will decline
precipitously, and high performers will avoid your company like the plague.”
--Mark Murphy, CEO
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“What You Permit, You Promote.”
~Liz Jazweic Healthcare Consultant
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Have Fun!
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Have Fun• Top 5 favorite way for staff to be
recognized• Light hearted awards• Food• Leaders dress in theme & serve staff• Challenge another department to a fun
competition• After work events• Celebrate birthdays, anniversaries, &
special achievements
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Hardwiring Fun
• It won’t “just happen”• Need a Fun Action Plan• Ask staff for input• How many events per year?
Monthly? Quarterly? – Put it on your calendar 78
Agenda for Line Managers
• Everything You’ve Learned• What Does Staff Want• Impact of Leadership Style on
Engagement• More details about how to
improve staff engagement• How to create & survey staff
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Discussion
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Blagodaram!
Staff Engagement:Proof of Effective
LeadershipGeGe Beall
Owner, Engaged @ Work3612 Riverdowns North Drive
Midlothian, VA, [email protected]
804-464-1312
Engaged @ Work
Human Resources & OD Consultation
