What Managers Need to Know
What is employee engagement?
An emotional state in which employees are invested and motivated to go above and beyond the job requirements to contribute to the organization’s success.
Engagement leads to high productivity, increased morale and genuine commitment to the success of the organization.
The Colleges of the Fenway Employee Engagement Roadmap
• Compliant employees comply with the organization’s policies and procedures . They perform the duties of their job description but do not go “above and beyond” in their efforts. Compliant
• Inspired employees share many of the attributes of Compliant employees but are driven by their individual contribution to the organization. Inspired
• Dedicated employees have mastered the Compliant and Inspired stage but also have a strong identification and commitment to the organization. Dedicated
• Invested employees have integrated their individual goals with those of their department, division and the organization. They freely demonstrate a willingness to go the extra distance in executing projects and their regular duties. They serve as a role models for others. Invested
The Colleges of the Fenway Employee Engagement Roadmap Defined
Culture of Respect
Employee Engagement
Enhanced reputation of the institution
Greater success in enrolling and retaining students
Retention of valued employees
COF Employee Engagement Model
Destination:
Building a Culture of Respect and Employee Engagement
Coordinates:
1. Hire the right people.
2. Orient and provide a comprehensive on-boarding experience.
3. Conduct performance appraisals regularly.
How do we get there?
Lost productivity while the position is open Recruiting costs: advertising, agency fees,
search firms Time spent reviewing resumes, interviewing,
preparing for interviews Training the new employee. Reduced efficiency
while the new hire learns the job Sometimes - higher salary costs
Costs of making a bad hiring decision
Planning for the Interview
It has been said that “If you don’t know where you’re going, any place will do.” Planning is key
to success, regardless of what you’re doing.
Interviewing is no exception.
Overview of the Planning Process
Analyze the job description.
Define job specifications.
Develop interview questions.
Review job description.
Analyze the job.
“Job Specifications” - key performance skills, technical skills, personal characteristics.
Analyze the Job and Define JobSpecifications
Avoid asking “yes” or “no” questions.
Keep your questions focused.
Develop Interview Questions
1. Open-ended 2. Hypothetical work example 3. Probing 4. Behavior-based 5. Contrary evidence 6. Rapport-building
Types of Questions
Avoiding Unlawful Discrimination
The key: keep your focus on job-related issues!
Don’t write on the resume! Don’t fear legal
consequences to the extent that you make poor decisions.
Don’t be afraid to tell a candidate that you need to get back to them about a question they asked.
Make sure that your notes relate only to the job.
Conducting the Interview
Introductions Lay a good foundation Probe for information Share information
about the position, department and organization.
Explain the next steps in the process.
Evaluating and selecting candidates
Are there warning signs?
Collect input. Check references
including a supervisor.
Why do Orientations?
Effectively orienting new employees to the campus and to their positions is critical to establishing successful, productive working relationships.
Effective orientation effectively integrates the new employee into your organization and assists with retention, motivation, job satisfaction, etc.
Effective orientation quickly enables each individual to become contributing members of the work team.
Why do Orientations?
Every workplace comes with its own set of rules and regulations, benefits and bonuses, nuances and traditions.
Don’t make your new employees learn these things the hard way.
Effective orientations are a key step in performance management.
Objectives of Employee “On-boarding”*
Helping the employee to identify with their new employer.
Allowing the employee to understand some of the institution's values and priorities.
Building an optimistic attitude towards the institution.
Avoiding misunderstandings.
Helping the employee feel valued.
Encouraging socialization and creating a sense of belonging.
Reducing new employee anxiety.
Setting of performance expectations.
Decreasing the learning curve.
* Source: Money-Zine.com
Good orientation programs address:
Institution / Departmental Overviews
Job Expectations Policies and Procedures
Administrative Housekeeping Items
The 10 Commandments for Successful Onboarding*
Thou shalt not bear false witness against thy employee. Thou shalt give a written plan of employee objectives and
responsibilities. Thou shalt give thy employ thy undivided attention. Thou shalt have relevant paperwork ready. Thou shalt introduce thy employee to thy neighbors. Thou shalt set up thy employee's workstation. Thou shalt schedule one-on-one time. Thou shalt create a balance. Thou shalt clarify the company culture. Thou shalt think beyond the first few days.
*Source: CareerBuilder.com
But wait – there are a few more to consider…
Thou shalt solicit the new employee's overall impressions.
Thou shalt define probationary period.
Thou shalt explain performance evaluation process.
Thou shalt schedule future check-ins.
Cover the Basics…
The institution in general, the department, (mission, purpose, responsibilities).
The important policies and general procedures (non-job specific).
The information about compensation and benefits. The institution’s policies, rules, and regulations. The employee and union issues (rights,
responsibilities). The physical facilities.
Cover the Job-Specifics…
The function of the organization, and how their role fits in.
Their job responsibilities, expectations, and duties. Department-specific policies, procedures, rules
and regulations. The layout of workplace. Their co-workers and other people in the
broader organization with whom they will interface.
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The Assessment Cycle
Employee Supervisor
Establishing • Performance
Goals • Competency
Indicators • Continuous
Learning Goals
Performance
Preparing for Formal Feedback Session
Monitoring Performance and
Gathering Information
Consolidating Information
Conducting Formal
Feedback Session
Coaching &
Counseling
1. Pick the time carefully - not when you will be rushed or distracted.
2. Decide on the best place - it must be private.
3. Prepare the setting - arrange the furniture to put the employee at ease.
4. Gather information and materials - forms, work plans, documentation.
5. Plan the opening - state the purpose of the meeting.
6. Plan the approach - points of agreement first.
7. Give the employee appropriate advance notice and materials.
8. Plan the conclusion - action plans and goal setting.
9. Guarantee no interruptions.
10. Avoid inadequate preparation.
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1. Discuss the job before you discuss the person’s performance.
2. Ask before you tell.
3. Listen - actively.
4. Use descriptive rather than evaluative language.
5. Focus on problem solving.
6. Show your interest - demonstrate empathy.
7. Be a supervisor, not a superior.
8. Don’t discuss other employees.
9. Be honest and specific - both positive and negative.
10. Develop action plans and follow-up systems.
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Conducting the Appraisal Session
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How are they doing?
• What accomplishments do you feel best about?
• What was your biggest disappointment in the past year?
• How would you change the job to obtain more effective results?
• In what areas do you need more training and experience?
• What are key behaviors that lead to success in this job?
• What have you done in the area of continuous learning and development?
• What are your professional goals for the next year and how will you accomplish them?
• How can I help you?
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Training
Analyze Problem
Unable to do job Unwilling to do job
Mutual Understanding of problem Mutual understanding of problem
Optional
Career exploration
Time frame for improvement
Coaching
Continuous feedback & coaching
Career exploration
Time frame
Counseling
Termination
What to do when an employee is not meeting expectations
1. Target one concern at a time - don’t overload with a laundry list.
2. Criticize the performance, not the person - it’s not a personal attack.
3. Check the employee’s perception of the problem - make certain you understand his/her viewpoint.
4. Express your understanding - you need not agree, but verify that you understand the concerns he/she has.
5. Discuss possible causes: Tools, Resources, Procedures, Knowledge? Look to the root of the problem.
6. Problem solve together - the employee’s perspective is very valuable.
7. Develop an action plan - the SMART format works to develop and check progress.
8. End on a positive note - focus on the future.
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Giving Constructive Feedback
1. Listen: avoid having a defensive reaction.
2. Restate the employee’s position…make certain you have it right.
3. Confirm your understanding: do this with a direct question.
4. Pinpoint reasons for disagreement; look at facts, not emotions.
5. Discuss solutions…ask for the employee’s input.
6. Negotiate resolution…look for a win/win.
7. Be open to changing your view…did you have all the facts?
8. Reschedule if you don’t reach agreement…you may both need time to think it through.
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Dealing With Disagreement
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Being SMART: Goals/Action Plans/Results!!
Remember the SMART model in evaluating results and planning future goals and action plans:
S pecific
M easureable
A ttainable
R esults-oriented
T ime-sensitive
This may be the first formal feedback session for you and your staff - be sensitive to your employees’ concerns.
Fix in your own mind the objectives to be accomplished during the discussion; this is more than a conversation.
Explain the reasons for taking notes and don’t act like you’re taking dictation!
Be conscious of your non-verbal communication: what messages are you relaying?
Enter the discussion as a “joint venture” in problem-solving.
Establish a climate that encourages an employee to express thoughts without fear of criticism.
Be ready to hear a problem without pre-evaluation or pre-judgment.
Resolve any barriers to effective communication.
Clearly state and mutually agree upon the specific results of the discussion.
Plan for the follow-up to the discussion; set a date now!
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Things to Remember About Performance Discussions
we do not follow the map?
Median Jury award in employment cases increased from $151,000 in 1999 to $218,000 in 2000.
20% of jury awards in employment cases now exceed $1 million.
California Jury awards highest sexual harassment verdict ever: $30.6 million.
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Trends in Employment Litigation
Retaliation Natural human reaction Very believable in court
Email Trouble People assume privacy Send to unintended recipients Don’t realize permanence
Internet misuse at work pornography lost productivity
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New Disturbing Trends
Workforce more diverse but raises new challenges
More reverse discrimination lawsuits
Smart people can do things that aren’t smart!
Source: United Educators Insurance Risk Retention Group
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Additional Trends
Skyrocketing insurance costs
Average trial costs $200,000 if College wins
Departing employees think entitled to $$$
Process drains College’s money and time
Constant fear of litigation bad for morale
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What Does This Mean for Colleges?
Landmine #1: Failure to Document
Performance Documentation Do it regularly
Be objective
Give examples
Review with employee
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Avoiding Litigation Landmines
Landmine #2: Failure to Train
Employee Training Provide opportunities
Confirm training occurred
Evaluate training
Review with employee
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Avoiding Litigation Landmines
Landmine #3: Failure to Keep Evidence
Evidence Recognize it as evidence
Make a copy
Share with employee
Use as a teaching tool
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Avoiding Litigation Landmines
Landmine #4: Grade Inflation
Employee Evaluations Be timely
Be honest
Consider full evaluation cycle
Review with employee
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Avoiding Litigation Landmines
Landmine #5: Failure to Consult Human Resources
Human Resources View as an ally
Consult early on
Use their expertise
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Avoiding Litigation Landmines
Landmine #6: Inappropriate Electronic Messages
Electronic Messages Use as though public
Assume it can be retrieved
Consider how you say it
View as evidence
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Avoiding Litigation Landmines
Landmine #7: Inconsistent Treatment
Consistent Treatment Be objective
Treat like situations alike
Justify exceptions
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Avoiding Litigation Landmines
Landmine #8: Inappropriate Talk
When an employee leaves Keep situation confidential
Even with peers
Respect privacy
Refer questions to Human Resources
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Avoiding Litigation Landmines
Landmine #9: Uncontrolled References
Oral and Written References Follow college policy
You speak for the college
Assume remarks are public
Consult with Human Resources
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Avoiding Litigation Landmines
Employee engagement begins with hiring the right people.
It is our job as managers to orient and integrate the new employee into our organization.
Effective communication, feedback and appraisal are critical to the employee’s success and growth.
Ensuring that employees are invested in our organizations leads to high productivity and satisfaction.
Arriving at Destination