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Presented by: Michael Lovett
Engagement
Transparency
Accountability
“A Strategic Marriage”
3810 North Elm Street; Suite 207 Greensboro, NC 27455 336.288.3939
www.hrdstrategies.com
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Engagement
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What Makes For a Successful Engagement
Between Two People?
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Aon Hewitt’s Engagement Model:
Aon Hewitt defines engagement as a state of emotional and
intellectual involvement that motivates employees to do their
best work.
Research has shown that highly engaged employees (the top
10%) demonstrate better quality, efficiency, and customer
outcomes at a rate many multiples greater than the actively
disengaged.
This employee engagement model has been tested and validated by over 15
years of research on millions of employees across a variety of companies
and industries, and across Asia Pacific, Europe, Latin America, and North
America.
The model is supported by years of research in the area of organizational
psychology.
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Aon Hewitt’s Engagement Model:
Consistently speak positively about the
organization to co-workers, potential
employees, and customers
Have an intense desire to be part of the
organization
Exert extra effort and engage in behaviors
that contribute to the business success
Say
Stay
Strive
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Engagement Drivers:
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Key Engagement Drivers:
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Top Opportunities to Improve Employee Engagement:
• Career opportunities
• Recognition
• Organizational reputation
• Performance management
• Work-life balance
• Pay
(my career)
(my recognition)
(my connection to the company
and my desire to work for the best)
(my performance)
(my time)
(my pay)
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Top Opportunities to Improve Employee Engagement:
Not – “What should we do to engage employees?”
But – “What do employees need to be engaged?”
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Top Opportunities to Improve Employee Engagement:
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Engagement Conclusion:
• Create a culture of engagement through participative
leadership
• Recognize people’s efforts and performance
• Connect with your employees
• Create employee growth opportunities
• Select employees predisposed to engagement
“Focus on what matters”
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Engagement Conclusion:
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Transparency
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Relationship Transparency
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Transparency Revealed:
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Organizational Transparency
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Transparency Revealed:
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Synergistic Transparency:
VISION VALUES
COMPETENCY CHARACTER
CONNECTIVITY COMMITMENT
COMMUNICATION
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Transparency Revealed:
Historically, the term “transparency” has rarely been used
in the context of organizations.
Various definitions exist for organizational transparency,
one of which really makes the point – the condition
opposite of secrecy.
Secrecy means deliberately hiding your actions;
transparency means deliberately revealing them.
It is the deliberate attempt to move from a secretive or
opaque organization to one that encourages open access
to information, participation, and decision making which
ultimately creates a higher level of trust.
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Transparency Revealed:
The expectation for increased transparency is a consequence of the
digital age and subsequent “digital generations.”
As individuals from this generation rise into leadership positions,
they will no longer tolerate the excuse, “unfortunately, we cannot
access that information,” as a reason for withholding financial data,
not knowing competitors’ prices, or not allowing a broader
constituency to be involved in decision making.
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Transparency Revealed:
• Technology has both created the expectation and also
produced the tools to deliver greater organizational
transparency.
• Transparency is being hailed as the new competitive
advantage, and “trustworthiness” is the new mantra for
leadership.
• Transparency is a means to another end; a trusting
environment. A culture of trust requires 3 prerequisites:
• Clarity and consensus about what constitutes
success;
• Open access to common information;
• Confidence in the competence of those involved.
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Transparency Revealed:
Challenges of increased transparency:
• Risks potential for distortion of the truth and its intent
• May slow the processes
• May require additional time and resources
By gaining a reputation for value through disclosure of
information, extensive communications with stakeholders,
and a solid track record of truth and high disclosure of
information, organizations will win respect and
involvement of current and future employees and
customers.
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Transparent Work Environment:
What exactly does it mean to have a “transparent” and
“authentic” workplace?
• “It means you tell the truth, you don’t sugar coat bad
news, and you pay people fairly in accordance with
their contribution.”
• “It means the fabric of the work environment is based
on 3 things: Mutual respect between employer and
employees, trust and goodwill, clear and consistent
communication.”
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Transparent Work Environment:
How to create an authentic and transparent work environment:
• Seek out transparent and authentic workers
• Tell the truth
• Seek out organizational feedback
• Give employees access to information
• Instill and drive the values of your company
• Build trust
• Have everyone think like an owner
• Place authentic and transparent employees in positions where they can
influence others
• Respond positively and honestly
• Include everyone
• Never, ever break a promise, even an “implied promise”
• Encourage socializing
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Accountability
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Relationship Accountability
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Organizational Accountability
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Accountability Revealed:
Go From Casual to Committed: Create Positive Accountability
“If your employees don’t know
where you’re going, almost any
road will get them there.”
These are the words that send chills through business leaders everywhere.
And, it’s why it’s hard to develop business plans for their workforce to follow.
Even the best business plans can fail if the organization lacks consistent
employee commitment.
Commitment can’t be mandated. Organizations must create “positive
accountability” – a powerful, healthy culture that results from goal alignment
and workforce engagement.
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Positive Accountability:
There are 4 different profiles that organizations typically fall into:
• Employees in the casual culture are
unclear about how personal
contributions support the overall
success and, often, they don’t care.
• A compliant culture is clear about
individual goals, but not about how
these goals connect to strategic
corporate outcomes.
• Most employees in a chaotic culture
are engaged but unclear about their
goals. There’s ample activity and little
to show for it.
• Engaged with a clear understanding of
goals, a committed culture
maximizes both the potential of its
employees and consistently achieves
goals.
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Positive Accountability:
The Committed Culture:
Employees work with clarity and purpose, although they may not
always meet all goals, they stay committed to an action plan to fulfill
them. Because they have an understanding of what success looks
like and feels like, they can develop the attitudes and beliefs that
drive achievement. This provides the energy and motivation to
execute with accountability.
An aligned and engaged culture must be nurtured to sustain
performance standards. Regular progress reviews can ensure
employees are meeting their goals and determine what actions are
needed to stay on track.
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Accountability Implemented:
The right elements must be in place to build an environment of
accountability:
• Clear roles, team leadership and ownership – remove confusion!
• A sense of ownership for team results – focus on team processes!
• Freedom, support and control to navigate competing priorities –
support is the key – be sure people have resources, knowledge
and assistance they need!
• It’s not about punishment – you’ll only succeed in creating fear!
• It’s about improvement – see what’s working and what isn’t –
analyze the cause!
• The expectation of evaluation – use multiple forms of feedback!
• Integrity counts – people are called out if they don’t do what they
say they will do! When anyone falls short they admit it and work to
improve.
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Engagement
Transparency
Accountability
Conclusion:
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Engagement / Transparency / Accountability
Commonalities?
• Participative leadership
• Selection of right employees
• Clear, consistent communication and feedback
• Truth and integrity
• Access to information
• Clear roles
• Commitment and ownership
• Nurturing environment and recognition
Conclusion:
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Questions & Feedback
3810 North Elm Street; Suite 207 Greensboro, NC 27455
336.288.3939 or 336.707.6787 (cell)
www.hrdstrategies.com
