Employee engagement presentation

Employee Engagement – The Next Generation of Workforce Management

Why Employee Engagement?

The Next Generation of Workforce Management

© 2011 Cultural Chemistry, LLC All right reserved

http://www.culturalchemistry.com/


Why Employee Engagement

Top performing

Business

Increased Productivity

Lower Employee Turnover

Higher Customer

Satisfaction

Improved Quality

Stronger Supplier

Relationships

Reduced Waste/

Improved processes

Organizations that have an high employee engagement have 22% more stakeholder return compared to organizations who have average employee engagement

Employee Engagement is directly tied to the success of the business.

But why is employee engagement the current buzz word?




Current generations in the workforceGeneration Birth

year Age (2011) % of workforce1 Experiences work as2

Baby boomers 1946 – 1964

47 – 65 48% • Team player• Workaholic• Title is the reward

Generation X 1965 -1977

34 – 46 22% • Entrepreneur• Eliminate the task• Freedom is the reward

Generation Y(millennials)

1978 - 1996

15 - 33 36% • Participative• Goal Oriented• Meaningful work is the

reward

1 4% of workforce is older than 652 http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

Current thinking originates from different generations in the workforce.




Motivation not driven by moneyResearch from MIT shows:

Monetary Rewards decrease performance

Task involves cognitive skills

Monetary Rewards increase performanceTasks only involves mechanical

skills




Factors that increase employee engagement

• The desire to be self directed

Autonomy

• The desire to grow own skills and share knowledge

Mastery

• The desire to feel good about what you are doing.

Purpose




Autonomy


Autonomy Mastery Purpose

• Employees at all levels have responsibility

• Employees make decisions• Manager focus on outcome –

are coaches• Strong relationships -

teamwork



Mastery

• Being an expert in something• Growing skills in this specific area• Able to showcase specific knowledge• Roles and jobs are clearly defined• Strong employee development plan





• “Why are we in business” is understood by all• Mission and vision is aligned with this “why”• Management walk the talk - ALWAYS• Employees can align their work to the V&M• Social Responsibility is key• Profit motive is attached to purpose motive

Purpose





From Focus to What

Autonomy, Mastery & Purpose are the three focus area, when thinking about Employee Engagement.

To improve those focus areas an organization can use the combination of these three tools:1. Leadership2. Communication3. Organizational Development




Focus area’s

• Clear direction clarifies Purpose and engage employees

Leadership

• Clear communication enables Autonomy

Communication

• Aligned development programs enables Mastery and strong leadership

Organizational Development




Leadership

• Defines a clear mission, vision & strategy• Communicates the vision clearly and keeps it

in front of the employees• Communicate with all layers• Moves away from assigning a task• Communicate success


Leadership Communication Development



Communication

• Translate vision, mission & strategy in a common language;

• Communicate with the employees not to the employees;

• Leadership talk directly to employees• Discuss relationship between mission

and performed work• Keep repeating the messages





Organizational Development• Job descriptions are aligned to organizational goals

and explain purpose of the role, skills needed and expected output of the role

• Career ladders are publicly availalble• Employee has a development plan

focused on increasing their knowledgeand aligned to organizational purpose

• Measurement of HR ROI is in place• Success is celebrated frequently





From What to howThe most difficult part of working on any Organizational Development program is implementing the what’s.

At Cultural Chemistry we believe “one size fits all” doesn’t work. Every company has a different culture, following a different road and has different people working. With that every tool should be carefully chosen and adjusted to the specific situation.

Here three examples on how to improve employee engagements. If you would like to know how to increase employee engagement. Talk to us!





Leadership: improve appreciation

Challenge: Employees don’t feel appreciated.Facts: Owner took employees on free lunches, a boat trip, gave the tools needed when requested. But never explained why he provided the fun and tools. He thought “They just know”. The Solution: Awareness at the owner level around creating appreciation resulted in better communication to the employees. Appreciation efforts where linked to business results. Appreciation and engagement increased.Lesson learned: You can never over communicate. Never assume “they know”, always communicate and link appreciation to business results.




Communication: increase buy in to company mission

Challenge: To let employee’s buy in to owner’s vision.Facts: the owner has a strong believe in being social responsible and create products that are environmentally friendly and actively invest in community services with his employees. Employees do believe in the quality of the product but don’t believe in the purpose of the company. Many communications send to the employees where cookie cutter and not customized to the organization and its mission.Solution: the owner is being trained on when on how to explain the vision of the organization and to write compelling messages. From that point all communications where written by the owner to increase the validity of the messages. Employees and owner developed core values and employees developed programs to implement the core values in their day to day work.



Organizational Development : hire right

Challenge: Reduce TurnoverFacts: Within 18 months employees are left on their own terms, or need to be let go. Hiring process is based on skills, only traditional channels are used to approach candidates. Demotivated and underperforming seems to be the main reason to separation.Solution: The recruiting process was overhauled. The job descriptions now include a description of the companies values and requested attitude of any candidates. Hiring managers are trained on how to look for a match in organizational culture and not solely on skills while interviewing candidates. A rigorous reference check closes the gap and confirms the fit with the organization. Increased engagement levels, reduction of turnover and improved productivity are the result.



Overview

• Autonomy• Mastery• Purpose

Focus

• Leadership• Communication• Development

(organizational)

How • Increased Productivity• Increased

Engagement• Decreased turnover

Outcome




Cultural Chemistry Organizational Development Redesigned

Surf to www.culturalchemistry.com to learn more

