The Trick to Employee Engagement—It’s Not What You Think

The Trick to Employee Engagement:

It’s Not What You Think

A Joint WebinarOctober 30, 2013

© 2013 The Karen Martin Group, Inc. 2

@jostleme@karenmartinopex

Coach / Facilitator / Consultant / Trainer: Lead Lean transformations & develop people across all industries.

Teacher: University of California, San Diego

Author & Speaker:

Karen Martin, PresidentThe Karen Martin Group, Inc.

www.ksmartin.com

3

Preorder now! 2013 Shingo Prize winner!


Learning Objectives

• The three essential conditions for realizing high levels of employee engagement.

• Why employee selection and onboarding is the SINGLE MOST IMPORTANT process to nail in any business.

• How to use continuous improvement, critical thinking & problem solving as your central means to engage employees

• How to prepare leaders for a new way of operating.


Does your organization operate with high levels of clarity, focus, discipline,

and engagement?

Read the Shingo Research Award‐winning book that’s transforming organizations.


Mindsets & Behaviors that

Produce Outstanding Organizations

The Outstanding Organization

7

We have

big problems.

8

First…


Energy Crisis: Widespread Disengagement

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7 in 10 American workers are “not engaged” or

“actively disengaged” in their work.

Gallup estimates actively disengaged employees cost the U.S. $450 billion to $550 billion a year in lost productivity.


http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx


Employee Engagement – Gallup Findings

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19

19

18

20

20

15

15

17

17

17

16

18

52

52

53

54

51

50

55

59

54

55

53

54

58

30

29

28

28

29

30

30

26

29

28

30

30

26

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

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ACTIVELY DISENGAGED

NOT ENGAGED ENGAGED0% 100%

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Second…

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The average company operates at levels that are

a fraction of what its capable of.


Employee Engagement & Business Performance*

7%18%

26%

49%

67%

33%

9.57:1 1.83:1

EngagedNot EngagedActively Disengaged

World Class Average

*Per Gallup

Ratio of engaged to actively disengaged employees


Engagement Drivers: The Three C’s The Outstanding Organization, pp. 155‐158


Engagement Drivers: The Three C’s

Connection

The Outstanding Organization, pp. 155‐158

To vision, annual goals, immediate supervisor,

peers, customers



You had them at“You’re hired.”


To what degree do new hires receive all of the tools and information they need to function effectively on day one?

0%

10%

20%

30%

40%

50%

60%

70%

Always, Sometimes Rarely, Never

Before initial roundof improvementAfter initial round ofimprovement

14%

44%

63%

23%


Onboarding – Missing Pieces

• Tools– Physical (e.g. desk, etc.)– Technology (e.g. phones, computers, physical access, access to applications

needed, logins, etc.)– Identifiers (e.g. signage, business cards, etc.)

• General information– Company (e.g., purpose, products, customers, values, business goals, etc.)– Org charts– Phone directories

• Job‐specific orientation– Documented procedures (standard work)– Apprenticeship approach: Observe, do with supervision, do– Clear understanding about what constitutes “success.”

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Value Stream Maps: Effective for New Hire Orientation

You are here

© 2013 The Karen Martin Group, Inc.

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The single most important process for you to nail in your

organization is new hire onboarding.



Connection

Control


Heavy involvement in decisions that

influence how they do their work.



Who? Accountability Tool

Leadership “What has to happen” Value Stream Mapping

Workforce “How it will happen” Kaizen Events, Just‐do‐its, and Projects

Improvement RolesStrategic

Tactical

Middle Management


Leaders determine strategy (what)

Workers determine tactics (how)



Connection

ControlCreativity


Full use of talents, capacities,

potentialities, & skills



Problem solving and making improvement—done properly—is a high.


Kaizen Event – Definition

A two‐ to five‐day focused improvement activity during which a sequestered, cross‐functional team designs and implements improvements to a defined process or work area, generating rapid results and

learned behavior.

Karen Martin & Mike OsterlingThe Kaizen Event Planner


Cross‐Functional Problem Solving & Improvement:Connecting, Using Creativity, Gaining Control


“I went home yesterday and told myfamily that it was one of the best

working days I’ve ever had. I was able to fully use my capabilities for three days.”

— Fred Valenzano, Professional Engineer


Enabling Engagement: A3 Management

A3 Report

The vital role of the coach/mentor


Progressive Learning

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Third…

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The idea that performance is primarily a factor of the employee is just wrong.

The Outstanding Organization, p. 154

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People aren’t the problem. It’s the dysfunctional systems and processes within which we expect them to

perform at high levels – afundamental act of disrespect.


“I’ve become a better person, a better husband, a better friend,

from working at Gore.”

— Terry, a W.L. Gore Associate


—The Outstanding Organization, p. 153

© 2013 The Karen Martin Group, Inc.The Outstanding Organization, p. 153

Build diverse teams.

<< story with PEOPLE >>

On-board your culture.

<< LIBRARY example >>

Team fit matters.

<< story >>

Fire fast.

In a respectful and honest way.

That helps the person find a better fit.

Don’t fall into the justification trap.

Avoid grand plans.

<< Kanban photo >>

Recognize specific things.

Now.

<< Shout‐Out examples >>

Poll

Does your intranet help your employees engage?

☐ Absolutely.☐ Somewhat.☐ Not much.☐ Don’t have an intranet.

Q&A

[email protected]@jostle.me

Thank You

[email protected]@ksmartin.com