Engagement – Yes, It’s PersonalPivotal Practices Consulting LLC Engagement Webinar SeriesSeptember 21, 2016 | Noon

Hosts

Patrina M. ClarkPresident,

Pivotal Practices Consulting LLC

Allan SchweyerExecutive Director,

TMLU.org

1. What employee engagement is and its different levels

2. Why employee engagement is so important

3. Ideas for taking responsibility for and improving your own

engagement – professionally and personally

What does engagement

mean to you?

What Is Engagement?

A Couple of Definitions for

Your Consideration

“The employee’s sense of purpose that is evident in

their display of dedication, persistence, and effort in

their work or overall attachment to their organization

and its mission.” – U.S. Office of Personnel Management (OPM)

“Employee engagement is the emotional

commitment the employee has to the

organization and its goals.” – Forbes

Levels of Engagement

Level 1: Fully

Engaged

Level 2:Somewhat Engaged

Level 3: Somewhat Disengaged

Level 4: Fully

Disengaged

Level 1: Fully Engaged

• Emotionally connected

• Consistently productive

• Fully participates in

meetings

• Cares about team

members – serves as a

role model

• Volunteers – gives extra

discretionary effort

Levels of Engagement

Level 1: Fully

Engaged

Level 2:Somewhat Engaged

Level 3: Somewhat Disengaged

Level 4: Fully

Disengaged

Level 2: Somewhat Engaged

• Reliably productive

• Comes to work consistently

and is on time

• Participates – takes on

tough assignments

• Can be counted on

• Helps others – is inclusive

Levels of Engagement

Level 1: Fully

Engaged

Level 2:Somewhat Engaged

Level 3: Somewhat Disengaged

Level 4: Fully

Disengaged

Level 3: Somewhat

Disengaged

• Inconsistent

• Unpredictable

• Does enough to get by

• Distracting

• May be cliquish

• Attendance issues

Levels of Engagement

Level 1: Fully

Engaged

Level 2:Somewhat Engaged

Level 3: Somewhat Disengaged

Level 4: Fully

Disengaged

Level 4: Fully Disengaged

• Dislikes work and

organization

• Speaks poorly of Agency

and leadership

• Works only when has to

• Unreliable

• Discourages others

• May actively sabotage

Levels of Engagement

Level 1: Fully

Engaged

Level 2:Somewhat Engaged

Level 3: Somewhat Disengaged

Level 4: Fully

Disengaged

Why Is Engagement So Important?

How engaged are federal employees?

Fully Engaged,

10%

Somewhat

Engaged, 30%

Somewhat

Disengaged, 45%

Fully

Disengaged, 15%

Calculating the Cost of Federal

Employee Disengagement – Step 1

Engagement Level Percent Performance

Impact

Productivity

Factor

Fully Engaged 10 +.25 10 + (10 * .25) = 12.50

Somewhat Engaged 30 ___ 30.00

Somewhat Disengaged 45 – .25 45 – (45 * .25) = 33.75

Fully Disengaged 15 – .50 15 – (15 * .5) = 7.50

Total 83.75

Based on Gallup Research and Center for Talent Solutions Estimates

A Little Math – Step 2

# of Employees (FTEs) 2 million

Average salary $100,000

Total Payroll $200 billion

Productivity Factor 83.75

$ Cost of Lost Productivity $32.5 billion

-37%

-25%

-65%

-28%

-48%

-41%

10%

21% 22%

-70%

-60%

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

Absenteeism Turnover:

High TO

Orgs.

Turnover:

Low TO

Orgs.

Shrinkage Safety

Incidents

Quality

(Defects)

Customer

Ratings

Productivity Profitability

PE

RC

EN

T D

IFF

ER

EN

CE

% Performance Differences:

Top & Bottom Quartile Engaged Workunits

Engagement = Performance

Source: Sorenson, S. (2013, June 20). How Employee Engagement Drives Growth. Gallup Business Journal. Retrieved from http://www.gallup.com/businessjournal/163130/employee-engagement-drives-growth.aspx

Engagement = Performance and . . .

Two Case Studies- And, Then Let’s Get Personal

• Eliminated front-line supervisors and managers.

• Chaos ensued – people needed their front-line leaders.

• Google reinserted managers, but only after determining precisely who

should be allowed to lead people.

• Google now seeks supervisors and managers who are first and

foremost coaches.

• Managers job is to help his or her people find the organizational

meaning in what they do.

• Managers at Google are not bestowed with authoritative power, yet

they have incredible impact. Why is that so?

Supervisors – Who Needs Them?

From Good to Great

• FEVS data revealed a lack of confidence in performance evaluations, deep

cynicism regarding the policies and motivations of leaders – particularly senior

leaders, and non-inclusive workplace practices in the Office of the CFO.

• Executives and managers participated in peer reviews of performance ratings

in which everyone would be held accountable for the ratings they assigned

their reports.

• By focusing on respect, listening, and other elements of inclusion, the Office of

the CFO was able to improve its IQ by 15% between 2010 and 2015. This drove

remarkable improvements in its overall engagement and FEVS scores in the

same period.

Engagement = Well-Being

Fully Engaged

Engaged

Somewhat Engaged

Fully Disengaged

Career Success

Happiness

Healthiness

Sources: Estimated and Derived from Gallup Research and

Dr. Hubert Rampersad, “Personal Balanced Scorecard”

Self-Assessment: The Personal Costs

How is your engagement at work

impacting your health, happiness,

career and relationships?

Health Happiness

Relationships Career

Self-Assessment: What Drives You?

Example: “Using my Talents at Work”

Tomorrow I will: List my skills and talents and the things I like to do (what

I’m good at) and estimate how much time I spend doing those things now.

Next week I will: Meet with my supervisor to investigate roles, jobs,

assignments, etc. that match up best against my talents and interests. I’ll

also look closely at my own job and others in it and gauge the latitude I

have to make adjustments and reorganize my work so that it plays to my

strengths and interests.

Within 6 weeks I will: Have increased the amount of time I’m spending

doing things I am best at and most interested in at work by at least 25%.

Before long, I expect to do what I do best at least half the time, everyday at

work.

A More Formal Assessment

• Descriptive + Prescriptive

• Self-Awareness + Self-Management

• Group Awareness + Group Management

• Identify and Accelerate Development

• Non-Judgmental Reporting

• Facilitates A Common, Neutral Language

• More Than an Individual Eventwww.birkman.com

Play-Doh?

Play-Doh?

Goldsmith’s “Active Questions”

1. Did I do my best to set clear goals today?

2. Did I do my best to make progress toward my goals

today?

3. Did I do my best to find meaning today?

4. Did I do my best to be happy today?

5. Did I do my best to build positive relationships today?

6. Did I do my best to be fully engaged today?

Goldsmith’s Triggers

1. What employee engagement is and what drives it

2. Why employee engagement is so important

3. Ideas for taking responsibility for and improving your own

engagement – professionally and personally

Upcoming Free Webinars

• Federal Employee Viewpoint Survey Results –

October 12th

• One-to-One Engagement – November 2nd

• Enterprise Engagement – November 16th

Registration Link:

http://www.pivotalpractices.com/academy/workshops-seminars/webinars