PCCYFS 2012 Annual Spring Conference Engaging, Motivating and Inspiring Top Performance Presented By: Robin Stricoff

PCCYFS 2012 Annual Spring Conference

Engaging, Motivating Engaging, Motivating and Inspiring Top and Inspiring Top

PerformancePerformance

Presented By: Robin Stricoff

PCCYFS 2012 Annual Spring

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Engaging, Motivating & Inspiring Top Performance

© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People 2


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Introduction

• Impacting Your People is about impacting ALL your people – those who provide service and those you serve.

• We firmly believe that a qualified, stable, engaged and aligned workforce achieves better outcomes for your clients

3© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People


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Today - 3 goals

• Identify how engagement drives improved outcomes

• Know the engagement continuum

• Launch your transformation strategy



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Change Vision

•

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We are a We are a culture of staff culture of staff engagementengagement

© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People


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A high A high engagement engagement organization organization = a high = a high achievement achievement organizationorganization



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First Goal

• Identify how employee engagement drives improved outcomes



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• What is employee engagement?



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• Engaged staff are “mentally and emotionally invested in their work and in contributing to their employers’ success”



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Staff Engagement Produces Results

• 57% increase in discretionary effort

• 83% reduction in the desire to leave



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Relationship between engagement and outcomes



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Relationship between engagement and turnover



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Won’

t

86% Think 86% Think About LeavingAbout Leaving

17% Think 17% Think About LeavingAbout Leaving

2011 - HR Solutions© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People


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Engaged Staff Behave Differently • Speak positively about the organization

• Strive to do a better job

• Stay and contribute

• Have lower absenteeism

• Have fewer accidents

• Ready to take on increased responsibility (succession potential)



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WIIFM

• Less likely to leave

• More productive

• Produce better results



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Second Goal

• Know the engagement continuum



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Levels of Engagement in the Workforce



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Cost of Disengaged Staff

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$350 billion a year



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33%

49%

18%



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Actively Disengaged



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Not Engaged



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Engaged



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Third Goal

• Launch your transformation strategy



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Transformation Mind-Set

• Trying to get more out of the workforce we lost sight of our employee fundamental needs

• Addressing these needs builds engagement

• Building engagement improves outcomes



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Path of Transformation

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Top Executive

SupervisorsManagersEmployee behavior

It starts here

Supported by human resource best practices and

systems© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People


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Transformation Strategy

• Communicate Your Vision

• Connect Staff Effort to Organization Goals

• Build Best-in-Class Managers

• Communicate & Connect with Senior Leadership

• Recognize a Job Well Done30© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People


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# 1 – Communicate Your Vision



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#2 - Connect Staff Effort to Organization Goals

• How important is it to connect staffs’ work to organization’s success?

– 88% say Very Important or Important– 12% say Unimportant or Very

Unimportant

SHRM Engagement Survey



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# 3 - Build Best-in-Class Managers

• Manager/staff relationship is key to employee engagement

– 55% say Very important– 38% say Important– 5% say Unimportant– 2% say Very unimportant



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Building Best-in-Class Managers is Mission Critical

• Poor Supervisors Trump Good Programs

• Good programs PLUS GOOD supervisors = engagement , high performance, retention

• Good programs PLUS POOR supervisors = non-engagement , poor performance, turnover



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What Employees Want from Supervisors

• Clear expectations• Feedback & coaching• Opportunities for growth &

development• Able to set goals• Follow through• Supervisors skillfully and artfully

adept in all aspects of performance management



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# 4 - Communicate & Connect with Senior Leadership • Direct access-frank and honest

leadership

– 53% say Very Important– 41 % say Important– 5% say Unimportant– 2% say Very Unimportant



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# 5 – Recognize a Job Well Done!

• Management recognition of employee job performance

– 49% say Very important• 43% say Important• 6% say Unimportant• 2% Say Very Unimportant



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When I make a mistake, I am recognized 100% of the

time, when I do something

great, I’m not recognized 99%

of the time.



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Impact of Sluggish Economy

• Environment of uncertainty

• Antidote for uncertainty• Vision• Contribution• Building Best Managers• Communication with Senior

Leadership• Recognition



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2012 Economic Recovery Trends

• Increased workloads

• Postponed retirement

• Increased internal employee complaints, unemployment filing and EEOC complaints



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Launch a Formal Recognition/Appreciation Initiative

• Everyone appreciates knowing they did a good job



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Engaged Organizations Behave Differently

– Employees held responsible for progress– Achievement is recognized– Recognition is plentiful and genuine– Conflict is resolved

–



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Engage! Be Different

– Cooperation across departments– Managers are competent to manage

staff performance; including providing feedback, coaching for improved performance



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Engage! Be Different

– Salary and benefits are viewed as competitive

– Policies are clear, flexible and administered fairly

– Training is viewed as a development investment. Employees have the opportunity to grow and learn

– Participatory management style– Ongoing effective communication



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• Become Best-in-Class!



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Best-in-Class

74% managers are involved and fully support engagement

initiative.



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81% provide managers with training and tools on

engaging staff and managing staff performance

Best-in-Class



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Measuring Engagement

• A Comprehensive Approach

– Exit interview results-actions– Stay interview-increase what folk want– Track turnover, absences, accident

metrics– Regular employee survey’s– Taking the pulse



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Actionable Next Steps

• Ignite curiosity & enthusiasm

• Win buy-in and support

• Build a performance management culture

• Establish cascading goals aligned to strategy!

• Instill full accountability at all levels49© copyright 2012 Robin Stricoff, MSW/SPHR, Impacting Your People


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Wrapping Up

• An Engaged Organization:

– Starts at the top and cascades down– Only works when managers build

effective relationships with their reports– Results in a satisfied workforce that

produces better outcomes



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Engaged staff

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Better outcomesBetter outcomesTurn your visionTurn your vision

into reality into reality

ROI



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Your most valuable resources are your people

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Thanks for a job well done



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• What will you do differently?


Documents

PCCYFS 2012 Annual Spring Conference Engaging, Motivating and Inspiring Top Performance Presented By: Robin Stricoff