How Senior Leadership Engage/Disengage in Nonprofits

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  1. 1. IMPROVING EMPLOYEE ENGAGEMENT WHEN SENIOR LEADERSHIP IS THE PROBLEM A FOCUS ON NON-PROFITS Specialty Sector Webinar Series June 9, 2015
  2. 2. 2 Topic Agenda Item Time (min) Introduction 2 The Importance of Senior Leadership in Not- for-Profits Engaging Employees 5 What do the Best Not-for-Profit Leadership Teams do Better? 15 Tips on Breaking the News 10 Q&A 5 Norm Baillie-David SVP Engagement - TalentMap Bernie MacNab Director of Sales Eastern Region Agenda
  3. 3. 3 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus TalentMap by the Numbers
  4. 4. TalentMap = Engagement Experts to Nonprofits 4 We provide online survey technology, award-winning project support and unparalleled survey expertise in the nonprofit sector. Measure Analyze Act
  5. 5. Sample Clients & Benchmark Copyright2014, Talent Map. All rights reserved. Professional Services Public Sector Healthcare Sector Private Sector Clients Association / Not-for-Profit Sector March 2013
  6. 6. 6 Copyright2014, Talent Map. All rights reserved. How engaged are your employees? How effective are your workplace dimensions? TalentMap's Approach for Nonprofits What are the most powerful drivers of engagement? Where should you focus your workplace improvements?
  7. 7. 7 High Performance Management Practices Employee Engagement Employee Retention Employee Productivity External Service Value Member Satisfaction Member Loyalty Member Growth Service concept: results for customers Service designed and delivered to meet targeted stakeholder needs Funding Referral Advocacy Funding Growth Help Your Executive Connect The Dots
  8. 8. The Importance of Senior Leadership in Engaging Employees
  9. 9. Governance and Accountability Competing For Talent With a Wealthy Private Sector Retaining Talent especially volunteers Changing Funding Models Clash between Business and the Mission Specific Challenges Faced by Not-for-Profit Leaders 9
  10. 10. Compensation Work Environment Performance Feedback Professional Growth Work/Life Balance Information and Communication Teamwork Innovation Customer Focus Immediate Management Senior Leadership (ELT) Organizational Vision Strong Engageme DriverWeak Engagement Driver Worse Than Benchmark Better Than Benchmark The Engaged Not-for-Profit 10 11 2 9 9 9 20 16 89 98 91 91 91 80 84 0% 20% 40% 60% 80% 100% Overall Engagement I am proud to tell others I work for my organization. I am optimistic about the future of my organization. My organization inspires me to do my best work. I would recommend my organization to a friend as a great place to work. My job provides me with a sense of personal accomplishment. I can see a clear link between my work and my organization's long-term objectives. % Frequency Unfavourable Neutral Favourable
  11. 11. The Engagement Challenged Not-for-Profit 11 Compensation Work Environment Performance Feedback Professional Growth Work/Life Balance Information and Communication Teamwork and Community Innovative Thinking Customer Focus Immediate Management Senior Leadership Organizational Vision Strong Engageme nt Driver Weak Engageme nt Driver Worse Than Benchmark Better Than Benchmark 12 6 14 11 15 12 14 24 23 23 25 20 21 29 65 72 63 63 65 67 57 0% 20% 40% 60% 80% 100% Overall Engagement I am proud to tell others I work for my organization. I am optimistic about the future of my organization. My organization inspires me to do my best work. I would recommend my organization to a friend as a great place to work. My job provides me with a sense of personal accomplishment. I can see a clear link between my work and my organization's long-term objectives. % Frequency Unfavourable Neutral Favourable
  12. 12. Engaged.... 12 3 2 4 2 4 97 98 96 98 96 0% 20% 40% 60% 80% 100% Overall Senior Leadership Sets ambitious, but realistic goals. Clearly communicates their goals. Acts consistently; they do as they say. I have trust and confidence in their ability to achieve our organization's goals. % Frequency Unfavourable Neutral Favourable 26 34 23 23 25 32 30 38 27 33 42 36 40 50 42 0% 20% 40% 60% 80% 100% Overall Organizational Leadership Sets ambitious, but realistic goals. Clearly communicates their goals. Acts consistently; they do as they say. I have trust and confidence in their ability to achieve our organization's goals. % Frequency Unfavourable Neutral Favourable Not so much
  13. 13. 45% 60% 26% Client 2013 Client 2014 Benchmark 13.guess which one has issues with senior leadership? Are you looking for or thinking of accepting a job with another employer (% Yes)? 6% 7% 24%
  14. 14. 14 From the foreword to The Pogo Papers, Copyright 1952-53
  15. 15. What do the best leadership teams do better? 15
  16. 16. Among employees providing positive comments: Overall I am very satisfied with the culture and think this is a great place to work. The organization has fostered a team environment and is supportive of its employees. ORGANIZATION is a great place to work. Strong communication of our mission and vision is what drives and motivates employees to continue performing their best. Stay transparent with the organization's objectives and developments. The Executive group is a large reason why I am still employed with ORGANIZATION. I feel they walk the walk and are supportive in most everything we do. The culture at ORGANIZATION is unlike anywhere else I have ever worked. It really is like one big family. EXAMPLE POSITIVE COMMENTS
  17. 17. Visibility, Connectedness and Empathy Need more confidence that the organizational leadership is truly listening and doing everything within their power to support us They make decisions in a vacuum. They have no idea whats going on the front-lines. We never see them Set, Communicate and Follow-up Clear and Realistic Goals: Ambitious goals; perhaps not realistic - involve staff when establishing goals that impact practice rather than deciding and telling them Decisiveness on Clear Priorities Improve priority setting, as it seems everything is a priority. I would like to see more decisiveness. Projects are being delayed because either a decision is not made or work is being completed by the wrong person. Articulate and Communicate a Clear and Compelling Vision I can't say that leaders of the organization have painted a picture of the future of our agency. Most of their actions seem to be reactive to issues/funding changes that come up. It doesn't seem like there's a proactive approach to planning the future of the organization from my perspective. EXAMPLE COMMENTS: REQUIRE IMPROVEMENT
  18. 18. LEADERSHIP PRACTICES THAT ENGAGE 18 Building trust and honest communication Transparency, especially in difficult times Frequent and forthright answer employee questions Admit when you dont know Senior Leaders take ownership of the people agenda (as opposed to it being HRs problem) People priorities are clearly embedded in business strategy People take precedence, sometimes over short- term gain Talent is more built than bought (75% internal, 25% external)
  19. 19. Effectively communicate the organizations goals and objectives Consistently demonstrate the organizations values in all behaviours and actions (they walk the talk) Appropriately balance employee interests with those of the organization Consistently demonstrate empathy and caring for employees Ensure presence and visibility in person or virtually Connected with Employees 19
  20. 20. Effectively communicate goals and objectives Ensure goals and objectives are aggressive, yet attainable Empower managers and employees and instil a culture of accountability Performance Focused 20
  21. 21. Fill employees with excitement for the future of the organization Ensure employees understand how they contribute to the organization as a whole Consults widely, but decides quickly. Inclusive decision- making Genuinely future and development oriented 21
  22. 22. Tips on Breaking the News to Senior Leadership 22
  23. 23. UNDERSTAND STAGES OF RESULT ACCEPTANCE 23
  24. 24. Meet with CEO alone first (if possible). Discuss how to broach the subject with the executive team. Sometimes, leaving them the report and having them come to their own conclusion is most effective. Avoid any comparison/contrast between VP areas of responsibility. Position it as a common issue not isolated to certain executives only. Are you the best placed to deliver the message? A good survey provider can help ensure no loss of face. Avoid inclination for told you so or vindication. Understand that many execs are probably not aware of how they are truly perceived. Some Practical Tips 24
  25. 25. Allow the leadership (as a group) to come to the acceptance stage. Facilitate conversations if possible. Allow for introspection. Focus on helping them identify specific behaviours. Bring forward other experiences/best practices (e.g. this presentation). What have other senior leadership teams done? What do they do that we dont? Objective: commitment to behaviour change and accountability. Moving to Action 25
  26. 26. Trust, confidence and positive perception of senior leadership is crucial for high levels of engagement. Behaviour change will yield a positive ROI. Anticipate stages of result acceptance, particularly denial and rationalization. When ready, facilitate the move to action. Focus on emulating positive behaviours. Final Thoughts 26
  27. 27. Event Format Topic Date TalentMap Monthly Webinar Series Live Webinar with special guest How Edmonton International Airport Improved Employee Engagement from Survey to Implementation and Beyond June 25th 12:00pm EDT TalentMap Monthly Webinar Series Live Webinar Engaging your Employees through a Compelling Organizational Vision July 30th 12:00pm EDT Upcoming TalentMap Learning Sessions
  28. 28. THANK YOU! QUESTIONS AND DISCUSSION 28 Monica Helgoth VP Engagement TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504

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