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Using the research as a sales tool Presented by: David Fagiano , Chief Operating Officer. Using the Research. The research connects what we do – our WOW – to bottom line results

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Using the research as a sales tool Presented by: David Fagiano , Chief Operating Officer

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Using the research as a sales tool presented by david fagiano chief operating officer

Using the research as a sales tool

Presented by: David Fagiano, Chief Operating Officer


Using the research

Using the Research

The research connects what we do – our WOW – to bottom line results

It provides teeth to our former positioning as your Global Engagement Partner by showing how we help create engagement

It overcomes major objections to selling the Dale

It provides a differentiator

It reconnects us to our roots


The wow

The WOW

Our WOW has always been the emotional effect we have on

participants on the dimensions of

  • Enthusiasm

  • Inspiration

  • Empowerment

  • Confidence

    Turns out these are what creates engagement


Connect the dots

Connect the Dots

Companies with engaged employees outperform others by as much as 202%

Sales people who are engaged produce 48% more revenue

We are the only organization that drives development on the dimensions of empowerment, enthusiasm, inspiration and confidence

We drive bottom line results


Connect to the heritage

Connect to the Heritage

We have been developing engaged employees for 100 years because Dale Carnegie knew all about engagement 100 years ago.

The just-completed research on attitudes of 1500 U.S. workers demonstrates that our core body of knowledge is foundational to your success.

We will be adding a global component to this research in 2013


Creating engagement for a century

Creating engagement for a century

  • Engagement means winning the hearts as well as the minds of employees

  • I understand vs. I believe


Why is engagement critical

Why is engagement critical

Engagement is a hot topic all over the world because it pays off:

  • Companies with engaged employees outperform others by as much as 202%

  • Dale Carnegie has been advocating the drivers of engagement for 100 years

  • Creating engaged employees is our WOW. It is what we do and what sets us apart. We show managers how to treat employees as valuable people with skills rather than as people with valuable skills.


The cost

The cost

  • Gallup estimates that unengaged workers in the UK cost

  • 43.2 billion

  • pounds/year


Salary elasticity willingness to change jobs

Salary elasticity willingness to change jobs

  • The three groups have distinctive thresholds for changing jobs:

  • Roughly one-quarter of the Fully Engaged would move for a 5% salary increase compared to 69% of the Disengaged

  • However, about one-half of the Partially Engaged would be willing to change jobs for 5%

  • Engagement improvement has a multiplier effect on lowering turnover costs

% Indicating “Yes” Would Change

Q9a. Would you accept another job if offered a 5% increase?

Q9b. Would you accept another job if offered a 10% increase?

Q9c. Would you accept another job if offered a 20% increase?

Q9d. Would you accept another job if offered a 50% increase?


Uk employee engagement ranking

UK employee engagement ranking


Using the research as a sales tool presented by david fagiano chief operating officer

Employee Engagement

by

MSW Research

for

June, 2012


Employee e ngagement index

Employee engagement index

Analysis of employee responses to the two criteria questions shows three distinct groupings:

Engagement Group:

Fully Engaged - represents the most committed

Partially Engaged - those that are positive to at least one question

Disengaged - either neutral or negative to all responses

Employee Engagement Index 29%

Group A: Fully Engaged 29%

Group B: Partially Engaged 45%

Group C: Disengaged 26%

Recommend Employer as a

place to do business

Recommend Employer to a friend as a place to work


Actively engaged

Actively Engaged

More productive

Make more money for the company

Stay with organization longer

Committed to quality

Ethical and accountable


Not engaged

Not-Engaged

Concentrate on tasks not outcomes

Want to be told what to do

Do it – get paid – go home


Actively disengaged

Actively Disengaged

Sow seeds of negativity

Undermine the work of others

Express mistrust and animosity


Using the research as a sales tool presented by david fagiano chief operating officer

Profile of employee engagement eased on demographics

Disengaged

Partially Partial

Fully Engaged

Demographics


Using the research as a sales tool presented by david fagiano chief operating officer

Profile of employee engagement eased on demographics

Partially Partial

Disengaged

Fully Engaged

Time with Company


Using the research as a sales tool presented by david fagiano chief operating officer

Employee engagement index of

emotions generated by management

The Immediate Supervisor produces a polarizing Emotional response

Partially Partial

Disengaged

Fully Engaged

Fully Engaged

Partially Engaged

Disengaged


Engagement by emotion caused by management

Engagement by emotion caused by management

Fully Engaged Employees express feelings of Enthusiasm, Being Inspired, Empowerment

& Confidence based on their interactions with their managers.

Disengaged Employees lack Interest and feel Insulted by their immediate supervisor.

Fearful

Vulnerable

Anxious

Irritated

Manipulated

Intimidated

Uncomfortable

Bored

Disinterested

Upset

Apathetic

Insulted

Enthusiastic

Empowered

Happy

Confident

Valued

Enlightened

Excited

Empathetic

Hopeful

Assured

Connected

Inspired


Using the research as a sales tool presented by david fagiano chief operating officer

Employee engagement functional correlation driver model

Reflects the 20 Attributes That Have the Highest Correlation to Employee Engagement

Confidence in the leadershipability of my IS (.78)

My IS recognizes my contribution (.70)

My IS isinterested in me as a person (.69)

I trust my IS (.78)

I learned a lot from my IS (.69)

My IS sets a good example (.77)

Satisfaction withImmediate Supervisor

I believe senior leaders are moving the organization in the right direction (.76)

I get the feedback & encouragement I need to enhance my job performance (.67)

My IS treats mewith respect (.74)

I have confidence in the leadership ability of senior management (.78)

My IS communicatesopenly (.73)

My IS cares about my personal life & the effect it has on my job (.66)

.67

Satisfaction withSenior Management

.69

Company encouragesopen communication (.68)

Staff retention

Employee Engagement

Customer satisfaction

Overall Satisfaction

Satisfied with the input I have in decisions that affect my work (.62)

Higher sales

.61

Corporate philosophy reflectsmy own values (.67)

.60

Looking forward to going to work (.69)

All employees are treated with respect (.66)

Proud to beWorkingfor Company

Willing to put in effort to make the organization a success (.66)

Energized

Company cares about how I feel (.66)

Energized by going to work (.65)

My health & well being are supported and encouraged (.65)

Proud of the contributions the company makes in the community (.65)


I believe senior leaders are moving the company in the right direction

I believe senior leaders are moving the company in the right direction

What is the direction of the company?

What is my role in getting there?

Can I have input into our direction?

Your role is to provide a clear direction and demonstrate how the individual‘s goals link to the corporate goals

People support a world they help create – Dale Carnegie


I understand my company s goals

I understand my company’s goals


I have clear goals

I have clear goals


How employees spend their time

How employees spend their time


My manager recognizes my contribution

My manager recognizes my contribution

Career plans

Job rotation

Training

Project assignments

Mentor roles

Recognition

Group awards

Give honest and sincere appreciation – Dale Carnegie


I have trust and confidence in my manager

I have trust and confidence in my manager

Leads by example – walk the talk

Provides feedback and encouragement

Gives me on-the-job coaching and training as my mentor

Communicates openly and avoids hidden agendas

Gets me the resources I need

Clears away internal obstacles

Give people a fine reputation to live up to – Dale Carnegie


My manager is interested in me as a person

My manager is interested in me as a person

Treats me as a valuable person with skills rather than a person with valuable skills

Devote real time to listening to issues

Tries to help with work/life balance issues

Is concerned about my health and well being

Become genuinely interested in other people

– Dale Carnegie


The company reflects my manager

The company reflects my manager

All employees are treated with respect

My health and well being are supported and encouraged

My company is a contributor to the community

My values and the company values are aligned

Appeal to nobler motives – Dale Carnegie


Using the research as a sales tool presented by david fagiano chief operating officer

The Impact Of Emotions

Evoked By The Sales Manager On Employee Engagement

Valued

Confident

Empowered

Enthusiastic

Engaged

Inspired

A good supervisor makes people feel Valued, this leads to Confidence, Empowerment, Enthusiasm and Inspiration which in turn leads to Engagement.


We can help

We Can Help

IGNITING WORKPLACE ENTHUSIASM

  • Creating engaged employees

  • is our WOW. It is what we do

  • and what sets us apart. We show

  • managers how to treat employees

  • as valuable people with skills

  • rather than as people with

  • valuable skills.


Using the research as a sales tool presented by david fagiano chief operating officer

Download the new Dale Carnegie Training White Paper

WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS

www.dalecarnegie.com/engagement


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