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Top Executives Staff Engagement: Proof of Effective Leadership

Engaged @ Work Human Resources & OD Consultation. Top Executives Staff Engagement: Proof of Effective Leadership. GeGe Beall Owner, Engaged @ Work gegebeall@aol.com. Our Communication. I Am Here For. About the Research & Statistics.

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Top Executives Staff Engagement: Proof of Effective Leadership

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  1. Engaged @ Work Human Resources & OD Consultation Top ExecutivesStaff Engagement:Proof of Effective Leadership GeGe Beall Owner, Engaged @ Work gegebeall@aol.com

  2. Our Communication

  3. I Am Here For

  4. About the Research & Statistics Compare your business IN, rather than comparing it OUT

  5. Terms Employees Staff

  6. Terms Supervisor Line Manager Manager

  7. Great Customer Service is Great for Your Business =

  8. Which of These Has the Greatest Influence on Business? Staff Engagement Financials Customer Service

  9. According to Research Financials Customer Service Staff Engagement

  10. Staff No Customers

  11. Why I’m In This Field

  12. Agenda • What is Staff Engagement • The impact of SE on your business • The impact of the line manager • Methods to improve staff engagement • What the Line Managers will learn • Discussion

  13. “If you are not happy with your job, you are not happy with your life.” ~ GeGe Beall

  14. Why Not “Employee Satisfaction”? • Staff can be “satisfied & still not care! • Satisfaction is too low a standard

  15. Employee Engagement • Genuine caring about organization • Committed with hearts & minds

  16. Why Should You Care?

  17. You Have An Ideal Situation! The Unemployed Your Staff

  18. You Have Employees Like These?

  19. We Forgot to Engage Them!

  20. If You Are Not Engaging Your Staff, You Are Not Reaching Your Potential or Theirs!

  21. Research by Gallup, Hewitt, et al. Higher Employee Engagement = Theft Turnover Employee Injury & Disability Absenteeism Job Stress Pot Stirring Morale Quality Productivity Customer Sat Readiness for Change Revenue Growth, ROI, Cash Flow

  22. Turnover

  23. Link Between Engagement & Customer Satisfaction • Companies with highly engaged staff had customer satisfaction scores that were 56% higher than those with highly disengaged staff

  24. Link Between Engagement & Profitability $200,000 1 Point Engagement Profitability Institute for Employment Studies

  25. Link Between Engagement & Profitability • Companies with “high morale” financially outperformed their industry counterparts by 20% 2002, David Sirota, et. al.

  26. Link Between Engagement, Customer Satisfaction, & Profitability • Companies with engaged employees have customers who use their products more often, resulting in greater profitability including employees who do not have direct contact with customers. "Linking Organizational Characteristics to Employee Attitudes and Behavior,” The Forum for People Performance Management & Measurement

  27. Staff Engagement is Key to Your Success! Customer You Staff

  28. Who’s Job is it Exactly to Engage Staff? The Company The Top Executives The Line Manager The Staff (engage themselves)

  29. Staff Engagement is About Leadership’s Relationship with Staff • If there is no relationship, there is no engagement • If the relationship is neutral or negative, there is no engagement

  30. Quiz: Who has the biggest impact on Staff Engagement? The Company Itself The Top Executives The Manager/Direct Supervisor The Employee Why?

  31. Research: Line Managers “Trump” The Company Every Time The Manager: • Pervades the work environment & sets culture • Sets schedule & work expectations • Hires co-workers • Rewards the staff or doesn’t • Deals with work issues or doesn’t • Evaluates performance • As a staff member, my day is determined by my manager

  32. Research By Gallup: • Employee may join a company for benefits & reputation • But how long she stays & how productive she is, is determined almost exclusively by relationship with manager

  33. “It is better to work for a great manager in an old-fashioned company than for a terrible manager in a company offering an enlightened employee-focused culture.” - First, Break All the Rules, p.34.

  34. How Are The Line Managers? What Are You Doing to Engage Them? How Are They Treating the Staff?

  35. Top Executives Line Managers Staff Your Customers

  36. While It is The Line Manager Who Has the Most Direct Impact, It is the Top Leaders Who Set the Tone

  37. Differentiating Your Staff • Engaged Staff • High Performers • On-the-Fence • Medium Performers • Actively Disengaged • Poor Performers

  38. Your Job Keep Her Engaged Convert Him Convert Him or Get Him OUT!

  39. Discussion

  40. Improving Staff Engagement

  41. The Good News?

  42. Treat All Your Employees Like High Performers

  43. Treat Staff Like High PerformersSelf-Fulfilling Prophecy The Theory: • You’ll get exactly what you expect

  44. Treat Staff Like High PerformersSelf-fulfilling Prophecy (continued) • How Do We Communicate Our Expectations?

  45. Improve Communication

  46. Communication Excellent Poor Frustration at every level Poor decision making Lower productivity Waste & rework Employee turnover Poor customer outcomes Staff make up information • Greater employee engagement • #1 factor employees want • Less turnover & absenteeism • Reduced stress & greater cooperation • Less gossip • Greater productivity • Positive impact to the bottom line

  47. Key Points to Any Message“Know-Feel-Do” • Know • What do you want me to remember? • Feel • Show me you care about my needs • Do • Be clear about what I’m supposed to do next (Do)

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