Employee Engagement: Unleash the Drive to Excel

1. Employee Engagement: Unleash the Drive to Excel Barb Krantz Taylor (bktaylor@thebaileygroup.com)

2. Video What about this �employee� looks engaging? What does the �manager� do that helps engage the employee and contribute to performance excellence? What lessons did you learn from this video?

3. How do you know who�s engaged? Clear about purpose�seek ways to improve Bring full selves to work Highly skilled Need for achievement Positive energy Committed to team Upbeat and proud to work for you

4. A personal connection employees have to their job, organization, manager, or team that motivates them to excel at their work. Employee Engagement

5. What�s the Difference? Engagement vs. Satisfaction

6. Where Engagement Happens

7. Exactly HOW engagement leads to organizational success is described by this Gallup Path�it starts with employees knowing themselves and their fit, it includes managers who take the time to understand and form effective, trusting relationships with their staff AND deploying that staff well. And if that is done, this leads to the organizational success leaders need�assuming they are leading well!Exactly HOW engagement leads to organizational success is described by this Gallup Path�it starts with employees knowing themselves and their fit, it includes managers who take the time to understand and form effective, trusting relationships with their staff AND deploying that staff well. And if that is done, this leads to the organizational success leaders need�assuming they are leading well!

8. Employee Engagement Results 38% higher customer satisfaction 22% higher productivity 27% higher profits

9. More Results 26% higher productivity 13% higher returns to shareholders 20% fewer missed work-days � of Highly Engaged employees �exceed� or �far exceed� expectations

10. �And More Perform 20% better Are 87% less likely to leave the organization

11. Employee Engagement Drivers

12. What Drives Engagement?

13. How do I get some of that????

14. It takes a village� Employees Managers Senior Leaders Human Resources

15. Employee�s Role Proactively manage career Know self (strengths, values, contributions) Explore (feedback and information seeking) Prioritize Set Goals/Take Action

16. Manager�s Role

17. Leaders� Role Capitalize on �engageable moments� Demonstrate strong leadership and clear direction Manage organizational change with effective communication Emphasize customer focus Institute and communicate a system of equitable rewards Invest in the core

18. Human Resource�s Role Be a partner Be a role model Coach leaders, managers, and employees Integrate into (required?) management development/training Align policies, procedures, and practices Measure engagement Track results

19. Taking Charge of Your Career

20. What is a career?

21. Career �Fit� Work (talents, challenge, growth) Environment (physical/cultural) Relationships (supervisor, colleagues) Rewards (pay, benefits, hours)

22. What fits for you? Quickly jot down what you know about your 4 areas of fit� How easy/hard was this? How specific are your answers? How many of your employees (or people you know) would 1) find this easy? 2) have specific answers?

23. Engaging Conversations

24. Now, I understand why these conversations don�t always happen�on both sides. This cartoon says it all�Now, I understand why these conversations don�t always happen�on both sides. This cartoon says it all�

25. Yes, it takes some skills, which we will practice today but it may help you to know that it is NOT the outcome of the conversations that matter most�it�s the fact you HAVE them in the first place. Why? Because it signals once of the core drivers of engagement�.my manager CARES ABOUT ME!Yes, it takes some skills, which we will practice today but it may help you to know that it is NOT the outcome of the conversations that matter most�it�s the fact you HAVE them in the first place. Why? Because it signals once of the core drivers of engagement�.my manager CARES ABOUT ME!

26. Engaging Conversations

27. Engaging Conversations--Step by Step Initiate Dialog about engaging moments and employee strengths Compare strengths to current work Make a Strengths Development Plan Check-in regularly So, this is how you have one�like acts in a play, do it this order and don�t skip, otherwise it gets confusing!So, this is how you have one�like acts in a play, do it this order and don�t skip, otherwise it gets confusing!

28. Initiation Explain What, Why, WIIFM, WIIFY, Why now? Probe for questions/understanding Set meeting Provide Engaging Questions Initiation is a critical step�especially if this is a new thing for you. You can�t just invite employees without providing a context and an explanation!Initiation is a critical step�especially if this is a new thing for you. You can�t just invite employees without providing a context and an explanation!

29. Engaging in Dialogue Coaching is unlocking a person�s potential to maximize their performance. It is helping them learn rather than teaching them The best part of the engaging conversation is the dialog that happens. It requires a coaching approach, and this is what it�s aboutThe best part of the engaging conversation is the dialog that happens. It requires a coaching approach, and this is what it�s about

30. Think about a time at work when you were at your best

31. Practice Dialogue Ask open ended questions Go deeper with questions like: What did you like about that? Tell me more about _____. I�m curious about _____. What did you mean by ______? Practice listening behaviors (eye contact, leaning forward, nodding�) So, we�re going to practice having the dialog, which will also start to fully engage you! Here�s the basics to the dialog you are about to have. Here are the questions to start with�and the point is to keep the conversation going by asking MORE questions�its NOT an interview, it�s a conversation!So, we�re going to practice having the dialog, which will also start to fully engage you! Here�s the basics to the dialog you are about to have. Here are the questions to start with�and the point is to keep the conversation going by asking MORE questions�its NOT an interview, it�s a conversation!

32. Engaging Questions What did you like about that? I�m curious about _____ Tell me more about _____ What did you mean by ______? Help me understand _____ What else?

33. Preparing for an Engaging Conversation List each staff member How engaged are they? How do you see their strengths �fit� their job? What are your hopes/expectations for their development? Keep performance issues separate from engagement! Get ready to listen to employee perspectives So, let�s say you don�t want to do a survey�you can do something immediately�I suggest you do this on your own time and perhaps partner up with another manager in your area�.HANDOUTSo, let�s say you don�t want to do a survey�you can do something immediately�I suggest you do this on your own time and perhaps partner up with another manager in your area�.HANDOUT

34. Work harder Aim higher Perform better Stay longer Engaged Employees

35. We have been paying attention to the importance of customer service in our organizations for a long time�By now, we agree how important it is for our organizations. This quote reminds us that if you don�t start with your employees, your customer service will not go as far. We have been paying attention to the importance of customer service in our organizations for a long time�By now, we agree how important it is for our organizations. This quote reminds us that if you don�t start with your employees, your customer service will not go as far.

36. THANK YOU! Barb Krantz Taylor 763-545-5997