14gbsdcn# business leadership & employee engagement laura boone | october 9, 2015
TRANSCRIPT
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Business Leadership & Employee EngagementLAURA BOONE | OCTOBER 9, 2015
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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2© 2015 GALLAGHER BENEFIT SERVICES, INC.
Marcus Junius Brutus
Roman politician and betrayer
Former Employer: Julius Caesar
Status: Died in Exile
Employer’s Failure: Failed to create a talent management plan that made employees feel secure in their jobs
Employer's Big Loss: His life
Lesson: Manage talent wisely and be smart about succession planning.
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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3© 2015 GALLAGHER BENEFIT SERVICES, INC.
Benedict Arnold
War hero and infamous traitor
Former Employer: Continental Congress
Status: Defected
Employer’s Failure: Though he was one of their best leaders and soldier, his superiors failed to recognize or credit him for his successes and instead unjustly demoted him.
Employer's Big Loss: All the cities sacked and burned by this angry ex-soldier.
Lesson: Recognize and reward employee contributions.
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Walt Disney
Visionary and entertainment tycoon
Former Employer: Kansas City Star
Status: Fired
Employer’s Failure: The editor failed to notice his talent and fired him as an illustrator because he “lacked imagination and had no good ideas”
Employer's Big Loss: Mickey Mouse
Lesson: Discover who you true talent are and cultivate them.
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Exercise: Best Boss & Worst Boss
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Jim Clifton, Gallop Chair & CEO
“The single biggest decision you will make -bigger than all the rest- is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits – nothing.”
“These managers from hell are creating the active disengagement that costs the US an estimated $450 billion annually”
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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7© 2015 GALLAGHER BENEFIT SERVICES, INC.
OBJECTIVES
• Know what engagement means for the employee and your company
• Understand the difference between an engaged employee, actively disengaged employee, and those on the fence
• Identify what makes the biggest impact on engagement
• Explore engagement strategies that you can implement in your organization
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Engagement by the Numbers
• 70% of US workers are NOT ENGAGED• 25% of people voluntary leaving jobs don’t
quit jobs; they QUIT THEIR BOSS.• 90% of leaders think an engagement
strategy has an impact on business success, but ONLY 25% OF LEADERS HAVE AN ENGAGEMENT STRATEGY
Source: Globoforce
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Engagement by the Numbers• REVENUE IS 2.5 TIMES GREATER for
companies with engaged employees
• 87% of ENGAGED EMPLOYEES ARE LESS LIKELY TO LEAVE THE COMPANY
• A study of 64 organizations revealed that ORGANIZATIONS WITH HIGHLY ENGAGED EMPLOYEES ACHIEVE 2 TIMES THE ANNUAL NET INCOME
Source: Globoforce
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Engagement by the Numbers
• Only 40% of the workforce KNOW about their COMPANY GOALS AND STRATEGY
• 43% of HIGHLY ENGAGED EMPLOYEES RECEIVE FEEDBACK AT LEAST ONCE A WEEK, compared to only 18% of employees with low engagement
Source: Globoforce
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Why should companies care about their level of engagement?
Profits
Productivity
Employee Retention
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$450 BILLION in lost productivity
$300 BILLION in work stress
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What’s at Stake?
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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More engaged workers drive innovation and move organizations forward; they are simply more productive.
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Job Satisfaction vs. Engagement
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Employee Engagement =
Maximum Individual Satisfaction
+
Maximum Organizational Contribution
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• Organizational Values
• Business Goals
• Strategy
• Metrics of Success
– Operational/Quality
– Financial
– Human Resources – Training & Development
– Customer
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Organizational Contribution
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Common Drivers
• Values and Purpose• Work Environment• Career Development• Relationship with the Boss• Relationship with the Team• The Job - Use of Talents and Skills• Clarity of Work Priorities• Clarity of Work Responsibilities • Clarity of Work Alignment to Organizational
Goals and Strategy© 2015 GALLAGHER BENEFIT SERVICES, INC.
Individual Satisfaction
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HIGHLY ENGAGED employees are:
• more committed to helping the company succeed
• more likely to recommend improvements
• more likely to recommend their company as an employer
than employees that are not engagedSource: Employee engagement group
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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ACTIVELY DISENGAGED EMPLOYEES
Aren’t just unhappy at work,
they are busy acting out their unhappiness
and undermining what their ENGAGED
coworkers have accomplished!
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Disengaged Employees• Are checked out and sleepwalking through their
workday
• Are unproductive and make 100X the errors as their engaged colleagues
• Call in sick more often costing as much as 36% of payroll (absenteeism)
• Are more likely to leave your company because of absenteeism
• Negatively impact profitability - costing approximately $3,400 for every $10,000 in annual salary
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Picture
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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What Can You Do?
• AUTONOMY: the urge to direct our own lives
• MASTERY: the desire to get better at something that matters to us
• PURPOSE: the desire to make a difference
• SUCCESS: the need to make progress toward goals
• COMMUNITY: the need for social interaction
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Improving Engagement Aon Hewitt Model
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5 Key Elements of Engagement
1. A clear set of COMPANY VALUES THAT ARE KNOWN AND UNDERSTOOD
2. Build CULTURE intentionally
3. LEADERSHIP Development
4. Provide platforms for POSITIVITY
5. Give people SKIN IN THE GAME
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What’s the best path for your organization?
Assess Understand Act
Employee Engagement Survey
Analysis & Identification Leadership & Organization Development
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Employee Engagement: Assess
Assessment Questions
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Employee Engagement: Understand & Act
1. Understand Your Survey Results
2. Go Deeper – Ask Questions
3. Communicate and Establish Priorities
4. Create an Action Planning Committee and an Action Plant
5. Implement the Action Plan
Action Plans Should:1. Take feedback seriously2. Implement change where
possible3. Be transparent4. Be accountable
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Boost Employee Engagement
1. Hire Traits & Behaviors
2. Engage From Day 1
3. Set Goals
4. Keep Your Eyes on the Prize
5. Network
6. Empower Relationships: Use Them or Lose Them
7. Support Career Development
8. Make Them Visible
9. Let Go of Your Inner Micro-Manager
10. Be Authentic
11. Help
12. Use Non-Monetary Rewards
13. Empower the Culture: Start at the Top
14. Got Culture?
15. Communicate
16. Go on a Mission
17. Be Transparent
18. Give Them a Voice
19. Say Thank You
20. Let the Walls Help
21. Engage Outside of Work
22. Play
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Survey Exercise
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Driving Employee Engagement
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Wrap UpEmployee Engagement is-• Important to an organizations’ resilience• Not a one and done, not a one-size-fits-all • Critical to employee retention
Employees must be-• Aligned with business objectives• Recognized and rewarded for meeting objectives
TITAN GROUP, A DIVISION OF GALLAGHER BENEFIT SERVICES, INC.
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Wrap Up
• What is one thing that surprises you or is new information for you?
• What is one thing that you will take back and apply or implement back on the job?
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Thank You Laura Boone | Principal
Titan Group, a Division of Gallagher Benefit Services, Inc.
804.249.6025 Office
804-687-6334 Mobile