B E A G R E AT M A N A G E R B Y E N G A G I N G Y O U R E M P L O Y E E S

COMMUNICATE TO ENGAGE YOUR

EMPLOYEES

INTRODUCTION

Speaker: Camie Hicks

Agenda:A. Gallup Survey - Break-B. Organizational CultureC. Strategies of Engagement D. Maintaining Engagement

“The most important priority for leaders is to cultivate, appreciate, and leverage the vast untapped potential of every employee in their

organizations.” - Michelle M. Smith

GALLUP SURVEY

What is the Gallup Survey

• Finding the right performance metrics that drive accountability, creating a comprehensive communication strategy, and designing development opportunities for every employee, manager, and leader. (Gallup, Inc, 2012)

GALLUP SURVEY

What Information does the Gallup Survey collect?

• The Engagement levels of your employees

• Not Engaged– Not necessarily negative or positive. Wait and see attitude towards their job, employer and co-workers. They do not commit or engage.

• Actively disengaged- Constantly against everything. Busy acting out their unhappiness. They undermine engaged co-workers accomplishments.

• Engaged- Want to know the desired expectations so they can meet and exceed them. Perform constantly at high levels. They work with passion. They want to use their talents and strengths everyday in the work place

(Sanford, 2012)

GALLUP SURVEY

• DO YOU KNOW THE LEVEL IN WHICH YOUR EMPLOYEES ARE ENGAGED?

• Please take a moment and write down all of your employees. Then beside their name write which level of engagement you think they are at.

• Engaged, Not Engaged, or Actively Disengaged

GALLUP SURVEYRESULTS ARE IN………….

Gallup Research Results

29%

18%

53%

Gallup Research Results

Truly Engaged Employees (Engaged)

Unhappy Employees (Actively Disengaged)

All others (Not Engaged)

(Bowman, 2012)

PLEASE TAKE A 5 MINUTE BREAK

“Engagement is to be seen not as an activity but as the only way society works.” -Rajan Sharma

“You must make the choice to be engaged with your employees every day – for engagement is a decision before it is an action.” -Michael J Hart

ORGANIZATIONAL CULTURE

• Communication affects the evolution of culture and organizational culture affects communication quality.

• Researcher Edgar Schein states “there is now an abundant evidence that corporate culture makes a difference to corporate performance”

(Zarmeba, 2010)

What is your Organizational Culture?

ORGANIZATIONAL CULTURE

Does culture affect employee engagement?

• Guild Insurance and Financial Services won the Australian Human Resources Institute “Excellence in people management” award for a small, private enterprise

• CEO was interviewed and asked how his employees were engaged.

ORGANIZATIONAL CULTURE

What was gained from this interview?

• Set up expectations- If employees do well, in turn the company does well, and they share the rewards.

• CEO interacts with employees on a monthly basis in person or by email.

• Set up Health Program

(Benger, 2012)

ORGANIZATIONAL CULTURE

What was gained from this interview? Continued…

• Constantly finding new ways to generate excitement and enthusiasm

• Does not use a # rating system to rate employees

(Benger, 2012)

ORGANIZATIONAL CULTURE

Maximizing Employee Engagement From Brian Benger –CEO of Guild Insurance and Financial Services

1. Communicate Business Objectives

2. Be a model and reinforce the values of the company

3. Be human and approachable

STRATEGIES OF ENGAGEMENT

1. Proper placement and use of employees talent

- Identify interests, strengths, needs and stresses

- Feelings and behavior patterns

- Use competencies test during hiring process of final candidates

(Bowman, 2012)

STRATEGIES OF ENGAGEMENT

Birkman Method is a competency test that measures intensities in 10 areas of individual interest as well as 11 areas of strengths, needs, and stresses

(Raise your hand if you have ever taken one of these test)

- Subject already good performing employees within the same job that you are hiring for to the Birkman Method test. The results from these employees with give you a basis to compare to.

- These competencies will help place an individual in the correct job

(Bowman, 2012)

STRATEGIES OF ENGAGEMENT

• 2. Appropriate accountability and incentives

• Measure performance• Rewards for great performance

• 3. Accurate Performance Appraisal

• 360 appraisal method- Evaluation from supervisors, peers, subordinates and in some cases customers

(Bowman, 2012)

MAINTAINING ENGAGEMENTA TAKE HOME FROM GALLUP

Share this with others

This brochure can be obtained at http://www.gallup.com/consulting/121535/Employee-Engagement-Overview-Brochure.aspx

MAINTAINING ENGAGEMENTIN CLOSING

• Please take the brochure from Gallup back to your office, assess the information and apply it

• Take and store away the exercise we completed earlier w/ your employee’s names and current engagement levels.

• I challenge you to work on your engagement. In 3 months take out the exercise & reevaluate your employees engagement. Has anything changed?

REFERENCES

• Benger, B. (2012, August 31). Engaging Employees. Retrieved from CEO Forum: http://www.ceoforum.com.au/article-detail.cfm?cid=6037&t=/Brian-Benger--Guild-IFS/Engaging-Employees/

• Bowman, D. (2012, August 31). Engaging Employees- A Critical Element of High Productivity. Retrieved from TTG Consultants: http://www.ttgconsultants.com/articles/EngagingEmployees.html

• Gallup, Inc. (2012, September 2). Employee Engagement- A Leading Indicator of Financial Performance. Retrieved from Gallup: http://www.gallup.com/home.aspx?ref=logo

• Sanford, B. (2012, August 31). Building a Highly Engaged Workforce-Q&A with Curt Coffman. Retrieved from Gallup Business Journal: http://businessjournal.gallup.com/content/238/Building-Highly-Engaged-Workforce.aspx

• Zaremba, A. J. (2010). Organizational Communication. New York: Oxford University Press.