employee engagement in a challenging economy
TRANSCRIPT
EMPLOYEE ENGAGEMENT IN A CHALLENGING ECONOMYMonthly Webinar Series
March 24, 2016
2Topic Agenda
Item Time (min)
Introduction/Why the Topic? 5
Impact of a Challenging Economy on Employee Engagement
10
How Most Organizations Behave (and why?) 5
Why Worry about Engagement During a Recession?
5
Best Practices to Maintain (and Improve) Engagement during Tough Economic Times
10
Q&A 10Norm Baillie-David
SVP Engagement - TalentMap
Agenda
Louie MoscaDirector of Sales - Eastern Region
3
17 years in business7,000+ employee engagement surveys since inception1,000,000+ employees surveyed500+ employee engagement surveys annually
Only 1 Focus
TalentMap by the Numbers
4Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
Why the Topic?
Impact of a Challenging Economy on Engagement
6
“We need to keep investing. We need to keep our employees because the recession will end and we’ll need them again. We need to think long-term”
- Various academics, consultants, media
“There is no long term if we don’t survive in the short-term”
- Anyone who is responsible for a business
COSTS NEED TO BE CUT. PEOPLE HAVE LOST/AND WILL LOSE JOBS.
REALITY BITES
7
Employee Engagement lags GDP and Unemployment
8
We can expect engagement to go down after GDP has gone down
Source: Aon Hewitt
Cost cutting, fewer resources lay-offs
Remaining employees need to “do more with less”
Increased stress• Job insecurity• Sympathy for departed
colleagues (sometimes guilt)• Increased workload
Fundamental Question: Does my organization care about me?
What changes during a recession?
9
WHAT IS EMPLOYEE ENGAGEMENT?
Rational
It makes sense for me to work here based on my skills, work
preferences, values and aspirations.
Is my job secure?
Head Heart Hands
Emotional
I care about the well being of the organization and have an
emotional commitment to the organization and its people.
Does the organization care about me?
Behavioural
I am willing to put in extra effort;
I take initiative to improve the organization;
I actively promote the organization to others.
Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.
10
11
Very at risk3%
At risk20%
Satisfied but would leave
27%Dissatisfied but would
stay4%
Committed35%
Very committed12%Very at risk
2%At risk
11%
Satisfied but would leave
32%
Dissatisfied but would stay12%
Committed33%
Very committed10%
Commitment Index = Very Committed + Committed
CLIENT 2015Commitment Index = 43%
The Commitment Index was determined by cross-tabulating the question “Please rate your level of satisfaction with your current job at the present time” with “How likely are you to accept a position with another employer in the next 12 months?”
CLIENT 2013Commitment Index = 47%
EMPLOYEE RETENTION INCREASES (FOR THE WRONG REASONS)
Click icon to add picture
• How engaged are your employees?
• How effective are your workplace dimensions?
SURVEY METHODOLOGY AND STRUCTURE
• What are the most powerful drivers of
engagement?
• Where should you focus your workplace improvements?
13
Job Security =
survival
How Most Organization’s Behave(And why)
How Many Organizations Behave
15
What many organizations do Why we do it
Hide bad news (till the last second) Fear of rumours and/or media leaksSecurity
Spend most management time planning restructuring (worrying about the people who will leave)
Legal consequencesBenign neglect (about the people who will remain)
Suspend training and development View that training and professional development is a ‘discretionary’ expense
Re-assign and change individuals’ roles (doing more with less), i.e. same workload, fewer people
Unwillingness to revisit capacity (fear of failure)Easier to re-allocate than reduce
Focus on output and production and ignore impact of economy on remaining workers
Managers don’t know how to handle psychological side effects of recessionary environment
Lose touch with laid-off workers Discomfort and low priority
+/- TM Benchmark
Overall Information & Communication
Information is widely shared so that everyone can get the required information when it's needed.
My organization has adequate procedures for sharing information.
In general, information in my organization is communicated well.
0% 20% 40% 60% 80% 100%
30
31
27
29
20
15
22
22
50
54
51
49
Unfavourable Neutral Favourable
% Frequency
0
0
0
0
TYPICAL PERCEPTION OF INTERNAL COMMUNICATION 16
Data is rounded to the nearest whole number* Number indicates % Favourable score
+/- TM Benchmark
Overall Information & Communication
Information is widely shared so that everyone can get the required information when it's needed.
RPL has adequate procedures for sharing information.
In general, information in RPL is communicated well.
0% 20% 40% 60% 80% 100%
50
54
45
51
16
13
18
17
34
34
37
32
Unfavourable Neutral Favourable
% Frequency
-14
-14
-12
-15
INFORMATION & COMMUNICATION IN RECESSION-AFFECTED ORGANIZATIONS
17
Data is rounded to the nearest whole number
Why Worry about Employee Engagement?
TALENTMAP’S ENGAGEMENT MODEL
Engaging Workplace
Engaged Attitudes
Engaged Behaviours
Compensation
Work Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information & Communication
Teamwork
Innovation
Stakeholder Focus
Immediate Management
Senior Leadership
Organizational Vision
BusinessResults
ProudFocused
OptimisticDetermined
ResilientFlexible
CommittedConnectedMotivated
InspiredEmotionally Invested
Goes the Extra MilePersistentHelpful
Collaborative“Can-do” Approach
Takes InitiativeAmbassador
Stakeholder SatisfactionSafety
ProductivityAttendanceRetention
Public Confidence
19
“It helps people be resilient. Businesses right now, when the economy's bad like this, they're trying to survive. And to survive you've got to have some psychological resilience. You've got to have employees who are positive despite the negative situations around them.”
Jim Harter, Gallup
Best Practices to Maintain (and even improve) Engagement During Tough Economic Times
Plan around those who are staying as much, or more, than those who are leaving
Understand employees’ priorities, and thus, engagement drivers have changed
SHIFT THE FOCUS
22
Promote security and stability• By emphasizing how one’s role is valued and necessary in
new organization
Focus on Open, Honest, Two-Way Communications• Openness, transparency and be forthcoming on plans and
market conditions – even (and especially) if more lay-offs are possible
Set Clear, Compelling Direction• Even if that direction is “survival”• Ensure everyone knows their role (and importance) and
how that links with that direction• Set short-term milestones and celebrate success often
What Organizations Should do
23
Coach those who have not worked through an economic crisis
• Good opportunity for older workers to mentor and share experience
Emphasize career growth, training and development
• Cross-training will improve versatility and efficiency as well
Keep recognizing and rewarding high performance• Especially as more will be required in many cases
Maintain (and maybe augment) the commitment to wellness
• Acknowledge and help employees manage higher stress levels
24
Address barriers to innovation• Include and involve employees even more
Don’t forget about retention! (This is when you can think longer-term)
25
Event Format Topic/Location DateOMHRA Spring Workshop Conference/
Trade ShowApril 13, 2016
Society for Industrial and Organizational Psychology
Spring Conference
April 14-16, 2016
Conference Board of Canada
Workshop Series
Employee Engagement Practices, Drivers and Survey Design
April 11 – OttawaApril 21 – TorontoMay 17 - Vancouver
HRMA Conference and Trade Show Vancouver BC
Conference/Trade Show
Vancouver Convention Centre West April 26 -27, 2016
TalentMap Monthly Webinar
Reassuring the Employee Engagement Skeptics: Back Pocket Answers to Address Concerns about your Survey Initiative
April 28, 2016
Ontario Municipal Administrators Association
Spring Workshop
Nottawasaga Inn, New Tecumseh, Ontario
May 11-13, 2016
HRPA Grand ValleyWaterloo ON
Bi-annual Conference
Engaging Millennials: Common Myths, Challenges, and Solutions
June 22, 2016
UPCOMING TALENTMAP LEARNING SESSIONS
THANK YOU!QUESTIONS AND DISCUSSION
27
Monica HelgothVP Engagement – TalentMap [email protected], x515
Norm Baillie-DavidSVP [email protected], x504
FOR A COPY OF THE PPT OR RECORDING:http://www.talentmap.com/webinar-past/
Louie MoscaDirector of Sales – TalentMap [email protected], x501