employee engagement & operational excellence: two sides of the same coin
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To subscribe: http://www.ksmartin.com/subscribe To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/. These are the slides from my talk at the SHRM Annual Conference on June 26, 2012 in Atlanta, GA. Operational excellence is impossible to achieve without a highly engaged workforce. But what does employee engagement *really* mean and what's HR's role in creating it? In this session, you will learn how to leverage the growing marriage of people and process, what type of development today's employees need, and how to help your leaders give the frontlines greater control over their work, which produces significant boosts to both engagement scores and your company's bottom line.TRANSCRIPT
Employee Engagement & Operational Excellence:
Two Sides of the Same Coin
SHRM Annual Conference & ExpositionJune 26, 2012
Karen Martin
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“I’ve become a better person, a better husband,
a better friend, from working at Gore.”
— Terry, a W.L. Gore Associate
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Energy Crisis: Widespread Disengagement
• World-class organizations – ratio of engaged to actively disengaged employees is 9.57:1.
• Average organizations – ratio of engaged to actively disengaged employees is 1.83:1.
― Gallup
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We Know It’s Important...
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What is
Engagement?
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“To be fully engaged, we must be
physically energized, emotionally
connected, mentally focused and
spiritually aligned with a purpose
beyond our self-interest.”
— Jim Loehr & Tony Schwartz, The Power of Full Engagement
How do we “get”our employees to
engage?8
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How do we
engageour employees?
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
Under-Developed Areas
• Onboarding• Problem-Solving & Continuous
Improvement
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You had them at“You’re hired.”
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
To what degree do new hires receive all of the tools and information they need to function
effectively on day one?
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Always, Sometimes Rarely, Never
Before initial roundof improvementAfter initial round ofimprovement
14%
44%
63%
23%
© 2012 Karen Martin & Associates, LLC
Onboarding – Missing Pieces• Tools
– Physical (e.g. desk, etc.)– Technology (e.g. phones, computers, physical access,
access to applications needed, logins, etc.)– Identifiers (e.g. signage, business cards, etc.)
• General information– Company (e.g., customers, values, business goals, etc.)– Org charts– Phone directories
• Job-specific orientation– Documented procedures (standard work)– Apprenticeship approach: Observe, do with supervision, do– Clear understanding about what constitutes “success.”
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Metrics-Based Process Mapping
Problem: A gap between where youare and where you need to be.
Opportunity: A gap between whereyou are and where you’d like to be.
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Kaizen
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Kai = Change
Zen = Good
Continuous Improvement
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Develophypothesis
Conduct experiment
Measure results
RefineStandardize Stabilize
© 2012 Karen Martin & Associates, LLC
Enabling Engagement: A3 Management
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A3 Report
The vital role of the coach/mentor
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Kaizen Event – Definition
A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and
implements improvements to a defined process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike OsterlingThe Kaizen Event Planner
Kaizen Events Offer Myriad Benefits
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
© 2012 Karen Martin & Associates, LLC
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“I went home yesterday and told my
family that it was one of the best working days I’ve ever had.
I was able to fully use my capabilities for three days.”
— Fred Valenzano, Professional Engineer
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Problem solving is a high.
The Next Frontier…
26The Middle Manager
Progressive Learning
27© 2012 Karen Martin & Associates, LLC
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
© 2012 Karen Martin & Associates, LLC
Where to Start?• Improve your onboarding process.• Train a core group of middle managers and/or above
in problem solving and improvement coaching.• Transition your dedicated improvement
professionals from “do-ers” to “teachers.”• Hold a few kaizen events each year to instill new
behaviors & shift culture.• Make improvement part of everyone’s job. • Never, ever make process improvement without
deep involvement of the people who actually do the work.
• Advocate the truth that people aren’t the problem –systems are.
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Additional Resources
Signing in the SHRMStore
immediately after today’s session!
Also available in the SHRMStore
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Karen Martin, Principal7770 Regents Road #635
San Diego, CA 92122858.677.6799
[email protected]: @karenmartinopex
For Further Questions
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