Post on 11-May-2018
transcript
Cracking the Code on
Employee
Disengagement
Leading and Managing Today’s Workforce
Terra Staffing – HR HotSpot: May 12, 2017
By Lynda Silsbee, CPT, SPHR, SHRM-SCP
© Alliance for Leadership Acceleration 2017, All rights reserved
Alliance for Leadership Acceleration
LEAD… GROW… INSPIRE…
High-Performance
Organizations
Powerful
Leaders
Exceptional
Teams
• LEAP and Leadership
“University” Programs
• Prepare managers to
lead in a VUCA world
• Develop bench strength
& succession
• Accelerated learning
methods transfer learning
into results
• Increased EQ
• Assessments show major
increases in Confidence and
competence increase
• Greater innovation
• Strong collaboration
• Build and leverage
networks to drive
execution
A collaborative network of executive coaches/consultants who are
passionate about developing great leaders and great organizations.
© Alliance for Leadership Acceleration 2017, All rights reserved
Lynda Silsbee - Background
Vulcan – Paul Allen
Seahawks, EMP, Brain Science,
etc.
“Leading with
Lean”
“Future Nordstrom Leaders”
“Leadership Acceleration”
“Organizational Effectiveness”
© Alliance for Leadership Acceleration 2017, All rights reserved
Learning Goals
• #1 Reason for
disengagement
• Avoiding the downward
spiral of disengagement
that leads to reduced
productivity and morale
• Leadership skills that
encourage an engaged
culture change
• 4 Steps to take right away
to re-engage a languishing
workforce
© Alliance for Leadership Acceleration 2017, All rights reserved
Defining Engagement:
Engaged Employees…
• Stay – they have an intense pride and desire to be
part of the organization and their turnover intentions
are low
• Say – they advocate for the organization by referring
potential employees and customers, are positive with
co-workers and are constructive in their criticism
• Strive – they exert extra effort and engage in
behaviors that contribute to business success
© Alliance for Leadership Acceleration 2017, All rights reserved
Current Trends in Talent Management
_____% of Employees characterize themselves as
passively engaged or actively disengaged
_____ Amount 1 disengaged employee can
drain from your bottom line
ANNUALLY
_____($)Billion: Cost to the US economy each year
_____ Generation most likely to leave their
company in the next 12 months
_____(Y/N) Those with college degrees are more
engaged than less educated
_____ Category of works who are MOST and
LEAST engaged© Alliance for Leadership Acceleration 2017, All rights reserved
Poll/Quiz: Current Trends in Talent
Management
© Alliance for Leadership Acceleration 2017, All rights reserved
Polling #1 - % of people passively
engaged or actively disengaged
1. 73%
2. 52%
3. 48%
4. 17%
© Alliance for Leadership Acceleration 2017, All rights reserved
Polling #2 – The amount 1
disengaged employee drains from
your bottom line ANNUALLY
1. $30,000
2. $25,000
3. $15,000
4. $10,000
5. $ 5,000
© Alliance for Leadership Acceleration 2017, All rights reserved
Polling #3 – Which category of
workers are the MOST engaged?
1. Service Workers
2. Professional Workers
3. Laborers
4. Management & Executives
© Alliance for Leadership Acceleration 2017, All rights reserved
Why do People Leave?
Why Aren’t People more engaged?
17% 16% 18% 19% 20%13%
31%15% 19% 13% 17%
56% 60%70% 72%
61%62%
57%
65% 63%64%
77%
27% 24%12% 9%
19% 25%12%
20% 18% 23%
6%
US
A
CA
NA
DA
GE
RM
AN
Y
JA
PA
N
GR
EA
T B
RIT
AIN
CH
ILE
FR
AN
CE
ISR
AE
L
AU
ST
RA
LIA
NE
W Z
EA
LA
ND
SIN
GA
PO
RE
Actively Disengaged Employees Non-Engaged Employees Engaged Employees
Source: Gallup
© Alliance for Leadership Acceleration 2017, All rights reserved
National Levels of Engagement
Source: Gallup “State of the American Workplace Report”
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2015
2011
2009
2000
Engagement Scores Show Little Improvement over time
Actively Disengaged Not Engaged Engaged
32%
18%
17%
28%
29%
32%
54%
51%
17.2%
19%
50.8%
52%
© Alliance for Leadership Acceleration 2017, All rights reserved
The Downward Spiral
• Lost productivity
• Lower morale
• Eroded employer brand Hard
& expensive to recruit talent
shortage
• Increased Turnover
• Lost customers Lost revenue
© Alliance for Leadership Acceleration 2017, All rights reserved
Of managers think top management
displays integrity & honesty
Of managers are looking
for a job with another
company
Of managers are
energized by their job
© Alliance for Leadership Acceleration 2017, All rights reserved
Lessons from some Famously
Disengaged Employees
© Alliance for Leadership Acceleration 2017, All rights reserved
What is the #1 reason for
Disengagement?Interesting Note – the things that drive engagement are
NOT the same as those which drive disengagement!
v.
© Alliance for Leadership Acceleration 2017, All rights reserved
The Drivers of Engagement and Disengagement Differ
Top 10 Drivers: Engagement
1. Respect for EE’s – The organization respects its employees
2. Fairness – Everyone is treated fairly in the organization
3. Trust – There is an atmosphere of trust in the organization
4. Respect for Management – Leaders of the org. really know
what they are doing
5. Values – Sr. leader’s support mission/values
6. Teamwork – It feels like ONE team in this organization
7. Respect for Management – The Sr. Leaders demonstrate
strong leadership skills
8. Respect for Management – The Sr. Leaders are highly ethical
9. Personal Expression – People with different ideas are valued
10. Personal Expression – Sr. leaders are genuinely interested in
all opinions. Source: CustomInsight, January 2013
© Alliance for Leadership Acceleration 2017, All rights reserved
The Drivers of Engagement and Disengagement Differ
Top 10 Drivers: Disengagement
1. Respect for EE’s – The organization respects its employees
2. Respect for Management – The Sr. Leaders are highly ethical
3. Respect for EE’s – My Manager values my talents and contribution
4. Personal Expression – My ideas and opinions count at work
5. Purpose & Direction – My Manager clearly defines goals &
expectations
6. Values – Sr. leader’s support mission/values
7. Teamwork – My Manager emphasizes cooperation & teamwork
8. Personal Expression – People with different ideas are valued
9. Autonomy – My Manager gives me the freed to do my job
10. Feedback – I receive useful/constructive feedback from My
Manager© Alliance for Leadership Acceleration 2017, All rights reserved
Key Drivers of Engagement
& Organizational Success
Alignment to Mission
& Values
Trust, Teamwork,
Fairness
Employee Respect &
Involvement
Engaged
Employees!
Employees with the right skills and capabilities.
Organization knows where it’s going and involves their people in getting there.
© Alliance for Leadership Acceleration 2017, All rights reserved
How to Develop Your Leadership
for an Engaged Culture
Source: Survey of 1000 American Execs.
“interventions in the workplace” by Michelle McQuaid
© Alliance for Leadership Acceleration 2017, All rights reserved
© 2017 Alliance for Leadership Acceleration
Keys to Success
Unlock engagement in your organization.
Develop your leadership
to encourage an engaged
culture change
Leadership
Leadership is the force billowing our sails into a high performance culture on the journey to full engagement.
© Alliance for Leadership Acceleration 2017, All rights reserved
Managers
Managers
are the rope
Linking people
with work.
© Alliance for Leadership Acceleration 2017, All rights reserved
Two Types of Leader-Managers
Controllers:Impose their will on
people whom they view
as objects.
Shape, alter and elevate the
motives, values and goals of
people whom they view as
human beings.
Empowerers:
© Alliance for Leadership Acceleration 2017, All rights reserved
From Traditional to HP Leadership
Controlling-Traditional Management
From: Directing and Doing
• Solving it, “answer man”
• Doing it yourself; “If you want
something done right…”
• Over-directing and micro-
managing
• Mandating goals
• Experting it; “You can’t do it
without me”
• Being the quality judge and jury
• Playing the “God” role
• Protecting turf
• Overdependence on detailed
policies
Empowering Leader-Manager
To: Developing and Facilitating
• Facilitating problem solving
• Empowering others
• Helping others learn from mistakes
• Providing leadership for goal-
setting process
• Developing technical confidence
capability; “You can do it”
• Being a quality coach
• Supporting as a helpful resource
• Linking team to broader org.
systems; bridging barriers
• Being tough and clear about
direction, principles, and
boundaries
© Alliance for Leadership Acceleration 2017, All rights reserved
Multiple Learning Angles:6 Best Practices in Leadership Development
1. Define Your Culture and Leadership
Competencies Required
2. Use Blended & “Accelerated” Learning Strategies
3. Programs for Multiple Levels
4. Align Development with Business Strategy
5. Strong Senior Management Support
6. Integrate into Talent Management (whole lifecycle
approach)
Source: Bersin & Associates, 2006 Leadership
Development Best Practices Research Report
© Alliance for Leadership Acceleration 2017, All rights reserved
#1 Define Your Culture &
Competencies
Six things that make a vision effective:
1. Is bold but achievable
2. Paints a vivid picture of the future
3. Appeals to employees’ hearts (and minds)
4. Is specific enough to help individuals make decisions
and trade-offs
5. Is flexible enough to adapt to changing conditions
6. Is easy to communicate quickly—in 60 seconds
6 Best Practices
in Leadership
Development
© Alliance for Leadership Acceleration 2017, All rights reserved
Leadership Competencies
Success behaviors associated
with how an organization
perceives effective leaders
Extensive research has been performed to
identify the key competencies, but they should be
customized to best fit unique aspects of your
organization’s strategy and competitive
advantages
© Alliance for Leadership Acceleration 2017, All rights reserved
#2 Accelerated & Blended
Learning
• Personality/leadership Assessments (to increase self-awareness)
• Timely, relevant curriculum
• Personal learning contracts
• Personal learning journals and Reflection
• 360-Degree feedback
• Book clubs and/or chat rooms
• Company/Team Projects (Action learning)
• Case studies and simulations
• Individual projects or assignments
• Coaching / Mentoring
• Articles from “thought leaders”
• Strategic conversations
• Job rotation
• Socratic-style questions for reflection & clarification
© Alliance for Leadership Acceleration 2017, All rights reserved
6 Best Practices
in Leadership
Development
Traditional Leadership
Development
IS A WASTE.
© Alliance for Leadership Acceleration 2017, All rights reserved
Accelerated Learning – Develops the right habits more quickly
© Alliance for Leadership Acceleration 2017, All rights reserved
LEAP® Program Elements:
The Journey to Leadership
➢ Ongoing learning over twelve months
➢ 360-survey and other assessments
➢ Leadership Development Plan
➢ Learning topics are aligned with both
business and individual needs
➢ World Class Curriculum
➢ Expert Coaching: One-on-one
➢ Peer Coaching guided in a Cohort
learning environment
➢ Practice & Application: Action and
Reflection
© Alliance for Leadership Acceleration 2017, All rights reserved
#3 Programs for Multiple
Levels
• Performance expectations often vary from one level to another
• Some competencies, knowledge and experience are different at different levels
• Developmental opportunities should be geared toward different levels of leadership
• The sophistication of the program and topics have to change (e.g. Vistage is great for CEO’s, Key Execs but not geared toward other levels)
© Alliance for Leadership Acceleration 2017, All rights reserved
6 Best Practices
in Leadership
Development
#4 Align Development
w/Business Strategy
• Critical for building skills, knowledge and experiences that are relevant and essential to the company
• Strategic alignment also refers to culture, vision, mission and values
• Programs should not be generic; they must drive skill sets critical and specific to your own company
• What are some ways to ensure alignment??
© Alliance for Leadership Acceleration 2017, All rights reserved
6 Best Practices
in Leadership
Development
#5 Senior Management Support
When Sr. Mgmt is Not
Involved
• Program managers struggle
w/developing relevant training
programs
• Programs are not as closely
aligned to the business strategy
• Programs are not as well
received by leaders; there is a
“push” for them to attend
• People are pulled out because
“real work” is more important
When Sr. Mgmt is Involved
• Programs are typically more
dynamic, target more leaders,
and are adopted more quickly.
© Alliance for Leadership Acceleration 2017, All rights reserved
6 Best Practices
in Leadership
Development
#6 Talent Management
Integration
• Leadership development is part of the overall talent management system
• Processes for assessing and developing leaders need to feed one another
• Performance management – helps identify leader skill gaps and participants for development programs
• Succession management – leaders are assessed against skill sets for future positions
© Alliance for Leadership Acceleration 2017, All rights reserved
6 Best Practices
in Leadership
Development
© 2017 Alliance for Leadership Acceleration
Keys to Success
Unlock engagement in your organization.
4 Steps to Re-engage
Your Workforce
Four Steps to Re-engage
Your Workforce
1. Diagnose where you have ‘My Manager’ issues
2. Provide Managers with 360-degree feedback
3. Communicate, communicate, communicate
4. Provide recognition and respect
© Alliance for Leadership Acceleration 2017, All rights reserved
Step One:
Diagnose ‘My Manager’ Issues
• Share the results of the engagement
survey & ask them what they plan to do
to improve
• Make sure every hire/promotion looks at
the Job-Person FIT (use job-match
assessment tools)
• Deal with poor performers quickly and
fairly
© Alliance for Leadership Acceleration 2017, All rights reserved
Step Two:
Provide 360-Degree FB & Coaching
• Zero-in on the most critical development
areas (not necessarily their worst area!)
• Train/develop managers to become coaches
and mentors who provide direction, set clear
expectations, give frequent feedback,
recognition, and appropriate rewards for
those who perform well and who deal
effectively with poor performers
© Alliance for Leadership Acceleration 2017, All rights reserved
Step Three:
Communicate, Communicate, Communicate
• Make sure your mid-level managers: provide timely and relevant information about the business, growth plans, strategies, and issues
• Communicate constantly – share why certain decisions were made – or better still; engage in dialogue before making changes that affect them
• Make sure senior leadership is visible, trusted and perceived as accessible
• Make sure senior leadership provides clear direction and is open, honest and transparent in communications
© Alliance for Leadership Acceleration 2017, All rights reserved
Step Four:
Recognition and Respect• Treat employees like owners and help people connect
to the larger mission & values of your organization
• Managers need to learn to be FACILITATORS of problem-solving, teambuilding and org. learning
• Celebrating success is part of the culture
• Make sure managers involve people in decisions –really listen to employee ideas and let them implement some of them
• Share ‘success stories’ and create an atmosphere of teamwork
© Alliance for Leadership Acceleration 2017, All rights reserved
In Conclusion…
• Employee engagement is NOT a fad
• Engagement will become the best competitive advantage companies will use to defend their businesses
• Measurement of your engagement should be performed annually with follow up actions that will strengthen the engagement
• All studies, locations and ages are in agreement on one thing…the direct relationship with one’s manager is the strongest of all drivers
© Alliance for Leadership Acceleration 2017, All rights reserved
References,
Learn More
Questions or
Contact:
Lynda Silsbee
Lynda@Leadership-
Acceleration.com
• 7 Hidden Reasons People Leave
Leigh Branham
• High Performance Work
Environment Model Performance
Dimensions Group, Lynda Silsbee
• The Power of Thanks, Eric
Mosley & Derek Irvine
• Three Signs of a Miserable Job –
A Fable for Managers Patrick
Lencioni
• Seeking Answers on the
Lackluster State of Leadership
Evan Sinar, et al, TD Magazine,
Dec. 2014
© Alliance for Leadership Acceleration 2017, All rights reserved
HRCI CreditActivity ID: 315625
Title: Diversity Playbook: Cracking the Code
on Employee Disengagement
Start Date: 5/12/2017
End Date: 5/12/2017
Recertification Credit Hours Awarded: 1
Specified Credit Hours: HR (General)
This program, 315625, has been approved for
1 (General) recertification credit hours toward
PHR, SPHR and GPHR recertification through
the HR Certification Institute. Please be sure
to note the program ID number on your
recertification application form. For more
information about certification or
recertification, please visit the HR
Certification Institute website at www.hrci.org.
SHRM Recertification Credit
Activity ID: 17-BDL48
Title: Diversity Playbook: Cracking the
Code on Employee Disengagement
Start Date: 5/12/17
End Date: 5/12/17
Professional Development Credits: 1
TERRA Staffing Group is recognized by
SHRM to offer Professional Development
Credits (PDCs) for SHRM-CP and
SHRM-SCP
No Ego: How Leaders Can Cut the Cost of Drama, End Entitlement and Drive Big Results
Presented by: Cy Wakeman
Reality Based Leadership
June 16, 201710:00-11:00am
This activity has been submitted for HRCI and SHRM credit.
Register at: www.TerraStaffingGroup.com/webinars