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Engagement Team Member Essentials Organizational Development R.

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Engagement Team Member Essentials Organizational Development R
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Page 1: Engagement Team Member Essentials Organizational Development R.

Engagement Team Member Essentials

Organizational Development

R

Page 2: Engagement Team Member Essentials Organizational Development R.

Engagement Team Member Essentials

Gallup’s engagement theory and survey methodology

How to personally influence your own engagement

As an informal leader, YOU can influence others

Page 3: Engagement Team Member Essentials Organizational Development R.

Start a Movement

A movement only exists when people are inspired to move, to do something, to make the cause their own. –

Simon Sinek

Page 4: Engagement Team Member Essentials Organizational Development R.

Each person take 1 minute to share with your tablemates the best moment you’ve ever had at work.

Group Work

Using the provided “Notes” page, take 1 minute to write down every word you can think of that describes how you felt during that best moment at work.

How many of you feel you were more productive when you had these feelings?

Page 5: Engagement Team Member Essentials Organizational Development R.

Defining Engagement

Take 2 minutes at your tables and discuss how would you define engagement in one sentence?

Be ready to report out to the larger group

Page 6: Engagement Team Member Essentials Organizational Development R.

Defining Engagement

“A highly engaged workforce means the difference between a company that thrives and one that struggles. When employees are engaged, they are passionate, creative, and entrepreneurial, and their enthusiasm fuels growth. These employees are emotionally connected to the mission and purpose of their work. When employees are not engaged, they are indifferent toward their jobs -- or worse, outright hate their work, supervisor, and organization -- and they will destroy a work unit and a business.” –Gallup

Page 7: Engagement Team Member Essentials Organizational Development R.

Everyone defines engagement using the terms discretionary effort, but how do you easily explain or

demonstrate it?

Defining Engagement

Page 8: Engagement Team Member Essentials Organizational Development R.

The effects of improving engagement:

Safety Incidents (patients and team members)

Absenteeism

Turnover

Theft

Quality

Customer Service

Productivity

Profitability

We are more productive

when we feel good

Page 9: Engagement Team Member Essentials Organizational Development R.

Engagement: Three Types of Team Members

Engaged Not Engaged Actively DisengagedLoyal and psychologically committed. More productive; higher retention.

Productive, but they are not psychologically connected to their company. They miss more workdays; more likely to leave.

Physically present, but psychologically absent. They are unhappy and insist on sharing this unhappiness with others.

Copyright © 2008, 2013 Gallup, Inc. All rights reserved.

Typically, you need 5 engaged team members to offset every disengaged team member.

42% 46% 12%

3.5:1

Gallup Avg: 29% 52% 19%

Page 10: Engagement Team Member Essentials Organizational Development R.

How does Gallup choose the survey questions?

1 – Do you use employee satisfaction surveys? 80% said “yes.”

2 – How often? Every 1 to 2 years.

3 – How many questions are on your survey? The average was 150 questions.

4 – Do your folks feel better or worse after the survey?

60% said “worse”!

Page 11: Engagement Team Member Essentials Organizational Development R.

The Sorting Effect

High ratingLow rating

Poor Question

“I receive recognition.”uuu u

u

uu

uu

For example:Q03. At work, I have the opportunity to do what I do best every day.

Q04. In the last seven days, I have received recognition or praise for doing good work.

Q10. I have a best friend at work.Less productive workgroups

More productive workgroups

Low rating

Great Question“In the last seven days, I have received recognition or praise for doing good work.”

High rating

uu

u u uuuu

u

u

uu

u u

u

Page 12: Engagement Team Member Essentials Organizational Development R.

The Q12®

(for all Health System team members)

1. I know what is expected of me at work2. I have the materials and equipment I need to do my work right3. At work, I have the opportunity to do what I do best every day4. In the last seven days, I have received recognition or praise for doing good

work5. My supervisor, or someone at work, seems to care about me as person6. There is someone at work who encourages my development7. At work, my opinions seem to count8. The mission or purpose of my organization makes me feel my job is important9. My associates or fellow team members are committed to doing quality work10. I have a best friend at work11. In the last six months, someone at work has talked to me about my progress12. This last year, I have had opportunities at work to learn and grow

Page 13: Engagement Team Member Essentials Organizational Development R.

Get

Give

Belong

Opportunities to learn and growProgress in last six months

I have a best friend at workCoworkers committed to qualityMission/Purpose of organizationAt work, my opinions seem to count

Someone at work encourages my developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do best every day

I have materials and equipment I need to do my work rightI know what is expected of me at work

Gallup Engagement Hierarchy

Grow

Grow

The Q12®

Page 14: Engagement Team Member Essentials Organizational Development R.

The Gulf Between Yes and No

5 Very strong yes4 Yes, but…

5 Nice no2 Solid no1 Angry no

Psychological gap

Strongly Disagree Strongly Agree

1 2 3 4 5

Page 15: Engagement Team Member Essentials Organizational Development R.

What’s the difference between…

Anonymous means not identified by name Confidential means private, secret, not

universally available or only known to a select few (survey vendor)

Gallup’s survey is confidential Rest assured – Gallup will not release data to

anyone at the medical center that could even have the potential to compromise the identity of an individual being known!

Page 16: Engagement Team Member Essentials Organizational Development R.

A new approach to Action Planning

1. Need/ Rationale- Background- Problems/needs- Measures

3. Target Condition

4. Reasoning- Hypothesis

2. Current Condition- Drawing- Key issues- Root causes

5. Action Plan- Action steps- Timeline- Expected outcomes- Accountability

6. Key Learning

The way things happen now A better way to work

Page 17: Engagement Team Member Essentials Organizational Development R.

1. Need/ Rationale 3. Target Condition

4. Reasoning

2. Current Condition 5. Action Plan- Action steps- Timeline- Expected outcomes- Accountability

6. Key Learning

Example

• 37% of team members do not know what is expected of them at work

• Discovery meeting showed that new hires experience this more than tenured team members

• 1st year turnover consistently hovers at 21.7%

• Why don’t people know what’s expected of them at work?• Because no one has explained the importance of

setting individual performance goals to new hires• Why hasn’t anyone explained this to new hires?

• Because 1:1 meetings are not held.• Why aren’t 1:1 meetings held?

• Because the manager is the only one who can have these meetings and she is too busy.

• Why does the manager have to own this responsibility?• They don’t. Someone else on the team could have

the meeting with the new hire.

• Newly hired team members will know what is expected of them as evidenced by monthly 1:1 meetings to discuss goal progress

• Percentage of 4s &5s will increase from 63% to 83% on 2015 survey

• First year turnover will decrease from 21.7% to 15% by May 2015

Newly hired team members who understand what is expected of them will see how their role contributes to the success of the department and organization

Page 18: Engagement Team Member Essentials Organizational Development R.

I received feedback on the previous Employee Engagement Survey conducted at the University of Virginia Health System.

My team participated in an effective impact planning session following last year's Employee Engagement Survey.

My team has made progress on the goals set during our impact planning sessions after the last Employee Engagement Survey.

1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.002.00

2.50

3.00

3.50

4.00

4.50

5.00

Accountability

En

gag

em

en

t (G

ran

dM

ean

)

Gallup AccountabilityIndex 50th

(4.05)

Gallup Q12 Healthcare 50th (4.11)

Engagement and action planning at the Medical

Center are closely correlated.

Medical Center local workgroups have to continue to play their parts

Page 19: Engagement Team Member Essentials Organizational Development R.

2007 2008 2009 2010 2011 2012 2013 20140

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

3.79 3.82 3.87 3.83 3.78 3.92 3.84 3.91

29th 35th Percentile

Our Engagement Journey

Page 20: Engagement Team Member Essentials Organizational Development R.

% o

f W

ork

gro

up

s

0%

25%

50%

75%

100%

35%26%

22%17%

2014= <3.76 3.76-<4.11 4.11-<4.45 4.45+

n= 130 113 95 86 56 73 39 55

n 2907n 1729 n 1347

n 475

Despite those efforts 4636 team members are in the bottom half

4636 1822

RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR

Page 21: Engagement Team Member Essentials Organizational Development R.

Note: Percentiles based on Gallup’s 2014 Q12 Healthcare Workgroup Level Database

Radiology

Health Care Specialist

Nursing

Labs

Administrative

Pharmacy

Facilities and Trade

Allied Health

Finance

Computing

Management

0.00 1.00 2.00 3.00 4.00 5.00

3.68

3.71

3.78

3.87

3.88

3.90

4.02

4.02

4.23

4.24

4.3971st 307 0.09

60th 211 0.07

59th 262 0.01

43rd 630 0.15

43rd 324 0.11

34th 188 -0.05

33rd 933 0.02

32nd 222 0.04

26th 1,912 0.10

22nd 696 0.11

20th 152 0.04

2014 Percentile

2014n Size

YOY Change

2014 Medical CenterGrandMean: 3.91Percentile: 35th

8 out of 11 job families are in the bottom half

Page 22: Engagement Team Member Essentials Organizational Development R.

Recruiting&

Onboarding

Leadership&

Learning

Reward&

Recognition

Informal Leader

Power of One/Stepping It Up/ Balance

Commitment Form

Referral Program

Peer Interviews

Buddy Program

ID Badge

Team Member Profile

1:1 Manager Meetings

BP II

BP I

Influential Leadership

Engagement Series

New Leader Orientation

Suggestion Box

Uteam Meetings

Skip Level Meetings

tools

Job Aids

Videos

Social Media

$15/ team member

Bravo Cards

Urewards

Uteam Perks

Outstanding Contributor

Impromptu Celebrations

Page 23: Engagement Team Member Essentials Organizational Development R.

The ‘X’ model of employee engagement

What stood out for you?

We are all responsible for our own individual success and ultimately take control of our own engagement – Do you agree?

Page 24: Engagement Team Member Essentials Organizational Development R.

Who is responsible for your engagement at work?

R

Anyone hoping things will just get better?

Page 25: Engagement Team Member Essentials Organizational Development R.

Hope is not a strategy to solve a problem…

neither is a survey

Page 26: Engagement Team Member Essentials Organizational Development R.

What can individual team members do?

Assess their own goals and satisfaction drivers to clearly define what success looks like to them

Communicate with the manager and share aspirations and needs in order to clarify where to focus energies

Take Action by taking ownership of their own engagement

A

C

T

Page 27: Engagement Team Member Essentials Organizational Development R.

The Challenge

What do we really want?– team members to take ownership for their own

engagement

Vital Behaviors– Assess personal goals and satisfaction drivers to clearly define what success

looks like

– Communicate with manager and share aspirations and needs in order to clarify where to focus energies

– Take Action by taking ownership of their own engagement

Page 28: Engagement Team Member Essentials Organizational Development R.

Personal Motivation

• Think about your job, role, position, work group, department, division, organization, etc.

• Do you hate it or enjoy it?• Do you find meaning in it?• Does it fit into your sense of who you are or

who you want to be?– If not, what would need to change?

Assess goals/satisfaction drivers to define success

Communicate aspirations/needs to manager to provide focus

Take ownership of engagement

Page 29: Engagement Team Member Essentials Organizational Development R.

Personal Ability

• Do you have the knowledge, skills, and strength to do the right thing, even when it is hardest?

• Do you know how to handle the toughest challenges you will face?

Assess goals/satisfaction drivers to define success

Communicate aspirations/needs to manager to provide focus

Take ownership of engagement

Page 30: Engagement Team Member Essentials Organizational Development R.

Social Motivation

• Are other people (including you)– Encouraging the right behavior?– Discouraging the wrong behavior?

Assess goals/satisfaction drivers to define success

Communicate aspirations/needs to manager to provide focus

Take ownership of engagement

Page 31: Engagement Team Member Essentials Organizational Development R.

Social Ability

• Do others (including you) provide (or withhold): – Help– Information– Resources

Assess goals/satisfaction drivers to define success

Communicate aspirations/needs to manager to provide focus

Take ownership of engagement

Page 32: Engagement Team Member Essentials Organizational Development R.

Structural Motivation

• Are rewards – pay, promotions, performance reviews, perks, or costs – encouraging the right behaviors or discouraging the wrong behaviors?

Assess goals/satisfaction drivers to define success

Communicate aspirations/needs to manager to provide focus

Take ownership of engagement

Page 33: Engagement Team Member Essentials Organizational Development R.

Structural Ability

• Does the environment (tools, facilities, information, reports, proximity to others, policies, etc.) enable good behavior or bad?

• Are there enough cues and reminders to help you stay on course?

Assess goals/satisfaction drivers to define success

Communicate aspirations/needs to manager to provide focus

Take ownership of engagement

Page 34: Engagement Team Member Essentials Organizational Development R.

So…Do you want to learn something

that will make your job easier/safer/more efficient?

Page 35: Engagement Team Member Essentials Organizational Development R.

• What if… – I identified ways to make work tasks more

meaningful?– I found ways to connect my job to my core values?– I made it my mission and purpose to make things

better?

Page 36: Engagement Team Member Essentials Organizational Development R.

• What if…– I learned a new skill?– I took my development/growth into my own hands?– I asked for help?

Page 37: Engagement Team Member Essentials Organizational Development R.

• What if… – I encouraged/demonstrated a positive mindset?– I enlisted the help of established opinion leaders to

enable or disable negative behaviors?• Teach, coach, advocate

– I used informal leaders to promote a positive work environment?

Page 38: Engagement Team Member Essentials Organizational Development R.

• What if… – I gathered innovative ideas (i.e. Bright Ideas box)

• link rewards to what people really care about• track ideas/progress on bulletin boards, newsletters, etc.

– Created a team reward when the team as whole achieves a goal?

– Created a system to recognize and reward each other?

Page 39: Engagement Team Member Essentials Organizational Development R.

• What if… – I reorganized work spaces to remove obstacles and

make work processes easier?– I used cues, regular communications, and metrics to

keep the importance of engagement top of mind?• Accomplishments • Impact plans• Personal / team success stories• Notes of appreciation

Page 40: Engagement Team Member Essentials Organizational Development R.

The Q12®

Meaningful Understanding

1. I know what is expected of me at work2. I have the materials and equipment I need to do my work right3. At work, I have the opportunity to do what I do best every day4. In the last seven days, I have received recognition or praise for doing

good work5. My supervisor, or someone at work, seems to care about me as person6. There is someone at work who encourages my development7. At work, my opinions seem to count8. The mission or purpose of my organization makes me feel my job is important9. My associates or fellow team members are committed to doing quality work10. I have a best friend at work11. In the last six months, someone at work has talked to me about my

progress12. This last year, I have had opportunities at work to learn and grow

Page 41: Engagement Team Member Essentials Organizational Development R.

Most basic of needs in the work environment

When we are allowed to shape our goals we feel a sense of purpose and dedication

Pulled in different directions, not always sure what to focus on or how to spend time – could be a source of disengagement

How can you impact this element of engagement? Analyze where your time is spent

Know your priorities – if you aren’t sure what they are or should be, and speak up!

Set measureable performance goals with your manager

Q1: I know what is expected of me at work

Page 42: Engagement Team Member Essentials Organizational Development R.

Taking tasks on that don’t leverage personal strengths can become a big source of disengagement

Think about how you feel when you get to do what you love

How can you impact this element of engagement? Think about where your own talents, skills, knowledge and passions are –

do your teammates or managers know this about you?

Recognize the talents/strengths of your teammates and the importance they serve your team

Discuss strengths openly with your teammates & ways to partner with others

Quickly turn to a table mate and name one thing that you do best.

Q3: At work, I have the opportunity to do what I do best every day

Page 43: Engagement Team Member Essentials Organizational Development R.

Q4: In the last seven days, I have received recognition or praise for doing good work

High performing teams regularly give recognition and praise to one another – When was the last time you said thank you or complimented a peer on a job well done?

Learn how each person on your team likes to be recognized. Everyone has personal preferences

Think to yourself: “What’s the best recognition you have ever received?” Then ask: “Does my manager know this about me?”

Honest, deserved, timely, specific and meaningful to the person

Avoid general or silly praise Small forms of recognition can be very meaningful!

Page 44: Engagement Team Member Essentials Organizational Development R.

Q10: I have a best friend at work

How do you define a best friend? People who have strong relationships with others outperform

those who don’t Workplace friendships may create bonds that last for years Keep in mind, no one can force a friendship to happen Create a climate where friendships might happen Address barriers/issues of trust or bad chemistry promptly Learn about each other Encourage collaboration between team members Fun and laughter is ok!

Page 45: Engagement Team Member Essentials Organizational Development R.

Q11: In the last six months, someone at work has talked to me about my progress

Reviews are in the past, development is in the future, progress is what is in between

How does this look? Check in frequently to see how things are going Assess progress Focus on contribution to get the best

High performing and engaged workgroups check in with one another and they celebrate the wins they have along the way!

Page 46: Engagement Team Member Essentials Organizational Development R.

Take two minutes and share with a colleague one strategy that you plan to take away from this session today

I am committed to…

Page 47: Engagement Team Member Essentials Organizational Development R.

What If…


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