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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
Start a Movement
A movement only exists when people are inspired to move, to do something, to make the cause their own. –
Simon Sinek
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?
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
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
Everyone defines engagement using the terms discretionary effort, but how do you easily explain or
demonstrate it?
Defining Engagement
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
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%
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”!
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
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
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®
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
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!
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
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
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
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
% 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
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
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
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?
Who is responsible for your engagement at work?
R
Anyone hoping things will just get better?
Hope is not a strategy to solve a problem…
neither is a survey
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
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
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
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
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
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
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
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
So…Do you want to learn something
that will make your job easier/safer/more efficient?
• 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?
• What if…– I learned a new skill?– I took my development/growth into my own hands?– I asked for help?
• 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?
• 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?
• 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
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
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
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
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!
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!
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!
Take two minutes and share with a colleague one strategy that you plan to take away from this session today
I am committed to…
What If…