Building a Culture of Employee Engagement

Transcription

1 Building a Culture of Employee Engagement Crystol Jones, MB Public ffairs Specialist, Health and Human Services Bob Lavigna, ssistant Vice Chancellor- Human Resources, University of Wisconsin Richard Tanenbaum, Ph.D., BCC, djunct Faculty, National Leadership Institute, University of Maryland University College

2 Today s Presenters Bob Lavigna djunct ssociate Professor of Public ffairs and ssistant Vice Chancellor-Human Resources, University of Wisconsin Former Vice President-Research for the Partnership for Public Service Served for 17 years with the U.S. Government ccountability Office uthor of Engaging Government Employees: Motivate and Inspire Your People to chieve Superior Performance 2

3 Today s Presenters Richard Tanenbaum, Ph.D., BCC djunct faculty with National Leadership Institute at UMUC President of Behavior Consults and Global Learning Partners, LLC Clinical psychologist Executive coach Expert in communications skills training, performance appraisal methods, cultural competency training, and conflict management 3

4 What We ll Cover 1. What is employee engagement? 2. Why does it matter? 3. Creating an engagement culture 4. What drives improved engagement 4

5 vailable through mazon, Barnes & Noble 5

6 Context Our ging Workforce 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Under Federal State Local Private Source: Bureau of Labor Statistics 6

7 More Complex Workforce Multiple Generations Traditionalists (born before 1946) Boomers ( ) Gen Xers ( ) Millennials (>1981) 7

8 So What s It ll Mean? Dramatic shifts More complicated Public sector feeling effects first Government must adapt to talent market 8

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10 What Is Employee Engagement? Heightened connection Beyond satisfaction Personal meaning Pride Value Discretionary energy 10

11 Engaged Employees Have strong relationships in organization Go extra mile for customers Volunteer ideas Work hard and smart Will stay even for less money Recommend organization as good place to work Show up for work Get things done Goe for customers Volunteers ideas Works hard and smart Doesn t quit Calls in sick only when ill Stays alert to safety hazards. 11

12 Why Does Engagement Matter? 12

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14 Engagement Drives Results Key Performance Indicators Top- and Bottom-Quartile Work Groups Profitability Productivity Customer scores Safety incidents Lost or stolen inventory Turnover (low-turnover orgs) Turnover (high-turnover orgs)) bsenteeism -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% Source: Gallup 14

15 Temkin Group Highly Engaged 480% more committed to organizational success 250% more likely to recommend improvements 370% more likely to recommend employer 15

16 Federal Government? Program results EEO complaints Retention Missed time 16

17 Engaged public sector employees: 4X more likely to stay 5X more likely to recommend workplace 5X more likely to be very satisfied 17

18 Engagement in government drives: Employee performance that supports mission Collaborative and innovative work environments Lower costs of disengagement 18

19 Towers Watson Statement Highly engaged (% agree) Moderately engaged (% agree) I can impact quality I can impact cost Disengaged (% agree) I can impact customer service

20 It s bout Leadership 60% 50% 40% Percentage of employees answering yes to the question: If you could fire your current boss, would you do so or not? 51% 30% 20% 23% 10% 0% 6% Engaged Not engaged ctively disengaged 20

21 35% of U.S. workers polled said they d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired 21

22 35% of U.S. workers polled said they d willingly forgo a substantial pay raise in exchange for seeing their direct supervisor fired 22

23 Engagement U.S. 51% 18% 32% Engaged Not Engaged ctively Disengaged Source: Gallup 23

24 Engagement in the Public Sector Federal Employee Viewpoint Survey 64% engaged U.S. Merit Systems Protection Board 35% engaged 47% somewhat engaged 18% not engaged IPM-HR 47% engaged UK People Survey 58% engaged 24

25 Taking ction on Survey Data Measurement Without Targeted ction is Useless nother Survey? Don't sk If You're Not Ready to Fix the Problems You Said, We Did 25

26 Taking ction on Survey Data Form engagement teams Collect additional data Identify priorities Focus on work units Implement action plans Provide education/ training Identify outcomes Establish accountabilities Share best practices Communicate. 26

27 Engagement Culture Set of accepted organizational values, behaviors, and practices that promotes increasing levels of engagement as a cultural norm 27

28 Hallmarks of Engagement Culture Engagement business case broadly understood Leaders/managers work together to drive engagement Engagement linked to mission, critical business outcomes Engagement visible across organization (not just HR program) Engagement regularly measured/analyzed and action taken HR components linked to engagement Robust communication strategy, especially by leaders 28

29 GO: Improving Engagement 29

30 Constructive Performance Conversations 30

31 Constructive Performance Conversations Ongoing behavioral-based feedback (positive and constructive) ctive listening and perspective taking ssessment of strengths and areas for development Clear direction to ensure alignment Follow-on conversations 31

32 Constructive Performance Conversations SBI Model developed by the Center for Creative Leadership 32

33 Career Development and Training Identify conversations or other opportunities to discuss career issues Integrate career conversations into performance discussions ssign reasonable stretch assignments Challenge and support 33

34 Work-Life Balance Lead by example Set reasonable expectations djust work processes or systems Modify your own style 34

35 Inclusive Work Environment Practice cultural sensitivity Be tolerant and respectful Be curious and ask questions Manage unconscious bias 35

36 Employee Involvement Intentionally involve people and teams in discussions ctively solicit thoughts and opinions from staff Reflect versus react Seek to understand others perspectives Be flexible where you can Try something new 36

37 Communication from Management Strive towards transparency Share information on a regular basis Remind senior leaders about the importance of communicating key information Work with senior leaders to craft the message Do not be afraid of saying I don t know 37

38 National Leadership Institute umuc.edu/nli 38

39 FED Program Benefits Federal employees, spouses, and dependents are eligible for: Waiver of the $50 application fee 25% discount on out-of-state tuition for most programs Customized portal for step-by-step application and enrollment instructions: umuc.edu/fed Single point of contact: 844-UMUC-FED or 39

40 Contact Us THNK YOU for attending this webinar. If you have any follow up questions and would like to learn more about UMUC s programs, please contact: Emily Ferguson, ssistant Vice President, Corporate Learning Solutions Emily.Ferguson@umuc.edu