Progress at Work. How Employee Progress Drives Employee Engagement

Transcription

1 Progress at Work How Employee Progress Drives Employee Engagement Presented by: Burgess Levin Managing Principal, Strategic Services Dr. Mike McDermott Managing Principal, Talent Management HumanR, 2012

2 HumanR s Organizational Effectiveness Initiatives Gathering insights into issues of engagement and organizational loyalty Employee Intelligence HR Metrics Benchmarking Employee surveys Onboarding, Engagement, Culture Exit Interviews Supporting initiatives that build organizational effectiveness Talent Development Competency frameworks 360 feedback Coaching Performance management High potential ti programs 2

3 Dii Driving Our Own Research In their article in the Harvard Business Review, The Power of Small Wins, Teresa Amabile and Steven Kramer highlight the importance to employees of making progress and underscore the relationship between progress and organizational performance. What is the relationship between Progress at Work and Engagement? Can we affect Progress at Work? Is there a business case for affecting Progress at Work? Progress vs. Engagement Affecting Progress Building the Business Case 3

4 What is the relationship between Progress at Work and engagement? Progress vs. Engagement 4

5 2011 Normative Refresh Survey 16 organizations of knowledge workers participated p Data points captured from Approximately 6,200 respondents Survey administered online over a two week period in November Survey content included: 53 items in nine categories Overall items Barriers Progress and obstacles items Demographics Two open ended items Results were shared individually with participating organizations Key findings are summarized in a new white paper: Engagement Darwinism: Survival of the Most Engaged. Authored by Burgess Levin, Managing gprincipal at HumanR Inc. As a result of this initiative, current industry specific normative comparisons are now available for the overall measures, 40 specific measures, measures of engagement, barriers measures, and measures of progress Progress vs. Engagement 5

6 Levels of Engagement gg Highly Engaged Employees demonstrate an emotional commitment to the organization they tend to be self starters, to take on work that is not necessarily a part of their job, and to be loyal Engaged Employees demonstrate a rational approach to the value of their job, continuing to commit for so long as it appears to be in their best interest Disengaged Employees are neither happy nor productive but find it harder to leave their job than to stay they tend to be cynical and to be harmful to morale A Refresher on Engagement Index A subset of 10 items selected from the engagement literature as well as HumanR s survey research Eachsurvey respondent has an engagement score creating a new demographic variable for use in analysis Items reflect the following themes The job I do will be important to the organization one year from now I will be worth more tomorrow than I am today I trust the organization s leadership to successfully meet the challenges the next three years will bring I am recognized for the contributions I make to my organization and its customers My work environment is respectful and ethical Progress vs. Engagement 6

7 Progress Looks different to different people You know it when you experience it A driver of intrinsic motivation Most effective when applied at the level of an intact work group Perceptions Emotional State (Intrinsic) Motivation A lens for making sense of workday events The organization, Managers, team, self, the work, sense of accomplishment Reactions to workday events Positive emotions, negative emotions, overall mood Desire to do the work What, whether or not, how, and when Progress vs. Engagement 7

8 Organizational Effectiveness Adjusting the balance Between Two Core Motivating i Factors Engagement Progress Atmosphere & Environment Accomplishment Organizational Effectiveness Progress vs. Engagement 8

9 The Relationship Between Progress and Engagement Related, but not the same Progress vs. Engagement 9

10 Can we affect Progress at Work? Affecting Progress 10

11 Progress at Work Can be Influenced Related, but not the same Drivers of progress and barriers HumanR has identified five drivers of progress and 5 barriers, and believe that the framework can be applied across jobs. These barriers and drivers are related to issues of communication, goal setting, work life balance, decision making, and teamwork Drivers of Engagement that are no longer major factors Career Faith in Organizational Leadership Affecting Progress 11

12 Affecting Progress These drivers and barriers operate for the employee atthree three levels. The first level is the task itself Next is a catalytic level, directly affecting the ability to do the task Finally is the Nourisher level, affecting the environment in which tasks are done. The concepts used here are attributable to pioneering work done by Professor Teresa Amabile Affecting Progress 12

13 Is there a business case for affecting Progress at Work? The Business Case 13

14 TheDistributionof of ProgressAcrossSurvey Respondents HumanR studies show that 40 percent of all respondents feel that, on balance, they make progress on five or more days out of every ten 60% are highly engaged 35% are engaged 5% are disengaged + The existence of a substantial population at these levels of tells us that making meaningful progress is possible. The Business Case 14

15 The impact of effecting progress in a positive manner can be substantial The Payoff in Moving the Bar The existence of 60 percent of the respondents at levels below the 5 day threshold tells us that there is a substantial population that can be moved 33 Percent of the Employee Population Moving 33 percent of the population p (engaged and highly engaged) will create a substantial return on investments made in effective interventions. The Business Case 15

16 A Pilot Program to Deploy the Concept of Progress at Work Pilot program has been designed to serve as a proof of concept Best deployed to intact workgroups The Business Case 16

17 Adding a Focus on Progress Balances Out the Approach to Engagement Preconditions: Some conditions of engagement are present: Satisfiers met* Career growth possible Positive work unit context Leadership Teamwork within unit Clear strategy Focus on Progress Factors Impact: Balance task and motivation Improved performance Individual and team Improved motivation Move 30% to higher levels of progress Current engagement measures over weight motivation i at the expense of performance (task) *Herzberg s Hygiene factors (e.g., salary, work conditions, etc.) 17