Employee Engagement: Bridging the Gap Between Knowledge and Action
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1 Employee Engagement: Bridging the Gap Between Knowledge and Action Scott Blanchard Principal and EVP The Ken Blanchard Companies
2 Tips for the Webinar Tweeting? Please use this tag: (800)
3 Welcome For More Info / To Register / To Access Archive: Search Webinars or On Demand at TrainingIndustry.com (800)
4 Scott Blanchard Principal and EVP The Ken Blanchard Companies
5 From Knowing to Doing
6 One thing we know a lot about two things that might not be as clear Measuring Employee Engagement The Employee Appraisal Process The Role of Leadership
7 The two types of leader behavior that build or break engagement The three types of job, organization, and relationship factors employees are constantly evaluating in their work environment The five-step process for creating a successful engagement initiative
8 Reviewed 65 empirical studies, 10 of which were meta-analysis Focused on connections and interaction between leadership capacity, organization success, employee success and customer loyalty Developed a model early in the research
9 The Leadership-Profit Chain 1 ORGANIZATIONAL VITALITY 2 5 CUSTOMER DEVOTION 3 4 EMPLOYEE WORK PASSION
10 POLL: Which of the following are confirmed by the research? a. Strategic leadership predicts organizational vitality b. Operational leadership predicts work passion c. Work passion directly predicts customer devotion d. Work passion predicts organization vitality e. Customer devotion predicts organization vitality J 7
11 1. Strategic Leadership is a key and critical building block for setting the tone and direction for a servicequality/coaching culture. 2. Operational Leadership practices, cascading down, reflect and reinforce the implementation of a coaching and development culture. 3. Employees who perceive management practices that emphasize quality and customer service, and are also focused on employee development with those goals in mind are more satisfied with their jobs & the organization. J 7
12 Leadership is......an influence process. It is working with people to accomplish their goals and the goals of the organization, i.e.., getting people fully engaged.
13 Strategic Leadership Does your organization have a clear vision that employees at all levels can clearly articulate? Does your organization have a clear set of operating values? Does your organization have stated strategic imperatives, visible to all, that create focus and accountability? Is the development of leadership capacity and employee passion a declared strategic imperative?
14 Operational Leadership Does your organization have effective leaders and managers that cascade from the top to the bottom of the organization? Does the rewards and recognition system tightly link to key strategic imperative imperatives (customer satisfaction, quality, employee passion)? To what degree does information and communication flows up and down the organization freely and honestly? Are training and development systems connected specifically and explicitly to business performance?
15 There is no magic way to create effective leadership.it takes a clear vision, a solid plan and the tenacity to follow thru Hope is not an effective leadership development strategy
16 Leading & Influencing Others The key is to increase the frequency and quality of communication between manager and the people they depend upon.
17 Great leaders are very clear about what they are aiming for, but they also make sure they satisfy your agenda first. Ultimately, they achieve what they want by drawing out the greatness of those around them. They do this through the power of their conversations. Warren Bennis, American scholar, organizational consultant, and author
18 The Appraisal Process Appraisals of Work Environment Sense of Well-Being Intentions Behaviors Results TO do above-average work, give discretionary effort, be a good citizen, stay, endorse
19 The Correlations Work Cognition.24*.73*.07.80* Employee Job Well-Being.39*.29* Work Intention Positive Affect
20
21 Depending on the factor(s) you choose, an intervention would address any or all of these levels: Employees, whom you want to become passionate about their work Leaders, whom you want to facilitate conditions for work passion Systems, policies, and procedures, that you want to support leaders and employees in becoming/staying passionate
22 Self-Assessment 1. People have what they need to do their jobs effectively. 2. Leaders have effective coaching and feedback skills. 3. People know what a good job looks like. 4. Managers set clear goals and accountabilities with their direct reports. 5. Employees feel responsible and empowered. 6. Employees can influence decisions that affect them. 7. Employees feel that their development is a priority to their supervisor. 8. Leaders and managers are held accountable for employee morale. 9. Employees feel that good performance is treated differently than poor performance. 10. Organizational values are behaviorally defined. 11. Employees feel and know that their work is meaningful and important. 12. Individual, team, and division performance expectations are aligned. 13. Top management communicates and behaves as if people are critically important to the organization s success.
23 Success Factors Top Management Buy-In Follow-up and Reinforcement Demonstrating Tangible Value Strategic Integration Systematic Approach
24 Four Critical Implications 1. New thinking required about motivation no more carrot & stick 2. Elevate the value of feelings! 3. Declared and Supported Initiatives to take care of employees and customers! 4. Connected operational and strategic leaders best results achieved when on the same page
25 Follow Up Content a. Blanchard research and white papers b. Upcoming Blanchard events and workshops c. Blanchard products and services
26 Questions & Answers Scott Blanchard Principal and EVP The Ken Blanchard Companies David Witt Program Director The Ken Blanchard Companies
27 Upcoming Webinars Nov 11: Develop EI for Teams and their Members: Combining Assessments Nov 12: Managing Knowledge Across the Employee Lifecycle: Training in the New Millennium Nov 19: MOOCs: From Academia to Corporate For More Info / To Register / To Access Archive: Search Webinars or On Demand at TrainingIndustry.com
28 More ways to enhance performance improvement Join our LinkedIn Group to continue this discussion. Visit the TrainingIndustry.com Webinars page for more information.
29 Thank You! On behalf of TrainingIndustry.com, thanks to: Today s Speaker: Scott Blanchard Today s Sponsor: Cornerstone OnDemand All of you for attending! Questions or Comments? Please contact Amanda Longo: alongo@trainingindustry.com
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