Maximizing Emplyee Engagement Jb Aid Engagement Strategy Techniques and Examples Cntents Strategies fr Assessing Emplyee Engagement... 2 Use Emplyee Viewpint Survey Results... 2 Observe Behavirs Assciated with Engagement... 2 Strategies fr Maximizing Engagement in yur Direct Reprts... 3 Lead by Example... 3 Leverage Emtinal Intelligence... 3 Fster Jb Autnmy... 4 Align Perfrmance Expectatins with Agency Missin... 6 Enhance Cmmunicatin... 6 Create a Psitive Wrk Envirnment... 8 Use the Human Capital Framewrk... 9 Strategies fr Executives... 10 Page 1
Strategies fr Assessing Emplyee Engagement Use Emplyee Viewpint Survey Results If yur Agency is nt currently prviding yu with team-level Emplyee Viewpint Survey (EVS) results, ask that the results be prvided t yu s that yu can see hw yur team is ding and mnitr their engagement ver time. Pay specific attentin t the Emplyee Engagement Index. Agencies have different methds f analyzing and distributing their EVS results. If yur agency is nt currently prviding yu with team-level EVS results, ask that the results be prvided t yu s that yu can see hw yur team members are ding and mnitr their engagement ver time. Sme agencies at the tp f the Best Places t Wrk in the Federal Gvernment rankings use their results t develp Actin Plans at all levels f the rganizatin. Yu can ask yur grup t identify areas fr imprvement and t develp an Actin Plan t address them. The plan becmes a living dcument amng the grup and they update it regularly t reflect prgress in achieving their gals. In additin t addressing engagement, this exercise is als an imprtant team building activity. Fr mre details n develping an Actin Plan, see the Guide fr Interpreting and Acting n Federal Emplyee Viewpint Survey Results lcated in the curse Resurces, r cntact yur agency s EVS crdinatr. Observe Behavirs Assciated with Engagement Observe yur direct reprts fr engaged behavirs: Shws interest in imprving perfrmance Prvides ideas and ptins fr slving rganizatinal challenges Makes an effrt t build relatinships with cwrkers and supervisrs Vlunteers t help smene wh is facing a big deadline Mentrs a clleague Talks with yu t create individual career develpment plans Actively finds ways t wrk smarter r mre efficiently Identifies slutins t prblems he r she encunters Participates in decisins that affect his r her wrk Seeks t understand agency missin and gals Page 2
Strategies fr Maximizing Engagement in yur Direct Reprts Lead by Example Lead by example by mdeling engaged behavir. Techniques fr increasing yur wn engagement: Capitalize n yur strengths. Cnsult yur training ffice abut assessment tls such as 360 assessments r style indicatrs. Seek learning pprtunities. Slicit feedback frm direct reprts and peers in additin t feedback frm managers. Seek ut mentring r supprt frm yur peers. Attend agency spnsred learning events and encurage staff t attend. Take cntrl f situatins. D nt wait t be tld what needs t be dne. See the need, and apprach yur manager with slutins. Maintain wrk-life balance. Take advantage f yur rganizatin s wrk-life prgrams and resurces, such as Telewrk Flexible schedules Emplyee Assistance Prgram Childcare and elder care subsidies Parenting Supprt Grup Smking cessatin prgrams Gym membership discunts Respect yur emplyees' persnal time (fr example, refrain frm sending emails late at night r n weekends) Leverage Emtinal Intelligence Deliver n emplyee expectatins by building and demnstrating the cmpnents f emtinal intelligence: Self-awareness: the ability t be aware f ne s thughts and feelings and t articulate them Be aware f hw yur actins impact yur emplyee s engagement. Be pen; self-disclsure. Take time t self-reflect and take crrective actins where necessary. Wrk with a cach/mentr t help yu address areas f weakness. Be intensely curius. Ask fr feedback. Self-management: the ability t cntrl impulses and channel heightened emtins when dealing with difficult situatins Recgnize emtinal triggers. Page 3
Understand where yur emtins are cming frm and why. If yu feel yu are in an emtinally charged situatin, take a 20 minute break (r mre) t cmpse yurself. Verbalize hw yu feel and make requests f thers. Empathy: caring abut what thers are ging thrugh and being able t imagine what it must be like in their shes Understand withut necessarily agreeing with anther s psitin. Understand yur emplyees emtins, needs and cncerns and hw these culd be affecting engagement. Demnstrate empathy by: Listening withut interruptin Asking thughtful questins Being curius and interested in their stry Validating what yu are hearing Suspending judgment Shwing cmpassin Relatinship Management: cmmunicating effectively and encuraging diverse perspectives Develp relatinships with yur direct reprts t help yu recgnize signs f decreased engagement. Diffuse cnflict and interpersnal tensins. Be a psitive influence. Inspire and develping thers. Deliver difficult messages withut leaving peple feeling damaged. Fster Jb Autnmy Jb autnmy is the amunt f cntrl, chice, and discretin that an emplyee feels they have in hw their jb is dne. Emplyees with mre autnmy feel a greater sense f respnsibility in their wrk. Fster jb autnmy in yur emplyees whenever yu can. Techniques: Ensure new hires have the skills and abilities t d the jb and that pprtunities exist fr skill develpment. Match tasks t emplyees with the apprpriate qualificatins r interest, r t emplyees wh will benefit develpmentally frm the new assignment. Increase emplyee participatin in prblem slving, decisin making, and planning prcesses. Encurage emplyees t take wnership f their wrk by trusting them with apprpriate decisin-making authrity and hlding them accuntable. Organize prjects where there is nt a hierarchy and team members are able t act as equals. This will give emplyees an pprtunity t stretch and grw. Supervisrs and managers d nt have t be respnsible fr everything. Page 4
Natinal Aernautics and Space Administratin (NASA) management slicits emplyee input n wrk prcesses thrugh a number f means including fcus grups, team recmmendatins, and emplyee surveys. Prvide challenging wrk assignments and give emplyees pprtunities t learn, grw, and make significant cntributins. Delegate wrk assignments. Ensure that the mst knwledgeable peple are present during imprtant meetings, nt just the mst senir peple. Invlve emplyees in determining hw their wrk is perfrmed. Give emplyees the pprtunity t select wrk assignments. Ensure that Individual Develpment Plans (IDPs) are nt rigid. Emplyees shuld knw that an IDP is a living dcument that can be changed as needed. Thught shuld be given t what emplyees want t accmplish each year. Create an envirnment that fsters creativity and innvatin. The MSPB survey reprts that 78% f fully engaged emplyees agreed that their rganizatin rewarded creativity and innvatin. Peple want t be recgnized fr their cntributins. One agency recgnizes extrardinary cntributins by putting the name and picture f thse individuals n TV screens arund the building. A mre mdest effrt might be t set aside a public space inside yur department t place phts f emplyees wh have accmplished smething truly special, alng with the details f what they did t earn their place n the wall. Persnalize rewards t their recipients. By persnalizing the reward, yu can anchr the meaning f the achievement mre deeply than if yu simply treat the reward as a mechanical administrative task. Ask senir leaders t write a persnal nte t emplyees wh deserve recgnitin. The nte can be a simple thank yu, being sure t include the actin that merited the recgnitin. Invlve yur emplyees in identifying slutins t prblems. They are the peple mst aware f the gals t be achieved and the resurces available t reach them. Rather than fcusing n ding mre with less, reframe the prblem t hw t d smething different with less. Different might include reengineering wrk prcesses t ensure they are aligned with changing wrk demands, clarifying pririties t fcus n essential value-added tasks, clarifying the scpe f emplyees authrity s that fear f verstepping bundaries des nt becme a disincentive t taking risks. At least ne agency set up an Idea Factry based n the TV shw Shark Tank. Emplyees can pitch ideas t senir management fr review. If a champin is fund, the idea mves frward and the emplyee is recgnized fr the idea. Recgnize ideas that lead t efficiency enhancements and increased prductivity. Page 5
Wrk with yur grup t set gals, and then recgnize thse wh exceed thse gals. Invite them t share the secret t their success with the rest f the grup. Encurage emplyees t nminate their c-wrkers fr recgnitin. Peple value different types f recgnitin. It is imprtant t match the type f recgnitin t the individual s preference. Sme peple might greatly appreciate recgnitin f their effrts at a public frum, while thers might be mre cmfrtable with a certificate given in private. Align Perfrmance Expectatins with Agency Missin Ensure that yur direct reprts understand hw their jbs apply and cntribute t the agency s missin. Techniques: Live and wrk by yur agency s values. Shw accuntability by being willing t accept respnsibility fr yur actins. Shw integrity by matching yur behavir t the principles advcated by the rganizatin. Treat emplyees fairly and cnsistently. Ensure that perfrmance bjectives are tied t the missin s that emplyees see their cntributins. Make the agency s values and missin visible. Pst them in highly visible places. Reinfrce them by incrprating them int mnthly staff meetings. Ask yur direct reprts what the agency s values mean t them. Use their respnses t relate the values and missin t the wrk they d; strengthen their understanding f the alignment, cntributins, and imprtance f their wrk t the agency s missin and gals. Cmmunicate t emplyees that the agency is accmplishing its missin. Share yur executive's perfrmance plan with yur emplyees. The United States Patent and Trademark Office (USPTO) uses its scial media sites t help emplyees cnnect t the agency s wrk and its impact n the cuntry and sciety. Enhance Cmmunicatin Cmmunicatin is ne f the biggest keys t establishing and maintaining emplyees relatinships with their supervisr and their feelings f cnnectin t the rganizatin. Techniques fr enhancing cmmunicatin: When yu are hiring emplyees, ensure a gd jb fit by clearly cmmunicating what will be expected f them n the jb. Have current emplyees participate in candidate interviews t explain what it is like t wrk in the rganizatin and t develp a rapprt with the candidates. This will help bth parties determine whether there is an apprpriate fit. Page 6
Make sure t clearly define all jb expectatins. Share infrmatin abut what is ging n in the rganizatin with yur direct reprts. They want t knw what is ging n and hw their jbs might be affected. Sharing this infrmatin will build trust. Hld meetings with yur direct reprts sn after management meetings. If they d nt hear it frm yu, they will hear it thrugh ther surces. Talk with yur direct reprts, individually r as a grup, when new plicies r prcedures are implemented t help them understand the impact and the ratinale behind them. Prvide nging infrmal and frmal feedback abut perfrmance in the cntext f perfrmance management. Imprve the cycle f regular frmal prgress reviews. Create perfrmance gals that are clear, accuntable, measurable, and fcused. Cmmit t helping yur direct reprts fulfill actins and gals n IDPs. Make sure yur direct reprts have the resurces t cmplete their gals. If the resurces are nt available, help yur direct reprts set gals that are achievable. Set milestne reviews t gauge prgress. Mnitr emplyee perfrmance and hld emplyees accuntable t demnstrate the imprtance f the emplyee s wrk and that the manager is interested in helping the emplyee succeed. Talk with emplyees t identify training needs and ensure the training is prvided, emphasizing the imprtance f the emplyee t meeting rganizatinal gals. Have infrmal meetings with each f yur direct reprts n a regular basis just t ask Hw are things ging? Ensure that feedback sessins are fcused n quality and nt quantity. Make sure that bth yu and yur direct reprts are getting what yu need frm the meetings. Use the virtual wrk envirnment t prmte a feedback culture thrugh email, scial media, nline vides, and events. Use an nline cllabratin/crwdsurcing apprach t enhance tw-way cmmunicatin and prmte knwledge management. The Office f Persnnel Management (OPM) develped this apprach in cperatin with the MPSB. OPM uses a crwdsurcing tl t get ideas frm emplyees n hw t imprve the wrk and envirnment at the agency. Idea Factry, mentined earlier, is ne type f crwdsurcing that prvides pen idea generatin. At the Transprtatin Security Administratin, senir leaders identify specific prblems which are then sent ut t the emplyee cmmunity as a challenge. Emplyees whse ideas are accepted receive a certificate and a Challenge cin in recgnitin f their effrt. Seek ut pprtunities t imprve yur cmmunicatin and caching skills t mre effectively interact with yur direct reprts and help with their develpment. Page 7
Create a Psitive Wrk Envirnment Techniques: Demnstrate t emplyees that they are a valued part f the rganizatin. Invest in a strategic nbarding prgram that begins befre the emplyee arrives and extends fr several mnths after. Ensure meaningful wrk is available. Intrduce each new emplyee t cwrkers and chains f cmmand. Praise yur direct reprts when deserved. A simple thank yu can g a lng way. These tw wrds can make emplyees feel appreciated and shw that yu recgnize the wrk they are ding. If yur emplyees are interested, develp a mentring prgram between junir and senir staff. Mentring acrss generatins can lead t imprved perfrmance, higher levels f synergy and enhanced career develpment pprtunities. Mentring can help assimilate new emplyees, allwing them t discver their persnal fit and rle within the rganizatin. Build relatinships with yur direct reprts. Strng relatinships with yur direct reprts can lead t increased trust, better cmmunicatin, and an enhanced understanding f yur direct reprts needs. Research has suggested that the single mst imprtant cntributr t the feelings f emplyee engagement, empwerment, and satisfactin is the relatinship they have with the leaders f the rganizatin. Drp by emplyee meetings. This will help yu better understand hw yur team is accmplishing the agency's missin. Ask questins abut what they are discussing and ffer yur insights. Hld listening sessins with emplyees regularly. This will give yu insights int their perspectives. After they have shared with yu, it is imprtant that that yu respect this by telling them hw yu will use the infrmatin t change r imprve yur wn perfrmance. Walk the halls. Make time every week t talk with each f yur emplyees infrmally greet them and ask hw things are ging. Take the time t get t knw yur emplyees and allw them t get t knw yu. Recgnize and acknwledge difficulties. Financial resurces fr training and develpment can always prve challenging. The prblem will likely arise in discussins with yur emplyees. Acknwledge the difficulties in finding traditinal develpmental pprtunities; discuss this with yur emplyees and wrk tgether t find ther methds f develpment, such as jb shadwing. It is imprtant t recgnize perfrmance prblems. Yu may find this uncmfrtable at times, but it is imprtant t the develpment f the individual. It is als imprtant that yur strng perfrmers see that there are cnsequences fr underperfrming; nt ding s may reduce their mtivatin. Make wrk fun. Create a Mrale Grup which plans events t mtivate staff and bst mrale. Page 8
Hst a mnthly birthday celebratin fr emplyees with a birthday that mnth. Organize team-building activities such as bwling. Encurage emplyees t take advantage f flexible wrk arrangements and wrk-life plices, such as telecmmuting r flex hurs. One simple way t d this is t use these plicies yurself. Seeing yu take advantage f these pprtunities t imprve yur wrk-life balance will assure them that it is acceptable. Use the Human Capital Framewrk It s imprtant t remember that emplyee engagement is ne piece f strategic human capital management. The five systems that cmprise strategic Federal human capital management are utlined in the Human Capital Framewrk: Strategic Alignment, Leadership and Knwledge Management, Results-Oriented Perfrmance Culture, Talent Management, and Accuntability. These systems are interrelated t serve a cmmn purpse f prducing a wrld-class and engaged wrkfrce. Access the Office f Persnnel Management website n Human Capital Management t learn mre abut the Human Capital Framewrk: http://www.pm.gv/plicy-data-versight/human-capital-management/ The Reference Materials link prvides a variety f resurces n the human capital systems t assist supervisrs and managers in achieving their desired utcmes, including increasing emplyee engagement. Yu can use these resurces t help yu implement engagement strategies. Page 9
Strategies fr Executives This previus sectins describe actins that can be taken t fster a culture f emplyee and supervisr engagement. It is the respnsibility f executives t ensure that plicies, prcedures, and resurces are in place t supprt these actins. While supervisrs and managers are mst ften directly invlved in mnitring perfrmance, executives shuld prvide the mandate and resurces: Reinfrce the need fr effective cmmunicatin; all leaders shuld demnstrate tw-way cmmunicatin themselves t demnstrate cmmitment t the agency gal f enhanced cmmunicatin Create the expectatin fr cntinuus infrmal feedback as a shared respnsibility between supervisrs and emplyees Train supervisrs n diversity, generatinal differences, and persnality types fr effective methds n giving and receiving feedback. Encurage adptin f technlgy as a means t allw supervisrs and emplyees t stay engaged wrking in a virtual envirnment. The agency shuld prmte a feedback culture frm executive leadership One f the key facets f engagement is career develpment. Here are sme f the practices that executives shuld supprt and reinfrce: Supprt and sustain a learning envirnment that drives cntinuus imprvement in perfrmance, and prvide a means t share critical knwledge acrss the rganizatin. Prmte cntinuus learning fr bth supervisrs and emplyees. Prvide resurces t supprt supervisrs in their effrts t develp the ability f thers t perfrm and cntribute t the agency by prviding pprtunities t learn thrugh frmal and infrmal methds. Encurage emplyees t take advantage f training and prfessinal develpment pprtunities by making them aware f upcming prfessinal events (cnferences, training) and apprving attendance where pssible. Wrk with yur emplyees t identify the type f additinal training they wuld like t have t enhance their jb skills. This discussin shuld be part f frmal perfrmance management plans, as well as part f nging cmmunicatin with the emplyee. Create an envirnment fr mentring generatins t allw knwledge sharing, higher levels f synergy, and career develpment. Emphasize the benefits t managers f caching in rder t help emplyees achieve individual and rganizatinal gals. Train bth emplyees and supervisrs n effective verbal and written cmmunicatin. Executives must supprt the use f wrkplace flexibilities as a means f helping all emplyees achieve a wrk-life balance. Encurage yur emplyees t take advantage f the agency s wrk-life balance and family friendly plicies such as: Page 10
Telewrk Alternative Wrk Schedules r Flex time Emplyer spnsred wellness/health prmtin prgrams Emplyee Assistance Prgram Executives can supprt engagement within human capital management using these strategies: Supprt and sustain a learning envirnment that drives cntinuus imprvement in perfrmance, and prvide a means t share critical knwledge acrss the rganizatin. Ensure the agency has a prcess fr sharing infrmatin and ideas abut the rganizatin with all emplyees, including eliciting emplyee feedback and invlvement s all emplyees play an apprpriate rle in planning and executing the missin. Prmte a system that addresses cmpetency gaps, particularly in missin-critical ccupatins, by implementing and maintaining prgrams t attract, acquire, develp, prmte, and retain quality talent. Page 11