Engagement Reflection and Planning District School Board of Pasco County: Building a Great Place To Work & Learn Engagement Reflection and Planning Learning Goal For Today: Department Planning Strategically Plan for Engagement

Engagement Reflection and Planning District School Board of Pasco County: Building a Great Place To Work & Learn Engagement Reflection and Planning Learning Goals For Today: Reflect on our personal engagement techniques Share out engagement strategies that yield success Reflect and build on strengths Begin engagement improvement work

Three Groups of Employees “Will this day ever end?” “I’m kind of busy.” “I love this job!” Review Slide from Previous training Actively Disengaged Employee 17% Engaged Employee 34% Not Engaged Employee 49% Copyright © 2015 Gallup, Inc. All rights reserved.

The 12 Items that measure employee engagement Employee’s Needs Knowing What’s Expected Focus Me Materials and Equipment Free Me From Unnecessary Stress Opportunity to Do Best Know Me Recognition and Praise Help Me See My Value Someone at Work Cares Care About Me Someone at Work Encourages Development Help Me Grow Opinions Count Hear Me Connection to the Company Mission Help Me See My Importance Committed to Quality Work Help Me Feel Proud Best Friend at Work Help Me Build Trust Talking About Progress Help Me Review My Contribution Opportunities to Learn and Grow Challenge Me Review Slide from Previous training Copyright © 2015 Gallup, Inc. All rights reserved.

Engagement in Pasco County - overview Pasco County has partnered with Gallup to survey employees and students in 2013 and 2014 The 2014 employee surveys were collected online from October 24-November 7, 2014 More than 70% of eligible employees responded (6,481 total respondents) Good growth in engagement from year 1 to year 2 Copyright © 2015 Gallup, Inc. All rights reserved.

Participants should Review Your Clifton StrengthsFinder report Current department scorecard and division scorecards with employee survey results List examples of actions taken to build engagement in your division Copyright © 2015 Gallup, Inc. All rights reserved.

Leaders Teaching Leaders Q&A What strategies do you use to increase staff engagement? Would you do anything differently? Are you thinking of additional engagement strategies to incorporate next year? What one piece of advice would you offer to your peers as they work to build engagement? Questions Copyright © 2015 Gallup, Inc. All rights reserved.

Stories of Engagement

Leading with your strengths Pair up with A Colleague and Answer the Following: What are your top strengths? What unique ways have you used your strengths to lead? Who are complimentary partners on your leadership team? How have your complimentary partners contributed to the success of your work? Have participants reference the strength finder report Copyright © 2015 Gallup, Inc. All rights reserved.

Source of Pride What engagement item are you most proud of, and why? What do you think contributed to this result? What ideas do you have to build on and celebrate this area of strength? Small group processing Reference Gallup Scorecard Copyright © 2015 Gallup, Inc. All rights reserved.

Source of Pain What engagement item are you most pained by, and why? What do you think contributed to this result? What ideas do you have to better understand and grow engagement in this area? Small group processing Reference Gallup Scorecard Copyright © 2015 Gallup, Inc. All rights reserved.

three steps to building engagement Focus on employee strengths. Employees are more engaged when they have the opportunity to do what they do best every day. Having a manager who focuses on your strengths nearly eradicates active disengagement. Name the right people to be leaders. Gallup continuously finds that managers with high talent are much more likely to have above-average team engagement three years later. Build a culture of recognition. Great leaders are more than conscientious administrators – they also know that recognition is good for their teams. Team members look forward to interaction with talented managers. Have tools available on the Teacher Insight resources in Munis that Joy and Jerlene went through in the May principal meeting. Talent and Fit questions. Copyright © 2015 Gallup, Inc. All rights reserved.

State of the department Conversation Which engagement item would help you achieve your goal? Identify the most relevant item for your focus. What is getting in your way of achieving this? Brainstorm barriers. Identify the barrier that if eliminated would have the most impact. What strategy will reduce/overcome the barrier? What three to four action steps should you focus on first to implement the strategy? Create a communication plan to share plan with stakeholders. This is the conversation you have with your stakeholders that are helping to develop your School Improvement Plan. Copyright © 2015 Gallup, Inc. All rights reserved.

Our department Improvement Plan How are we addressing engagement results and actions within the department plan? Possibilities: Goal—an engagement goal (see example on next slide) Embedded in a broader goal as a part of the goal As a strategy to achieve a goal Engagement items may be addressed in a number of ways. You may decide you want to have a SIP goal dedicated to engagement. Or, you may include engagement as part of a broader goal. Or, you may decide you want to focus on an engagement item as strategy to overcome a barrier getting in the way to achieving another goal. Once you decide how you want to address engagement, it is time to put pen to paper and make the way you want to address engagement come alive. Copyright © 2015 Gallup, Inc. All rights reserved.

SIP Engagement Goal Example with Strategy and Action Plan In this example—the barrier is that staff are unaware or not clear on their job expectations and roles. The strategy to overcome this is to clarify expectations for roles and responsibilities. Three action steps are planned to implement this strategy. Additional support plans will need to be developed to monitor the fidelity of implementation of this strategy and to monitor the effectiveness of this strategy in reducing the barrier of staff lack of clarity regarding roles and expectations.