Monthly Webinar Series HOW TO improve ENGAGEMENT THROUGH BETTER TEAMWORK – hint: it’s NOT BY “TEAM-BUILDING” October 29, 2015

Topic Agenda Agenda Item Time (min) Introduction/Why the Topic? 5 2 Agenda Item Time (min) Introduction/Why the Topic? 5 Teamwork and Employee Engagement 10 Teambuilding: Why so popular? Building Engagement through Better Collaboration Q&A Monica Helgoth VP Engagement - Western Region Norm Baillie-David SVP Engagement - TalentMap

TalentMap by the Numbers 3 TalentMap by the Numbers 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus

Technology & Engineering Not-for-Profit & Association Sample Clients & Benchmark 4 Award Programs Technology & Engineering Not-for-Profit & Association Health Sciences Financial Services Other

Why the Topic?

TEAMWORK AND ENGAGEMENT - A SYMPTOM OF SOMETHING BIGGER

TEAMWORK – EXAMPLE CLIENT Data is rounded to the nearest whole number +/- TM Benchmark -7 -3 -23 -1

The Typical Reaction to the These Results: LET’S SEND MORE E-MAILS TO COMMUNICATE! OR WORSE……..

THE TEAMBUILDING EVENT!

What are some of your “worst” teambuilding experiences?

WHY SO POPULAR AND PERVASIVE? A temporary euphoria – people feel good immediately after. An easy “solution” to a complex and difficult problem. It’s quick: 1 or 2 days. Hinges on theory that collaboration in the workplace is built by knowing the person behind the worker.

THE REASON TEAM-BUILDING DOESN’T WORK “Workers would much prefer being able to communicate with each other better at work rather than being forced to build rapport with their coworkers by sharing adrenaline experiences or performing 'trust' exercises” Engagement through Teamwork = COLLABORATION@ Work http://www.telegraph.co.uk/news/newstopics/howaboutthat/9063890/Teambuildingdoesntimprovework.html

So, how do we improve engagement through better teamwork, i. e So, how do we improve engagement through better teamwork, i.e. collaboration?

CAMARADERIE

THE EPITOMY OF COLLABORATION AND CAMARADERIE THE SECRET SAUCE: SHARED ACHIEVEMENT THROUGH SHARED CHALLENGES

IMPROVE TEAMWORK THROUGH SHARED ACHIEVEMENT Create cross-functional teams to work on organization-wide issues (hints: employee engagement!). Charitable initiative also works well. Project can be long (several months), or short (a day or even half- day). “Draft” team members like any successful team – each individual needs to make a distinct contribution. Nominate the leader (the team may do this). Leaderless team = rudderless boat. Keep it challenging – but ensure success.

Build or maintain Commitment and Trust Each member must be committed to reaching the team’s goals Most importantly: ensure workload is shared equally. Put an “I” into Team: Recognize and reward the individuals on the team. Not just the team. Build camaraderie with fun, but only after the work is done. 1. Team Leader: Choosing a leader (manager) to head the team is crucial for success. The role of the leader is to keep the team on task, inspire, and facilitate a great working environment. She may also choose team size, according to task. There are great managers – visionaries who aren’t glory hogs – and great team workers. Choosing leaders and team workers is critical for success. 2. Collaboration and Diversity of Skills: Every individual is her own world of ideas, experience, and education. Teamwork, essentially, begins with the individual. Each person on a team has been hired to better the team, with specific skills to complement the strengths and weaknesses other members have. Collaboration is key in teamwork. For collaboration to work, though, team members must be able to communicate and share ideas and then, in turn, leave room for contributions made by individual members in a respectful way. 3. Commitment and trust: “Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.” (Vince Lombardi). In order for a team to work together, each member must be dedicated to reaching the team’s goals, sharing the workload. Working toward completing a project, putting together a proposal, designing a new building … all of these entail time and incredible energy. The team members have to trust their colleagues are putting forth the same amount of time and energy and that their skills and experience will better the final product. The manager, in turn, must learn to delegate responsibilities, trusting his team will complete the responsibilities they were hired to do. 4. Show Team Members Their Value: All too often team members don not feel like their contributions count. As a manager, it is important on an individual level as well as team level that all members feel important. A large component of employee engagement is making sure each individual knows her contributions make a difference.

UPCOMING TALENTMAP LEARNING SESSIONS Event Format Topic Date Top Employer Summit, Toronto Conference Canada’s Top 100 Employers with keynote speaker Bill Clinton November 16-17 TalentMap Monthly Webinar Series Live Webinar Engaging your Employees through a Compelling Organizational Vision November 26 OMHRA (Ontario Municipal Human Resources Association) King City, ON The Future Of Workplace Harassment And Mental Distress Claims and How To Deal With Them November 27 No DECEMBER Webinar – Happy Holidays Turning Performance Feedback into Positive Employee Engagement January 28, 2016 Work-life Balance and its Impact on Culture: Confessions of a Reformed Workaholic February 25, 2016

Thank you! Questions and discussion Monica Helgoth VP Engagement – TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504