A Leader’s Responsibility in Creating an Engaging Culture Dr. Trish Holliday, SPHR< SHRM-SCP, Assistant Commissioner and Chief Learning Officer Tennessee Department of Human Resources

Think about it… What behaviors might you witness in the workplace that indicate employees are NOT engaged? Engagement is more than just a “mentality.” It is manifested through behaviors. You know someone is engaged by the way the things they say and do. What is the bottom line when we are talking about engagement?

Employee engagement levels are directly tied to employee performance Employee engagement levels are directly tied to employee performance. Research consistently indicates that engaged employee are more productive employees, and have higher levels of performance.

And it really does matter And it really does matter. Poor performance produces sub-par products or services.

The Cost of Low Employee Engagement Ask them to describe the impact of low engagement: Not psychologically connected More likely to miss workdays More likely to leave Some performance-related needs met Physically present but psychologically absent Unhappy with work Love to share their unhappiness Most performance-related workplace needs unmet

Impact of Low Employee Engagement Cost the U.S. economy $370 billion each year Productivity is down Deadlines are being missed Morale is low Lack of cooperation No fair communication Employees leave the minute the clock turns 5:00 Poor customer interface No commitment towards Job https://www.icims.com/resources/whitepaper/3-key-essentials-for-engaging-and-retaining-top-talent

And Don’t Forget the Boss…

What is Employee Engagement? “A heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work”. -The Conference Board Notice the key words here: “connection” “influences” and “discretionary” – employees are more engaged when they feel they are connected to the organization. Is employee engagement simply a “feeling” or is it something that can be measured?

The Three Parts of Engagement Physical Emotional Cognitive Physical – employees exert high levels of energy to complete work tasks Emotional – employees put their heart into their jobs Cognitive – employees become fully engrossed in their work

What it is NOT… Participation Everything that’s good Satisfaction Happiness

Characteristics of Employee Engagement Heightened connection to work, organization, mission or co-workers Beyond job satisfaction or happiness Personal meaning in work Pride Belief that their organization values them More likely to go above minimum and provide “discretionary effort.”

Discretionary Effort Goe for customers Volunteers ideas Works hard – and smart Doesn’t quit Calls in sick only when ill Stays alert to safety hazards. Goes extra mile for customers Volunteers ideas Works hard – and smart Doesn’t quit Calls in sick only when ill Stays alert to safety hazards.

How Engaged are Employees? After 1 year on the job…70% of U.S. employees are not engaged at work: Engaged Not Engaged Actively Disengaged 33% 49% 18%

Only one third are engaged…everywhere https://www.icims.com/resources/whitepaper/3-key-essentials-for-engaging-and-retaining-top-talent

A Leader’s Responsibility in Creating an Engaging Culture Measure Engagement Model Engagement Manage Engagement Magnify Engagement Measure: Important to ask what to measure. Think about all the ways we analyze customer data - including average revenue per user, propensity to cancel services, etc. We can delve into employee data with equal intensity. We use surveys, social communities, focus groups, anecdotal feedback, and there is much more to explore. We track and analyze voluntary and involuntary turnover - and we deeply look into desired and undesired losses to the company. This helps us spot concerns and trends early, and focuses our actions on the right things that retain the right people. When a company asks its employees for their opinions, those employees expect action to follow. But businesses often make the mistake of using employee surveys to collect data that are irrelevant or impossible to act on. Any survey data must be specific, relevant, and actionable for any team at any organizational level. Data should also be proven to influence key performance metrics. Model: Real change occurs at the local workgroup level, but it happens only when company leaders set the tone from the top. Manage: Select the right managers. The best managers understand that their success and that of the organization relies on employees' achievements. But not everyone can be a great manager. Great managers care about their people's success. They seek to understand each person's strengths and provide employees with every opportunity to use their strengths in their role. Great managers empower their employees, recognize and value their contributions, and actively seek their ideas and opinions. They set clear expectations and clearly demonstrate how the employee’s role helps accomplish the organization’s mission. Engaging managers provide timely, helpful feedback on a regular basis. Empower employees. It takes talent to be a great manager, and selecting people who have this talent is important. Whether hiring from outside or promoting from within, businesses that scientifically select managers for the unique talents it takes to effectively manage people greatly increase the odds of engaging their employees. Companies should treat the manager role as unique, with distinct functional demands that require a specific talent set. Gallup's research has found that managers are primarily responsible for their employees' engagement levels. Companies should coach managers to take an active role in building engagement plans with their employees, hold managers accountable, track their progress, and ensure that they continuously focus on emotionally engaging their employees. In a market that’s increasingly shifting in job-seekers’ favor, employees are looking for more than “just a job” and are seeking work that’s personally meaningful. If employees aren’t using their skills and being challenged, they’ll move on. Managers can challenge employees to find improvements and recognize them when they do. Incorporate innovative technologies into training programs,. Help your team identify meaning in the work they do — whether this means helping the planet or delighting customers. If your company is focused solely on increasing sales, your employees will be in constant danger of burnout. They’ll work harder and be happier if their work has meaning. Give employees opportunities to grow. It’s difficult for employees to maintain motivation when they feel like their positions are stagnant. There should be a clear path by which employees can climb the ranks to greater responsibility and higher compensation. One way to show employees that you want them to grow professionally is to have one-on-one conversations about personal and professional goals, focusing on how the company can help. Engaged employees believe that the work they are doing is important and has value. They believe they are contributing to something meaningful and take pride in the results of their efforts. As a manager, it is crucial to frequently reinforce the importance of your employees’ roles. Help them to see the direct connection between their activities and company success. Set goals and challenge your employees to meet them to promote a sense of purpose. Grant them the autonomy to improve the way things are done, and involve them in decisions to help them feel a sense of ownership over the direction of the company. Magnify: When workers complete one task, there is invariably another one to take its place. It’s natural for people to just move on, without having a moment to savor their own accomplishment. We discovered that the progress principle operates even when people make a small step forward toward some meaningful goal -- a small win. So take a moment to recognize even small steps forward. Encourage employees to celebrate the successes of their teammates. Because so much of modern work requires teamwork, one person’s accomplishment is really the team’s accomplishment. Create a climate where employees routinely support, recognize and celebrate each other’s progress. Even when a worker is having setbacks, his or her inner work life can still be nourished by the accomplishments of others. And because team members will be recognizing each other’s progress, some of the burden will be lifted from your shoulders. People who feel appreciated are more positive about themselves and their ability to contribute. People with positive self-esteem are potentially your best employees. Leaders who motivate do. Now, more than ever, a leader's job is to motivate and rally his or her team through challenging times. You can't outsource motivation. It is the leaders and managers who must motivate. People aren’t quitting because they want security, not because leaders and managers are building winning teams. The solution is to create what I call a culture of greatness – a culture in which you focus on creating a culture that values, cares for, and develops their employees. The key is to create engaged relationships with your employees. Focus on investing in people: training them, mentoring them, appreciating them, recognizing them, encouraging them, coaching them and caring about them.

“Train people well enough so they can leave “Train people well enough so they can leave. Treat them well enough so they don’t want to.” Sir Richard Branson

Remembering Engagement E N G A D