Agenda – An Engagement Overview Part One – The State of the Workforce Part Two - Employee Engagement for Dummies - Chapter 1 - Basic Training - Definition of Engagement Chapter 2 - The Hard Sell - Making The Business Case Chapter 4 - Motivation Nation Chapter 5 - Talk to me – Importance of Communication Chapter 6 - Winning your Employees’ Hearts and Minds Chapter 8 – Talkin’ ‘Bout My Generation Chapter 10 - Brandy, You’re a Fine Girl – Leveraging Brand Chapter 15 – Measure Up – Measuring Engagement 1

Agenda – An Engagement Overview Part One – The State of the Workforce Part Two - Employee Engagement for Dummies - Chapter 1 - Basic Training - Definition of Engagement Chapter 2 - The Hard Sell - Making The Business Case Chapter 4 - Motivation Nation Chapter 5 - Talk to me – Importance of Communication Chapter 6 - Winning your Employees’ Hearts and Minds Chapter 8 – Talkin’ ‘Bout My Generation Chapter 10 - Brandy, You’re a Fine Girl – Leveraging Brand Chapter 15 – Measure Up – Measuring Engagement Questions 2

Drive Business Results Through Employee Engagement Before the session Review the materials (slides, animations, notes, exercises, workbooks) Understand the objectives – what is the training meant to address? Practice the session at least once Know your equipment – projector, laptop, remote mouse, webinar tool, and conference call system   Day of the session Arrive early to set up room and/or web tool, test systems, etc. Display presentation on screen before participants begin arriving Starting the session Start on time (or as close as possible) Welcome participants to the workshop Introduce self with name and title Conduct a ‘Safety Minute’ Optional: conduct an icebreaker and/or introduction of participants Address any housekeeping issues (such as participation expectations, questions, and phone etiquette if a webinar) During the session Manage your time and the participants during the session Involve participants – ask for volunteers or call on people If a webinar, use the system tools (annotation device, surveys, etc.) Maintain a ‘Parking Lot’ for topics you aren’t able to cover Ending the session End on time Offer to stay longer to answer questions Follow up with additional information and feedback quickly Drive Business Results Through Employee Engagement

Introduction @BobKelleher …have spent the better part of the past 25 years designing and implementing leadership and engagement initiatives 4

Introduction @BobKelleher …have spent the better part of the past 30rs designing and implementing leadership and engagement initiatives 5

Engage On Demand Library Keynotes Engage On Demand Library Surveys Workshops Consulting Certification Program

Part One The State of The Workforce We’re not Happy Campers

January 2015 Gallup Report of 80,000 Employee Interviews According to Gallup, in spite of an improved economy, employee morale/engagement is quite low January 2015 Gallup Report of 80,000 Employee Interviews

January 2015 Gallup Report of 80,000 Employee Interviews State of the Workforce Report January 2015 Gallup Report of 80,000 Employee Interviews

January 2015 Gallup Report of 80,000 Employee Interviews State of the Workforce Report 51% 32.5% January 2015 Gallup Report of 80,000 Employee Interviews

January 2015 Gallup Report of 80,000 Employee Interviews State of the Workforce Report 51% 32.5% January 2015 Gallup Report of 80,000 Employee Interviews

January 2015 Gallup Report of 80,000 Employee Interviews State of the Workforce Report 51% 32.5% 16.5% January 2015 Gallup Report of 80,000 Employee Interviews

Who’s Sinking Your Boat?

Why Care?

March 2010 9.9% January 2015 5.7% December 2000 3.7% National Job Gains and Losses Andrew Van Dam and Renee Lightner, Wall Street Journal, Feb 2015 4/6/2019

Definition of Employee Engagement

Engagement is defined as… “Unlocking Employee Potential to Drive High Performance”

We will help you reach your potential Engagement is defined as… “Unlocking Employee Potential to Drive High Performance” We will help you reach your potential

Engagement is defined as… “Unlocking Employee Potential to Drive High Performance” We will help you reach your potential We will help the Company be successful

Engagement is defined as… “Unlocking Employee Potential to Drive High Performance” We will help you reach your potential We will help the Company be successful

Making The Business Case Engagement Drives Results

The Engagement Cycle Employee Engagement

Customer Satisfaction The Engagement Cycle Employee Engagement Customer Satisfaction

Customer Satisfaction The Engagement Cycle Employee Engagement Profitable Growth Customer Satisfaction

Customer Satisfaction The Engagement Cycle Employee Engagement Profitable Growth Customer Satisfaction

Disengaged employees cost the US economy $370 billion annually. May 2013 Forbes.com Article Employee Engagement: Every Leader's Imperative

Employees with lower engagement are 4 times more likely to leave their jobs than those who are highly engaged. Driving Performance And Retention Through Employee Engagement – Corporate Leadership Council 2012

But there is trouble in paradise

Less than 40% companies focus on Employee Engagement SilkRoad 2013 Survey Employee Engagement Research Creating a High-Performance Work Environment

Poll How many of you have a specific employee engagement strategy? Yes No

Engagement and Motivation A Key To Engagement Engagement and Motivation

What the company needs to get done The key to engaging an employee: What the company needs to get done

What the company needs to get done What the employee is good at The key to engaging an employee: What the company needs to get done What the employee is good at

The key to engaging an employee: What the company needs to get done What the employee wants to do What the employee is good at

The key to engaging an employee: What the company needs to get done Engaged Employee What the employee wants to do What the employee is good at

The key to engaging an employee: What the company needs to get done Engaged Employee What the employee wants to do What the employee is good at

The Importance of Communication Chapter 5 Talk To Me The Importance of Communication

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I O I I I O I I I Line Of Sight I 41

Communication and Line of Sight Define creating alignment as understanding: Click My Job and where the organization is going (vision, mission, values) Where I am today and where I want to be tomorrow

Between “My Job” and “Where is the Company Going?” Communication and Line of Sight Between “My Job” and “Where is the Company Going?” Define creating alignment as understanding: Click My Job and where the organization is going (vision, mission, values) Where I am today and where I want to be tomorrow

Communication and Line of Sight

Communication and Line of Sight Aberdeen Group 2012

Communication and Line of Sight Establish a process to align employee goals with the business priorities – 47% Aberdeen Group 2012

Communicate 13X 47

Build redundancy via diversity of venues Point out the different communication technologies available, from sticky notes to text messaging. Remind participants about the 13X rule and ask, ‘What other methods of communication can you think of?’ Discuss answers

Winning Your Employees’ Hearts and Minds Chapter 6 Winning Your Employees’ Hearts and Minds The Importance of Purpose

To capture both the and of your employees, you need to brand your What and also your Why and Who

Your Homework…

Case Study “Provide choices for nurturing the body, the community, and the planet” © The Employee Engagement Group All Rights Reserved

Organizations driven by purpose and values outperformed comparison companies 6 X Research by Jim Collins and Jerry Porras

Talkin’ ‘Bout my Generation Chapter 4 Talkin’ ‘Bout my Generation Driving Engagement across Generations

Engagement by Generation* *2013 Global Survey of 2,200 client companies

Why Care?

In the workplace: 2011 Baby Boomers 59.1 million Gen X Gen Y Traditionalists 7.1 million

Gen Y 62.5 million Projected Baby Boomers 2015 Gen X 59.1 million Traditionalists 7.1 million

Brandy, You’re A Fine Girl Chapter 10 Brandy, You’re A Fine Girl Driving Engagement through Branding

Engagement and Branding 59% of employees do not know what their company stands for and what makes its brand different from its competitors’ brands. Gallup’s 2013 STATE OF THE AMERICAN WORKPLACE EMPLOYEE ENGAGEMENT INSIGHTS FOR U.S. BUSINESS LEADERS Based on survey of 25 million survey respondents

“You don’t have an Engagement problem, you have a Selection problem.” It isn’t enough to see how your staff balances. Now you must transfer that balance to performance objectives. Use strengths and weaknesses to help establish new goals in the employees’ EDPs Create a succession plan for your employees (what if a key employee won the lottery for megabucks?) Use the succession planning worksheet to help plan for the future.

Create a Employer Value Proposition (EVP)

A clear and Compelling Story… “Why do people work here” Create a Employer Value Proposition (EVP) A clear and Compelling Story… “Why do people work here”

Employment Brand (EVP) Co-Branding Employment Brand (EVP)

Co-Branding Employment Brand (EVP) Product or Service Brand

Tri-Branding Employment Brand (EVP) Third Party Branding Product or Service Brand Third Party Branding (Customers, Vendors, Suppliers)

Poll What is your top metric to measure engagement? Engagement surveys Voluntary turnover Employee Referral %’s We don’t measure engagement Other

Key Employee Engagement Metrics Voluntary Turnover of Key Staff Employee Engagement Survey Results Recognition Usage Employee Referral % Recognition Budget Usage Training and development investment Performance Point to this balanced scorecard as a way to measure success in all areas of the business.

In closing…

Part Three

Questions & Answers @BobKelleher www.EmployeeEngagement.com

Our Upcoming Certification

Our Upcoming Certification Course Highlights: 5 days of content (40 hours) spread over 5 months Graduates receive 40 rours HRCI credits Taught by Dale Carnegie instructors Received your Employee Engagement Specialists Certification at the close of the course Content includes: Create your Employment Value Proposition Engage your First-Line Managers Leverage Social Media Create Tools to Build a High Performance culture Ways to enhance your Total Rewards and Recognition Systems

Click on DaleCarengie.com to register today

@BobKelleher The Employee Engagement Group Thank You @BobKelleher The Employee Engagement Group www.EmployeeEngagement.com