Jill E. Carter PADMN 6360

 An employee who is  fully involved in and enthusiastic about his/her work.  willing to give discretionary effort towards the success of the organization.

 Nine out of every ten workers in the world want to take on challenges and are ready to put discretionary effort into their jobs.  Unfortunately, only two employees in ten do so. This discrepancy – the “engagement gap” – may seem standard …but doesn’t have to be! *Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., p. 2.

 Think about your own colleagues, teams & departments – Are they:  routinely going the extra mile?  learning new skills?  helping your organization meet its goals?  understanding the role they play in the agency’s success?  feeling adequately appreciated and rewarded?  believing leaders have a sincere interest in their well being?

 As a leader and a direct manager of others, do you:  motivate people to go the extra mile?  help people in the organization develop new skills?  inspire employees to do what it takes for agency success?  inform people about how they contribute to the agency?  show appreciation & recognize the efforts of work well done?  care about the people who work for the agency & for you ?

 Online polling survey  90,000 employees  18 countries worldwide, including the U.S., China, Canada, France, the UK & India; AND  World’s largest employee normative database  2,000,000+ employees  40+ countries

GENDER AGEYEARS AT COMPANY COMPANY SIZE Male 65%18 – 24 11%<1 year 11%250 – % Female 35%25 – 34 33%1 – 4 years 34%1,000 – 2,499 19% 35 – 44 28%5 – 9 years 23%2,500 – 4,999 10% 45 – 54 20%10 – 14 years 11%5,000 – 14,999 15% 55+ 8%15+ years 21%15, % *Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., p. 7.

Respondents by Country Belgium 1,000India 4,500Poland 1,000 Brazil 1,500Italy 1,000Russia 1,000 Canada 5,000Japan 4,000Spain 1,000 China 6,000Korea 1,000Switzerland 1,000 France 5,000Mexico 1,000United Kingdom 5,000 Germany 3,000Netherlands 2,500United States 41,500 Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS. Towers, Perrin, Forster & Crosby, Inc., p. 7.

 Employee Engagement is a deep and broad connection employees have with an organization that results in a willingness to go beyond what’s expected of them to help the organization succeed.  This connection occurs at 3 levels:  The Rational (the head)  The emotional (the heart)  The motivational (the hands) Gebauer and Don Lowman with Joanne Gordon. CLOSING THE ENGAGEMENT GAP HOW GREAT COMPANIES UNLOCK EMPLOYEE POTENTIAL FOR SUPERIOR RESULTS, p

 Senior management’s sincere interest in employee well- being.  The opportunity an employee has to improve skills.  The organization’s reputation for social responsibility.  Opportunity to provide input into decision making.  An organization’s ability to quickly resolve customer concerns. Gebauer, p. 13

 An employee’s readiness to set high personal standards.  Excellent career advancement opportunities.  An employee’s interest in challenging work.  An employee’s relationship with her supervisor.  The organization’s encouragement of innovative thinking. Gebaurer, p. 13.

 Senior management’s sincere interest in employee well- being.  Improve skills and capabilities over last year.  Organization’s reputation for social responsibility.  Input into decision making.  Organization quickly resolves customer concerns. Gebauer p. 15.

 38% believe senior management is sincerely interested in well-being.  36% excellent career advancement opportunities.  50% organization encourages innovative thinking. Gebauer p. 16.

PHYSIOLOGICAL NEEDS SAFETY NEEDS LOVE NEEDS ESTEEM NEEDS SELF ACTUALIZATON

 Create Only Satisfaction  Work Itself  Achievement  Recognition  Growth  Advancement  Responsibility --- Satisfaction ++++  Create Only Dissatisfaction  Policies and Procedures  Interpersonal Relations  Salary/Pay  Supervision  Working Conditions  Relationship w/Boss Herzberg’s Motivation Theory Herzberg’s Hygiene Theory --- Di ssatisfaction ++++

 Employees will be motivated when:  putting in more effort will yield better job performance;  better job performance leads to organizational rewards such as more pay and benefits;  the predicted organizational rewards are valued by employees.  Valence  Instrumentality  Expectancy  The product of these variables is motivation. Vroom’s Expectancy Theory Vroom’s Expectancy Theory Three Key Variables Three Key Variables

Your benefits Feeling of belonging to an admirable organization that shares your values Satisfaction from the work you do Your opportunities for development and advancement The monetary rewards you receive Employee Value Proposition Affiliation  Organization commitment  Work environment  Citizenship  Title Work Content  Variety  Challenge  Autonomy  Meaningfulness  Feedback Compensation  Base salary  Incentives  Cash recognition  Premium pay  Pay process Benefits  Health  Retirement  Recognition  Perquisites Career  Advancement  Personal growth  Training  Employment Security SIBSON CONSULTINGREWARDS OF WORK

Five Actions to Convert the Enrolled and Enlist the Disenchanted  KNOW THEM  GROW THEM  INSPIRE THEM  INVOLVE THEM  REWARD THEM Gebauer p. 17.

1. Do employees understand the agency’s strategy and embrace core values? 2. What % of employees know how to add value to the agency? 3. What are the most critical employee retention points in your agency? 4. How many of your employees are in retention risk zones? 5. How many of your employees are ready for a promotion? Gebauer pp

6. How many employees exceed their annual performance goals? 7. What rewards have the highest value for each workforce segment? 8. What do employees say are the key reasons they work for the agency? 9. What makes employees feel proud of their agency? 10. Is there a belief that the organization delivers on its promise to customers? Gebauer pp

1. What “total rewards” (compensation, appreciation, recognition, work-life balance, etc.) are most meaningful to the employees working for you? 2. What are their career expectations? 3. What brought these employees to the agency and what keeps them? 4. How long were these individuals in their prior jobs? 5. When are your employees most likely to be at risk for leaving? Gebauer pp. 45 – 46.

6. What do your employees do outside of work ? What’s most important to them? 7. How do these employees view top management? 8. What things inspire the employees who work for you? 9. What do these employees really want to learn about? 10. What do employees need to know about the agency to appreciate their own contributions to overall success. Gebauer pp. 45 – 46.

1. Agency’s primary mission? What are its long-term goals & values? 2. How is the agency doing financially? 3. What are the agency’s greatest challenges at this time? 4. Who is the Executive Director? Who is the employee’s boss? 5. What are the capabilities/skills one must demonstrate to move ahead? --What does the manager see as your greatest strengths & most limiting weaknesses? --What is the intended career path over the next 2 years? --Is it clear how to get there? Gebauer pp. 48.

6. Formal education/learning opportunities the agency provides you? 7. What socially responsible activities does your agency undertake? 8. How does your work contribute to the agency’s goals? 9. How does your work contribute to the agency’s business? 10. Can you articulate what factors go into your overall compensation & what factors contribute most to determining your next salary increase? --Do you know all the health & financial benefits your agency offers? Gebauer pp

 36% have not improved their skills over the past year.  48% have not received the training needed to do the job.  64% believe their company rates “average” or “below” in providing training opportunities.  72% other organizations do a better job than their current employer for career development. Gebauer, p. 76.

 To inspire them, engaging agencies create two key emotional bonds with employees:  A sense of pride in the work they and the agency do.  A belief that the agency cares about the employee’s well-being.

 49% believe their senior leaders act in ways consistent with the organization’s values.  38% senior management has sincere interest in employee well-being.  38% senior management communicates openly & honestly.  44% senior management tries to be visible and accessible. Gebauer p. 120.

 Create a line-of-site understanding.  Gather employee input to leverage experience and foster creative problem solving.  Provide both informal and formal feedback.  Create opportunities for collaboration.  Give employees the freedom to act. Gebauer pp

 The work experience is defined by a combination of 4 things on the Rewards front:  Pay: what people are paid/how fair/competitive it is.  Benefits: how & to what extent employees are protected from medical, financial, & other risks in their lives.  Development: how the agency ensures employee development & advancement.  Environment: how supportive, stimulating & open the culture & environment are. Gebauer p.192.

 The gap that’s created when an agency tries to execute its strategy despite its people rather than through them.

 How can we convince an entire organization to think & act differently?  How could we encourage those discretionary efforts so critical to success?  How can the full workforce be engaged thereby enabling the strategy to succeed?

Top activities in which you are engaged ? Why are they so compelling? How might you engage people in your organization? What percentage of your employees are truly engaged in your agency’s work?

 3 Brick Layers Story

People want to be a part of something big. People want to feel a sense of belonging. People want to go on a meaningful journey. People want to know that their contributions make a significant impact or difference.