HOW TO IMPROVE EMPLOYEE ENGAGEMENT THROUGH A CULTURE OF INNOVATION Monthly Webinar Series May 21, 2015

2 Topic Agenda ItemTime (min) Introduction2 The Link Between Innovation and Employee Engagement: Chicken or Egg? 5 Where Organizations Struggle 15 Instilling a Culture of Innovation10 Q&A5 Norm Baillie-David SVP Engagement - TalentMap Monica Helgoth VP Engagement - Western Region Agenda

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

4 Sample Clients & Benchmark Award ProgramsTechnology & EngineeringNot-for-Profit & Association Financial Services Health Sciences Other

The (Critical) Link Between Innovation and Employee Engagement

6 An Innovation Culture? Employee Engagement? OR

CULTURE OF INNOVATION RESULTS IN HIGHER ENGAGEMENT 7 Top 10% Other Source: TalentMap Benchmark Database

Higher Engagement Leads to Greater Innovation 8

So, Why Do So Many Organizations Struggle? 9

The Blame Culture The Because Culture Why do Organizations Struggle? 10

AN ORGANIZATION STRUGGLING WITH INNOVATION 11

+/- TM Benchmark BOTH ‘CULTURES’ KILL INNOVATION 12 Data is rounded to the nearest whole number

56 respondents selected a theme for this comment How could your organization improve innovation? INNOVATION: COMMENTS 13 “Remember that perfect is the enemy of good and there are more than one way to do things. The needs to take risks, not always play it safe. Be open to using social media and new technologies. Reward creativity. Respect staff so they are not scared to innovate but encouraged to do so. Failure is NOT an option at.”

 “Unfortunately, many leaders fail to create a safe environment for employees to contribute ideas. Worse, they create an environment in which new ideas are met with rejection.” The Blame Culture 14 Bob Kelleher, Employee Engagement For Dummies

 Managers and employees typically avoid taking responsibility or initiative.  Mistakes are hidden and damage escalates.  “The Perfect becomes the Enemy of the Good”  Micromanagement is rampant. Control is seen as necessary to avoid being blamed for mistakes.  Managers rationalize this behavior by (what else) blaming “demanding” superiours, customers and stakeholders.  Ultimately: there is no environment for new ideas. Employees do not feel heard. They disengage. The engaged leave. IF YOUR ORGANIZATION HAS A “BLAME” CULTURE

 “Leadership teams that want to kill employee engagement and initiative should simply tell employees that they can't do something “because that's not how we do it here” or “because we've tried that before” or “because management will never accept that” or “because it isn't policy.” Bob Kelleher, Employee Engagement For Dummies The “Because” Culture 16

 Leaders have built a successful organization. They now have a vested interest in maintaining the status quo.  Leaders (firmly, but falsely) believe that what got them success will provide continued success.  Leaders surround themselves with people who think like them.  Empirical evidence shows these organizations have slower growth and lower client satisfaction.  Ultimately: there is no environment for new ideas. Employees do not feel heard. They disengage. The engaged leave. IF YOUR ORGANIZATION HAS A “BECAUSE” CULTURE 17

How do we Instill a Culture of Innovation? 18

 Actively support someone who has made a mistake.  Train/coach to focus discussion on the future, not the past. MOVE FROM: How did that happen? Who was responsible? Why did they (not) let that happen? MOVE TO: Never mind who’s fault it was. What do we do now? How do we make it right? How do we minimize damage? How do we learn and not let it happen again?  Praise the employee by the benefits of coming forward (time, $). Reward honesty and forthrightness that minimizes consequences of error.  Support and provide help. MOVE FROM BLAME TO RESPONSIBILITY 19

 Positive Framing: “Why Not?” “Yes, and…”  Enforce the virtual suggestion box (aka crowdsourcing innovation)  Incentives: Publicly reward and recognize innovations and improvements  Make examples of and institutionalize these behaviours (it helps if the CEO serves as the model ) MOVE FROM “BECAUSE” TO “WHY NOT”? 20

Changing the activities involved in your job by taking on more or fewer tasks, expanding or diminishing the scope of tasks, or altering the way you perform tasks. Examples: An accountant creating a new method of filing taxes to make her job less repetitive. Or a machine operator volunteering to design a new logo or his company. Task Crafting Changing the extent or nature of your interactions with other people. Examples: A computer technician offering help to co-workers as a way to have more social connections. Or a financial analyst communicating with clients using video conferencing rather than just . Relationship Crafting Changing the way you think about the purpose of tasks, relationships, or the job as a whole. Examples: A hospital cleaner seeing his work as a means to help ill people rather than cleaning space. Or an insurance agent viewing her job as “working to get people back on track after a car accident” rather than “processing car insurance claims.” Cognitive Crafting MAKE SURE EVERY JOB HAS IMPACT THROUGH JOB CRAFTING – the Concept

Turn Engagement into Innovation by using Innovation to Engage. THE REAL CHALLENGE 22 David Flammia, Sales Executive, LivePerson

EventFormatTopicDate Conference Board “Engagement 2015” Calgary NEW Research: 10 Years On – What Do We Really Know? May 25 th TalentMap Specialty Webinar Live WebinarEmployee Engagement: Maintaining Momentum – Part 2 May 28 th 12:00pm EDT TalentMap Monthly Webinar Series Live Webinar with special guest How Edmonton International Airport Improved Employee Engagement – from Survey to Implementation and Beyond June 25 th 12:00pm EDT TalentMap Monthly Webinar Series Live WebinarEngaging your Employees through a Compelling Organizational Vision July 30 th 12:00pm EDT Upcoming TalentMap Learning Sessions

THANK YOU! QUESTIONS AND DISCUSSION 24 Monica Helgoth VP Engagement – TalentMap West , x515 Norm Baillie-David SVP Engagement , x504