1. Engagement 3.0: SAMPLE Transitioning to Leader-Driven Engagement
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2. GUIDED IMPLEMENTATION
MCLEAN & COMPANY OFFERS VARIOUS LEVELS OF SUPPORT TO BEST SUIT YOUR NEEDS
CONSULTING
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
GUIDED IMPLEMENTATION
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY
TOOLKIT
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
WORKSHOP
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Diagnostics and consistent frameworks used throughout all four options
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3. Five key insights define the new era of engagement – and the move to integrated leadership empowerment
FROM EMPLOYEE ENGAGEMENT TO A LEADERSHIP EMPOWERMENT STRATEGY
Escape the Employee Satisfaction Mindset
Focus on Direct Business Drivers
Match Assessment and Management Cadence
Recalibrate for Multi-Level Intervention
Don’t Just Engage, Lead 1 2 3 4 5
Over the past year, McLean & Company has conducted hundreds of interviews on employee engagement and convened heads of HR from leading organizations to unearth the next generation of employee engagement. During these talks, these five key insights emerged.
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4. SAMPLE SLIDES
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5. A traditional “satisfaction state of mind” approach won’t lead to meaningful benefits
Escape the Employee Satisfaction Mindset
Even though we apply much greater analytical rigor today, our framework hasn’t changed significantly from the 1990s when we assessed employee satisfaction. This dramatically limits the impact we can have on the organization. To reinvigorate engagement efforts, organizations need to transition to energizing employees so they become truly invested in the organization. 1
Satisfied employees feel content and generally happy that their needs are being met; effort and productivity are not factored in.
Engaged employees feel energized, passionate, and dedicated. They are highly involved with their work and the organization.
Improved employee retention, greater discretionary effort, and engaged employees are insufficient ambitions. This is a failure of imagination that will evolve into a breach of our fiduciary duty to our stakeholders.
While science demonstrated the value of employee satisfaction, we have failed to extend its application to achieve more meaningful benefits for our people and our organizations.
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6. — Head of HR, Fortune 500 Company
Organizations with a “satisfaction state of mind” focus commonly show incremental improvements
A widespread focus on the employee satisfaction framework has caused “incrementalism.”
Most organizations experience very little fluctuation in engagement score year-over-year; they see only incremental improvement.
Given the minimal variation, whether fluctuations represent true change is up for debate.
Despite some real improvements in our scores and even retention, it just feels like a lot of effort for relatively little return.
— Head of HR, Fortune 500 Company “ ”
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7. MCLEAN & COMPANY HELPS HR PROFESSIONALS TO:
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McLean & Company offers the tools, diagnostics, and programs to drive measurable results.
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Vice President,
McLean & Company “
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