1. ENGAGE ‘EM OR LOSE ‘EM Deb Dunbar  University Director
Organizational Development and Compensation Programs
Indiana University  

2. Does employee engagement really matter?
Only 37% clearly knew the company’s goals;
Only 20% were enthusiastic about those goals;
Only 20% saw how they could support those goals;
Only 15% felt enabled to work towards them;
Only 20%fully trusted the company they worked for.
Harris Poll

3. 4 players know which goal 2 care 2 know position expected to play
Translated:
4 players know which goal
2 care
2 know position expected to play
2 believe they will impact the outcome
All but 2 would just as happily cheer for opposing team

4. A Few Other
Staggering
Statistics
The #1 reason people leave their jobs is the relationship they have with their boss. – The Gallup Organization 21% of the global workforce is engaged; 38% disengaged; 41% not sure. – Towers Perrin Less than ½ of all Americans say they are satisfied with their jobs. – The Conference Board 2 of 10 people feel they can use their strengths each day at work. – Marcus Buckingham

5. To be known/understood
Job
Misery
Full
Engagement
Irrelevance
Immeasurement
To gauge performance
To feel important
To be known/understood
Anonymity
The Three Signs of a Miserable Job Patrick Lencioni.

6. To be known/understood
Full
Engagement
To be known/understood
► Feeling appreciated, valued, and important… as people.
► To “know” a person sincerely and genuinely.
► People want their supervisors to be interested in them as a “whole” person.
► Walk a mile in their shoes, see their perspective.

7. Full
Engagement
To feel important
► All people have a fundamental need to know that their work matters to someone.
► When employees understand how they impact others, they have a greater sense of purpose and motivation.

8. ► Qualitative data is critical.
Full
Engagement
To gauge performance
► When employees have the ability to measure their level of achievement and accomplishment on a virtually daily basis.
► When employees receive “instantaneous,” tangible feedback that what they do has a measurable impact.
► Qualitative data is critical.

9. STAY The Exit Interview
What about your job makes you jump out of bed in the morning?
What makes you hit the snooze button?
If you were to win the lottery and resign, what would you miss the most?
What would be the one thing that, if it changed in your current role, would make you consider moving on?
If you had a magic wand, what would you change about this department?
If you had to go back to a position in your position in your past and stay for an extended period of time, which one would it be and why?
Other:
source: Love ‘em or Lose ‘em (4th edition). Beverly Kaye and Sharon Jordan-Evans. Berrett-Koehler.

10. People Don’t Leave Organizations
They Leave Bosses.

11. People Don’t Stay with
Organizations
They Stay with Leaders