1. Improve Employee Engagement by Growing Your Managers!
FWHR Summer School 2018

2. Today
Understand why managers are central in improving employee engagement and reducing turnover
Review what managers do that drive poor engagement
Look at ways to partner with managers to help improve their skills/lead high performing teams
Discuss ways to get executive buy-in to create a culture of engagement

3. The Engagement Issue…

4. Why Do People Leave? Managers (Gallup 54% of turnover) Job mismatch
Safety
Comp and benefits
Learning
Opportunities for advancement
Kenexa study – the more we like our boss the more we like our pay, benefits, development and advancement opportunities.
If we think our boss is a jerk we hate everything else about the company too!

5. 70% The Engagement Issue…
What variance in employee engagement is attributable to the influence of managers (Gallup)?

6. Let’s look at the ROI when managers and employees engage…
Gallup study, avg company engaged: not engaged is 1.8:1
High performing companies (based on customer satisfaction, growth, profitability) have an engagement ratio of 10:1.
Poor engagement costs U.S. companies $550B (Gallup)
Conscious Capitalism, “Firms of Endearment”
ARR 21% over 15 years, vs. S&P 500 ARR 6.5%

7. And the List Goes On…
High Engagement Companies See: 22% higher profitability 21% higher productivity 10% higher customer engagement 25% - 65% lower turnover (based on industry) 37% lower absenteeism 28% lower shrinkage (theft) 48% fewer safety incidents

8. What do (your) managers do that drive poor engagement?

9. A variety of factors cause our managers to struggle
A variety of factors cause our managers to struggle. That’s why we need to train…

10. What Do Great Managers Do?
Management: The organization and coordination of the activities of a business in order to achieve defined objectives.
“The Four Keys of Great Managers: (1) When selecting someone, they select for talent … not simply experience, intelligence or determination. (2) When setting expectations, they define the right outcomes … not the right steps. (3) When motivating someone, they focus on strengths … not on weaknesses. and (4) When developing someone, they help him find the right fit … not simply the next rung on the ladder.” -Marcus Buckingham

11. Great Managers Build Trust…

12. Great Managers Coach More Than Manage…
“Command and Control Management” doesn’t work any more (it probably never did) Managers who coach: take time to connect value the natural strengths of their team match them with assignments that give them energy and they focus on keeping people engaged (not happy!)

13. Great Managers Onboard Well…

14. 20 Drivers of Attachment Recruitment & Selection Work / Life Balance1 8 15
Recruitment & Selection
Manager Alignment/Access
Work / Life Balance 2 9 16
Pre Employment
Business Awareness
Co Workers 3 17
Orientation 10
Performance Objectives
Physical Work Env & Res 4
Rotation 11
Learning Pathway 18
Culture & Climate 5 12
Central Messages
Reasons for Joining 19
These are the 20 drivers of workplace attachment
Systems & Processes 6 13
Incremental Learning
Vision & Career Path 20
Safety & Behavior 7
Accuracy of Job Rep 14
Senior Leadership

15. Great Managers Set Expectations and Communicate Often…

16. Great Managers Say…

17. Saying “thank you” well…
A thank you is one of the most impactful and least used management tools that exist. They provide an essential balance to the corrective conversations every manager has to have!
A thank you should be:
specific
about things you have direct knowledge of
timely
sincere
They may be delivered in a variety of ways: in person, in a group meeting, in an , via phone call or text, etc. Try a thank you note, they are powerful and people save them!

18. As HR Leaders…
If engagement is poor most of the time we either need to change managers, or change managers. Every organization transforms it’s employees every day…the question is are we transforming them in a positive or negative way. “The toughest decisions in organizations are people decisions - hiring, firing, and promoting people. These are the decisions that receive the least attention and are the ones that are the hardest to “unmake”. Peter Drucker

19. How do we get buy-in from the executive team?
A horse with no rider… And Cliff Young We have to change their mindsets!
Cliff Young, 544 miles, competitors ran for 18 hours and slept for 6, Cliff kept running, set a record completing it in five days, almost two days faster than anyone else had ever done.

20. Changing the Mindset of Our Leaders…
Change the data stream Build a financial case (or partner with the finance team) Tell stories about internal groups/departments and/or outside companies where engagement is different Coach your managers (find the champions)

21. The Biggest Opportunity We Will Ever See…

22. Q&A
Jimmy Taylor

23. Bob Chapman, CEO of B-W…
88% of employees believe the organization doesn’t care about them
75% of disengaged don’t believe their role has any meaningful impact
Work and finances is the leading cause of stress (heart attacks spike on Monday morning)
The person you report to at work is more important to your health than your family doctor (Mayo Clinic research)

24. CEO’s Are Concerned…
80% of CEO’s in North America worry about attracting top talent in their industry
PwC CEO survey more than 60% said their growth is negatively impacted because they can’t find the key skills they need

25. Most Leaders Are Unsure of Where to Start

26. And the perfect slide…

27. “The only unique asset that a business has for gaining a sustained competitive advantage over rivals is its workforce — the skills and dedication of its employees. There is no other sustainable advantage in the modern, high-tech, global economy.”
Robert Reich
Economist and Former Secretary of Labor

28. “There is a mismatch between what science knows and what business does
“There is a mismatch between what science knows and what business does.” Daniel Pink

29. Motivating, Managing and Developing People…

30. Stay Interview Are: Stay Interviews Are Not:
Individual conversations
Group discussions in a team meeting
Designed to build trust (over time)
Designed to get answers to a managers concerns
About the employee
About the manager
Structured meetings (but brief)
Casual conversations at the coffee machine
Held regularly (1 – 2 times a year)
Called when there is an emergency
Open and candid
Discussions of pay and performance
Held by the immediate manager and their employee
Done by HR or the CEO