1. Creating People Centred Workplaces The Key To Success: Building Employee Engagement to Achieve Superior Results Peter Lee Bob Hancox Dave Koot

2. Creating People Centred Workplaces Workshop Outline  Overview what it takes to create employee engagement at work and how to apply to your specific work situation.  Learn how business coaching skills can help create engagement with your staff.

3. Creating People Centred Workplaces Agenda  Introductions (5 minutes)  Presentation (20 minutes)  Application using Business Coaching (25 minutes)  Wrap-Up (5 minutes)

4. Creating People Centred Workplaces Question:  What do you notice, as you pull up to a pick-up game of football, and the teams and the spectators are fully engaged?

5. Creating People Centred Workplaces Presentation Overview I.People Imperative II.Harsh Reality III.Mountain Climbing –12 Questions IV.Four Keys For Managers

6. Creating People Centred Workplaces I. People Imperative

7. Creating People Centred Workplaces People Are Important The collective capability of your workforce is a: source of competitive advantage unique characteristic that can’t be copied

8. Creating People Centred Workplaces Engagement Impacts Results Results Time Customer loyalty Employee retention Safety Productivity Profitability Engaged Workforce Typical Workforce

9. Creating People Centred Workplaces The Business Case (1)  Engaged workforces produce above average: Customer loyalty (56% above average) Employee retention (44%) Safety records (50%) Productivity (50%) Profitability (33%) Source: 1999 Gallup research results

10. Creating People Centred Workplaces The Business Case (2)  Total return to shareholders over a five year period: Companies with strong engagement = 64% Companies with weak engagement = 21% Source: 2001 Watson Wyatt study involving 750 companies

11. Creating People Centred Workplaces II.The Harsh Reality

12. Creating People Centred Workplaces Typical Business Operates At 1/3 Of Its People Potential Source: October 2000 Gallup Survey

13. Creating People Centred Workplaces Engaged Employees  Have a passion that drives them to: Build and innovate Find new and more effective ways to accomplish their roles Move the organization forward

14. Creating People Centred Workplaces Not Engaged Employees  Stuck in low-risk, low-commitment mode  Don't feel a connection with or from their company, manager, or coworkers  Don't feel a sense of achievement  Become fixated on the activities of their roles instead of the outcomes  Are just concerned about doing the minimum they need to do to get by

15. Creating People Centred Workplaces Actively Disengaged Employees  Are the "cave dwellers“ Consistently Against Virtually Everything.  Are busy acting out their unhappiness  Every day undermine what their engaged coworkers accomplish

16. Creating People Centred Workplaces What does the chart look like for your company?

17. Creating People Centred Workplaces III.Mountain Climbing Twelve Questions

18. Creating People Centred Workplaces Base Camp: What is expected? 1.Do I know what is expected of me at work? 2.Do I have the materials and equipment I need to do my work right?

19. Creating People Centred Workplaces Camp One: Am I good at my job? 3.At work, do I have the opportunity to do what I do best every day? 4.In the last seven days, have I received recognition or praise for doing good work? 5.Does my manager seem to care about me as a person? 6.Is there someone at work who encourages my development?

20. Creating People Centred Workplaces Camp Two: Do I belong here? 7.At work, do my opinions seem to count? 8.Does the mission/purpose of my company make me feel my job is important? 9.Are my co-workers committed to doing quality work? 10.Do I have a best friend at work?

21. Creating People Centred Workplaces Camp Three: Am I still learning? 11.In the last six months, has someone at work talked to me about my progress? 12.This last year, have I had opportunities to learn and grow?

22. Creating People Centred Workplaces The Summit  You are good at what you do  You know the fundamental purpose of your work  You are always looking for better ways to fulfill that purpose  You are fully engaged

23. Creating People Centred Workplaces IV.Four Keys For Managers

24. Creating People Centred Workplaces Perceived Keys To Engagement  Companies typically focus on compensation and benefits to establish themselves as employers of choice  Competitive compensation and benefits don’t produce an engaged workforce No difference to the best, most productive employees and workgroups Doesn’t explain job satisfaction

25. Creating People Centred Workplaces  The single most important determinant of individual performance is a person's relationship with his or her immediate manager  Without a strong relationship with a manager who sets clear expectations, knows you, trusts you, and invests in you, you're less likely to stay and perform Great Managers Create Engagement

26. Creating People Centred Workplaces Core Activities For Managers 1.Select a person 2.Set expectations 3.Motivate the person 4.Develop the person

27. Creating People Centred Workplaces What Great Managers Know People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.

28. Creating People Centred Workplaces  Select A Person Typical Managers  Based on experience, intelligence, and determination Great Managers  Based on talent, plus … 3. At work, do I have the opportunity to do what I do best every day?

29. Creating People Centred Workplaces  Set Expectations Typical Managers  By defining the right steps Great Managers  By defining the right outcomes 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right?

30. Creating People Centred Workplaces  Motivate The Person Typical Managers  By helping the person identify and overcome weaknesses Great Managers  By focusing on the person’s strengths 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person?

31. Creating People Centred Workplaces  Develop The Person Typical Managers  Help the person learn and get promoted Great Managers  Help the person find the right fit 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development?

32. Creating People Centred Workplaces Four Keys 1.Select a person 2.Set expectations 3.Motivate the person 4.Develop the person  Select for Talent  Define the right outcomes  Focus on strengths  Find the right fit

33. Creating People Centred Workplaces Applying The Four Keys  The core of a strong and vibrant workplace can be found in questions one to six  Focus time and energy on meeting employees’ needs at base camp and camp one  Securing high marks to these questions is one of a manager’s most important responsibilities

34. Creating People Centred Workplaces Manager’s Balancing Act Set consistent expectations Ensure each person is in a role that uses his talents Care about each person and praise each person Treat each person differently Challenge each person to learn and grow If necessary, terminate a person you have cared about and praised

35. Creating People Centred Workplaces …and What About You?  Are you taking care of YOU! Are you engaged?

36. Creating People Centred Workplaces The Power of Full Engagement Old Thinking Manage Time Avoid Stress Life is a marathon Downtime is wasted Rewards fuel performance Self-discipline rules New Thinking Manage Energy Seek Stress Life is a series of sprints Downtime is productive Purpose fuels performance Rituals rules Source: The Power of Full Engagement – Loehr & Schwartz

37. Creating People Centred Workplaces Principle #1 Source: The Power of Full Engagement – Loehr & Schwartz Full engagement requires drawing on four sources of energy: 1.Physical 2.Emotional 3.Mental 4.Spiritual

38. Creating People Centred Workplaces Principle #2 Source: The Power of Full Engagement – Loehr & Schwartz Capacity diminishes both with overuse and under use – balance with intermittent energy renewal.

39. Creating People Centred Workplaces Principle #3 Source: The Power of Full Engagement – Loehr & Schwartz To build capacity, push beyond normal limits – training in the same systematic way that elite athletes do.

40. Creating People Centred Workplaces Principle #4 Source: The Power of Full Engagement – Loehr & Schwartz Positive energy rituals – highly specific routines for managing energy – are the key to full engagement and sustained high performance.

41. Creating People Centred Workplaces High Performance Pyramid Physical Capacity Emotional Capacity Mental Capacity Spiritual Capacity Rituals Source: The Power of Full Engagement – Loehr & Schwartz

42. Creating People Centred Workplaces Summary  Companies that engage people significantly outperform companies that don't  A great place to work = environment where employees can respond positively to the 12 questions  Most important determinant of individual performance is a person's relationship with his immediate manager  Take care of YOU!  Don’t be typical!

43. Creating People Centred Workplaces Coaching Defined:  At Tekara, we define Executive Coaching as a facilitative one-to-one, mutually designed relationship between a professional coach and a client who wants and requires support in developing their leadership capability in order to help them achieve their own personal vision and the goals and objectives of their organization.

44. Creating People Centred Workplaces Coaching Defined:  Coaching is a proven process that clearly focuses on the attitudes and activities that hold the greatest potential for success in business.

45. Creating People Centred Workplaces Four Coaching Categories:  Coaching for Skills  Coaching for Performance  Coaching for Development  Coaching for an Executives Agenda Which one would you gravitate to?

46. Creating People Centred Workplaces Coaching:  About 6 out of 10 organizations (59%) currently offer coaching or other developmental support to their managers and executives. Another 20% of the organizations said that they plan to offer such coaching within the next year. Manchester Inc. Survey

47. Creating People Centred Workplaces Coaching Demo:  What is one key learning or insight regarding engagement that you would like to develop?

48. Creating People Centred Workplaces Wrap-Up  What key learning or insight are you taking away today?  Draw for books  Tekara Organizational Effectiveness Inc. Services