1. 2011 Iowa Bankers Association Human Resources Conference April 19, 2011

2.  Define and identify the elements of engaged and high performance work organizations  Examine the performance metrics used to assess employee engagement  Discuss practical tips to ensure management is part of the solution, not part of the problem  Describe obstacles to creating and sustaining high levels of employee engagement  Recommend actions to overcome barriers and stay on track

3.  Respond “agree” or “disagree” to the statements located on Page 1.  Compare your responses with your colleagues – who and where are the best practices?

4.  An employee’s decision to apply his discretionary effort to the goals of the enterprise, to accept those goals as his own and wholeheartedly commit to achieving them. (Fineman and Carter, 2007)

5. Engaged Passionate Positive Advocates Strong Connection Disengaged Putting in the time Lacking energy and passion Not going the extra mile Actively Disengaged Acting out their unhappiness Undermine what engaged workers accomplish Scare away customers and colleagues

6.  Going Up ◦ Profitability ◦ Productivity ◦ Customer loyalty ◦ Innovation and creativity ◦ Teamwork ◦ Employee retention ◦ Quality  Going Down ◦ Absenteeism ◦ Workman’s compensation claims ◦ Turnover ◦ Employee theft ◦ Accidents ◦ Tardiness ◦ Conflicts between employees

7.  What corporation in the United States had the highest return on investment to shareholders over the 30 year time span from 1976-2006?

8. Southwest Airlines!

9.  Review the various research identified on Page 3.  With your colleagues, identify what you believe to be the top six drivers of engagement for employees in your organization.  Do the drivers change? If yes, how?

10.  Senior Leadership ◦ Renew the employee- employer contract ◦ Increased transparency and communication ◦ Act with integrity and build trust ◦ Provide for job growth ◦ More training and development ◦ Involvement and autonomy ◦ Create a culture of accountability  Middle/Front Line Managers ◦ Clear expectations ◦ Resources and information ◦ Meaningful recognition ◦ Connect as people ◦ Team facilitation ◦ Make time ◦ Build on strengths, manage around weaknesses ◦ Coaching and mentoring

12.  Onboarding experience  Clear lines of sight or alignment  Feedback and communication  Feeling of community  Opportunities for job advancement  Commitment to developing the employee  Treating professionals like professionals

13.  Compensation  Genuine investment in people  Shared purpose  Relationship with peers  Leadership!  Career development  Empowerment  Company image

14.  Perform engagement surveys annually  Create an “index”  Link results to business outcomes  Timely results and clear action plans established  Follow up on action plans – pulse survey  Ensure senior leadership is held accountable for results

15. www.apqc.org/studies/engagingkeytalent09

16.  Put people first  Be diligent when hiring managers  Identify and eliminate mixed signals  Hold managers accountable for engagement  Offer training and education – benchmark “best in class”  Be willing to change

17.  www.workforce.com www.workforce.com  www.apqc.org www.apqc.org  www.talentkeepers.com www.talentkeepers.com  www.gettingtheedge.net www.gettingtheedge.net

18.  The journey of a thousand miles begins with a single step forward.  What will your next step be?