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The Challenge of Employee Engagement

Barb Krantz Taylor

The Bailey Consulting Group bktaylor@thebaileygroup.com http://www.thebaileygroup.com

80% of leaders believe talent pool is inadequate


-The War for Talent, 2001

76% of companies are not confident they can staff leadership positions
-Corporate Leadership Council 2004

80 Million Baby Boomers (ages 42-60)


46 Million Generation Xers (ages 25-41)

60% of employees want to switch employers when the job market improves
-Pacific Journal, 2004

When the best performers are doing what they are best at
(Emotional Engagement)

Accepted Wisdom about Employees

Everyone can excel if they try hard enough People will work harder if they get paid more money Focus employee development on fixing weaknesses Organizations outcomes are dictated by hard financial realities Key to growth is increasing demand Superior performance is due to improved technology Competencies, skills, and knowledge are more important than talent Superior performance is the consequence of rational thinking dont let emotions get in the way People are an organizations most valuable asset

The Real-World

Employees who use natural talents produce significantly more than average workers Emotionally committed employees form teams that deliver exceptional outcomes Customers recognize the passion and commitment employees feel toward them and respond emotionally Emotionally driven reactions build bridges between employees and customers that create engagement Engagement is the key factor that drives growth Sustainable growth is the route to profits

HIGHER PROFIT

STOCK INCREASE

SUSTAINABLE GROWTH

THE GALLUP PATH


ENGAGED CUSTOMERS

ENGAGED EMPLOYEES
GREAT MANAGERS

ENTER HERE ID STRENGTHS THE RIGHT FIT

Employee Engagement Outcomes


38% higher customer satisfaction 22% higher productivity 27% higher profits

Source: The Gallup Organization, 2002

Engaged Employees

Perform 20% better Are 87% less likely to leave the organization

--Driving Performance and Retention through Employee Engagement --Corporate Leadership Council, 2006

How many are really engaged?


Actively Engaged Actively Disengaged Not-Engaged

20% - 30% 10% 60% - 70%

Source: The Gallup Organization, 2002

How do you know whos engaged?


Clear about purposeseek ways to improve Bring full selves to work Highly skilled High need for achievement High energy Committed to team Upbeat and proud to work for you
First, Break All the Rules, Gallup

Measuring Employee Engagement:

The Q 12

I know whats expected I have what I need I do what I do best I am recognized Someone cares Someone develops me My opinion counts

My job is important My colleagues are committed I have a friend at work Someone talks about my progress with me I learn and grow

Bingo!

Employee Goals

Organizational Goals

Employee Engagement!

The Challenge of Employee Engagement


Managers + Leaders
(20%)

Systems, Policies Procedures


(10%)

Employees
(70%)

Perspectives on Employee Engagement

Employees, Managers, and Leaders

Want it for different reasons Need to do different things to get it

Employer-Employee Contract isnt what it used to be

The Village of Engagement

Typical Employee Village


High

Potentials (15%)* High Achievers (20%)* Not-Yet-Engaged (55%) C.A.V.E Dwellers (10%)

High Potentials (15%)


Talent

+ Aspiration + Engagement High confidence Keys to Engagement:


Leadership opportunities New challenges Development & Growth

High Achievers (20%)


Steady performers with Depth Individual contributors and managers Productive Keys to Engagement

Appreciation Expertise Recognition

Not-Yet-Engaged (55%)

Average, Under-motivated Uncommitted to talents Mismatch between talents and job/career Keys to Engagement

Discovering talents Finding a fit Partnership Support, coaching, development

C.A.V.E. Dwellers (10%)


Poor attitude Poor performance Toxic Keys to Engagement

Direct Feedback Help them leave

What Employees can do


Know self (talents, values, contributions) Explore (feedback and information seeking) Prioritize Set Goals/Take Action

What Managers can do


Assess talent Coach employees Provide feedback Communicate organizational/department needs Balance talent with needs

Coaching that creates Employee Engagement


1. Demonstrate Unconditional Respect

2. Listen With Empathy


3. Act With Congruence 4. Lead With A Development Mindset

Its as much about the act of conversations, as it is about the outcome of those conversations
--Performance Improvement Solutions, 2005

What Leaders can do


Be ActiveVisibly champion the effort Create business strategy that includes Engagement strategy Align vision, mission, strategy, procedures Provide resources and active support Reward talent

Cargills Engagement Journey


Angie Howard Cargill, Inc.
For more information on Cargills engagement journey, contact Angie Howard at Angela_Howard@cargill.com
This document and ideas contained within is solely for the use of Cargill Personnel. No part of it may be circulated quoted, or reproduced for distribution outside of Cargill without prior written approval from Cargill

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