Top Executives Staff Engagement: Proof of Effective Leadership

1. Engaged @ Work Human Resources & OD Consultation Top ExecutivesStaff Engagement:Proof of Effective Leadership GeGe Beall Owner, Engaged @ Work gegebeall@aol.com

2. Our Communication

3. I Am Here For

4. About the Research & Statistics Compare your business IN, rather than comparing it OUT

5. Terms Employees Staff

6. Terms Supervisor Line Manager Manager

8. Great Customer Service is Great for Your Business =

9. Which of These Has the Greatest Influence on Business? Staff Engagement Financials Customer Service

10. According to Research Financials Customer Service Staff Engagement

12. Staff No Customers

13. Why I’m In This Field

14. Agenda • What is Staff Engagement • The impact of SE on your business • The impact of the line manager • Methods to improve staff engagement • What the Line Managers will learn • Discussion

15. “If you are not happy with your job, you are not happy with your life.” ~ GeGe Beall

16. Why Not “Employee Satisfaction”? • Staff can be “satisfied & still not care! • Satisfaction is too low a standard

17. Employee Engagement • Genuine caring about organization • Committed with hearts & minds

18. Why Should You Care?

19. You Have An Ideal Situation! The Unemployed Your Staff

20. You Have Employees Like These?

21. We Forgot to Engage Them!

22. If You Are Not Engaging Your Staff, You Are Not Reaching Your Potential or Theirs!

23. Research by Gallup, Hewitt, et al. Higher Employee Engagement = Theft Turnover Employee Injury & Disability Absenteeism Job Stress Pot Stirring Morale Quality Productivity Customer Sat Readiness for Change Revenue Growth, ROI, Cash Flow

24. Turnover

25. Link Between Engagement & Customer Satisfaction • Companies with highly engaged staff had customer satisfaction scores that were 56% higher than those with highly disengaged staff

26. Link Between Engagement & Profitability $200,000 1 Point Engagement Profitability Institute for Employment Studies

27. Link Between Engagement & Profitability • Companies with “high morale” financially outperformed their industry counterparts by 20% 2002, David Sirota, et. al.

28. Link Between Engagement, Customer Satisfaction, & Profitability • Companies with engaged employees have customers who use their products more often, resulting in greater profitability including employees who do not have direct contact with customers. "Linking Organizational Characteristics to Employee Attitudes and Behavior,” The Forum for People Performance Management & Measurement

29. Staff Engagement is Key to Your Success! Customer You Staff

30. Who’s Job is it Exactly to Engage Staff? The Company The Top Executives The Line Manager The Staff (engage themselves)

31. Staff Engagement is About Leadership’s Relationship with Staff • If there is no relationship, there is no engagement • If the relationship is neutral or negative, there is no engagement

32. Quiz: Who has the biggest impact on Staff Engagement? The Company Itself The Top Executives The Manager/Direct Supervisor The Employee Why?

33. Research: Line Managers “Trump” The Company Every Time The Manager: • Pervades the work environment & sets culture • Sets schedule & work expectations • Hires co-workers • Rewards the staff or doesn’t • Deals with work issues or doesn’t • Evaluates performance • As a staff member, my day is determined by my manager

34. Research By Gallup: • Employee may join a company for benefits & reputation • But how long she stays & how productive she is, is determined almost exclusively by relationship with manager

35. “It is better to work for a great manager in an old-fashioned company than for a terrible manager in a company offering an enlightened employee-focused culture.” - First, Break All the Rules, p.34.

36. How Are The Line Managers? What Are You Doing to Engage Them? How Are They Treating the Staff?

37. Top Executives Line Managers Staff Your Customers

38. While It is The Line Manager Who Has the Most Direct Impact, It is the Top Leaders Who Set the Tone

39. Differentiating Your Staff • Engaged Staff • High Performers • On-the-Fence • Medium Performers • Actively Disengaged • Poor Performers

40. Your Job Keep Her Engaged Convert Him Convert Him or Get Him OUT!

41. Discussion

42. Improving Staff Engagement

43. The Good News?

45. Treat All Your Employees Like High Performers

46. Treat Staff Like High PerformersSelf-Fulfilling Prophecy The Theory: • You’ll get exactly what you expect

47. Treat Staff Like High PerformersSelf-fulfilling Prophecy (continued) • How Do We Communicate Our Expectations?

48. Improve Communication

49. Communication Excellent Poor Frustration at every level Poor decision making Lower productivity Waste & rework Employee turnover Poor customer outcomes Staff make up information • Greater employee engagement • #1 factor employees want • Less turnover & absenteeism • Reduced stress & greater cooperation • Less gossip • Greater productivity • Positive impact to the bottom line

50. Key Points to Any Message“Know-Feel-Do” • Know • What do you want me to remember? • Feel • Show me you care about my needs • Do • Be clear about what I’m supposed to do next (Do)