This document outlines an "escape plan" from employee disengagement and lack of alignment. It identifies 9 causes of disengagement: stagnation, no alignment, lack of support, budget issues, poor management, siloed HR, disrespect, broken promises, and lack of leadership. For each cause, it summarizes relevant research and proposes ways to improve engagement, such as focusing on learning and development, strengthening company values and mission, prioritizing employee well-being and strengths, increasing recognition spending, providing positive feedback, integrating talent strategy, and improving leadership communication. The overall message is that addressing the root causes of disengagement requires treating employees as partners through clear vision, relationships, flexibility and regular communication from all

1. AN ESCAPE PLAN
FEBRUARY 25, 2014
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2. JEN SARTOR
Sr. Product Marketing Manager
@globoforce
DARCY JACOBSEN
Content Manager & Blogger
@darcyjacobsen

3. GLOBOFORCE
 Social recognition
 Global reach
(140 countries)
 Powered by SaaS
 Mobile access
 Data-driven talent
analytics
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5. Limbo
Lust
Gluttony
Greed
Wrath
Heretics
Violence
Fraud
Treachery
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6. 18%
Actively
Disengaged
30%
Engaged
52%
Disengaged
Source: Gallup 2013 State of the American Workplace

8. 1. STAGNATION
 Lack of development
 Lack of advancement
opportunities
 Unclear goals
 Poor succession
planning
"This miserable way is taken by the sorry souls of those who
lived without disgrace and without praise.” – Dante Alighieri

9.  BlessingWhite:
“I have Career
Opportunities in this
organization” by
engagement level
8%
14%
Disagree or
Strongly Disagree
78%
Neither Agree nor
Disagree
45%
30%
25%
Agree or Strongly
Agree
Engaged
Disengaged
Source: BlessingWhite , 2012 Employee Engagement Research Report

10. THE WAY OUT: LEARNING & DEVELOPMENT
 BlessingWhite:
#1 reason employees
stated for leaving
their company was:
“I don’t have
opportunities to
grow or advance.”
2%
4%
6%
8%
26%
13%
15%
16%
Source: BlessingWhite , 2013 Employee Engagement Report

11. THE WAY OUT: SUCCESSION PLANNING
1%
66%
34%
Only 1% of executives
believe their
succession plans are
excellent
66% of executive rate
their succession plans
as fair or worse.
Only 34% of
organizations can
effectively identify
future leaders
Source: Quantum Workplace

12. THE WAY OUT:
FLOW

13. 1. Create a culture of learning
2. Identify, develop and promote top performers
3. Focus on identifying and developing strengths
rather than uncovering weaknesses

15. 2. NO ALIGNMENT
 Lack of purpose
 Lack of vision
 Unclear and
unpracticable values
 Poorly defined culture
“The infernal hurricane that never rests hurtles the spirits onward
in its rapine whirling them round, and smiting.”– Dante Alighieri

16. 2. NO ALIGNMENT
 Towers Watson:
“I understand how my
job contributes to the
organization achieving
its business goals.”
88%
38%
Highly Engaged
Disengaged
Source: Towers Watson 2012

17. THE WAY OUT: VALUES
 Modern Survey: “Employees who know and understand
company values are 30X more likely to be fully engaged.”
Source: Modern Survey 2012
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18. POLL #1: WHY DO YOU STAY?
A.
B.
C.
D.
E.
F.
G.
H.
I.
My career
My finances
Complacency
My manager
Our mission
My job conditions
The economy
My colleagues
My work
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19. THE WAY OUT: MISSION
BlessingWhite:
Why do you stay?
My work
Our mission
38%
16%
14%
My career
19%
Complacency
5%
10%
My finances
5%
11%
19%
17%
Engaged
Disengaged
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Source: BlessingWhite 2013

20. 1.
Articulate a meaningful mission, goals and values
2.
Acknowledge and reward “small wins”
3.
Make your values practicable day to day

22. 3. LACK OF SUPPORT
 Lack of enablement
 Inadequate resources
 Inability to form strong
relationships
 Inability to use
strengths
 Poor wellbeing
“The secret of getting things done is to act!” – Dante Alighieri

23. 3. LACK OF SUPPORT
 Towers Watson:
“My manager
helps remove
obstacles to doing
my job well.”
78%
27%
Highly Engaged
Disengaged
Source: Towers Watson 2012

24. THE WAY OUT: EMPLOYEE ENABLEMENT
 Hay Group: Engaged employees are 10% more likely to
exceed performance expectations. Highly engaged and
enabled employees are 50% more likely to exceed
performance expectations.
Source: Hay Group 2012
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25. THE WAY OUT: EMPLOYEE WELL-BEING
40%
Disengaged
35%
92%
Engaged
94%
Level of Well Being
Level of Engagement
Source: Towers Watson 2012
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26. THE WAY OUT: STRENGTHS-BASED DEVELOPMENT
61%
Engaged
Not Engaged
Actively Disengaged
45%
2%
33%
57%
22%
40%
Focus on
Weakness
Actively Ignored
38%
1%
Focus on
Strengths
Source: Gallup 2013
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27. 1.
Focus on and develop strengths rather than weakness
2.
Offer flex time and encourage well-being
3.
Consider measuring enablement as well as
engagement

29. 4. BUDGET
 Lack of budget for
engagement &
investment
 Failure to invest for the
long term
“There is nothing lost, that may be found, if sought.” – Dante
Alighieri

30. 4. BUDGET
W@W: # Recognition Programs Offered
20% 20%
17%
15%
13%
7%
1
4% 2%
2
3
4
5
6
7
8
1% 0%
9
0%
10 11
Source: WorldatWork 2013

31. THE WAY OUT: EMPLOYEE RECOGNITION
 Aberdeen: “The number one way best-in-Class
organizations improve employee engagement is
through employee recognition programs. This is even
above other activities such as work-life balance and
interaction with managers.”
Source: Aberdeen 2013
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32. THE WAY OUT: RECOGNITION SPEND
W@W: Recognition Budget: 1-2%
 Mode: 1%
 Average: 2%
 Median: 1%
Source: WorldatWork 2013
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33. THE WAY OUT: CONSOLIDATION









Employee gifts
Birthday gifts & parties
Attendance awards
Employee of the month
Sales contests
Safety awards
Employee social events
Health & Wellness awards
Referral bonuses








Sign-on bonuses
Holiday bonuses
Incentive plans
Perks
SPIFs
Car allowances
Retirement celebrations
Personal milestone celebrations
Source: Gallup 2013
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34. 1.
Recognize and reward all employees
2.
Consolidate programs to find hidden spend
3.
Allocate 1% of payroll budget to recognition

36. 5. WRATH
 Bad managers
 Bad feedback
 Poor communication
 Focus on what is going
wrong
“Open your mind to what I shall disclose, and hold it fast within
you; he who hears, but does not hold what he has heard, learns
nothing”. – Dante Alighieri

37. 5. WRATH
 SHRM: Importance of
communication between
employees and immediate
supervisors for job
satisfaction
54%
40%
4%
2%
Unimportant Important
Very
unimportant
Very
important
Source: SHRM 2013

38. 5. WRATH
 Gallup: Managers
who give little or
no feedback fail
to engage 98% of
employees
98%
Source: Gallup 2013

39. THE WAY OUT: POSITIVE FEEDBACK
10%
90%
Workforce Mood Tracker:
90% of employees see
positive feedback as more
motivating.
Source: Globoforce Workforce Mood Tracker 2013
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40. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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41. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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42. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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43. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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44. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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45. THE WAY OUT: BUILD NETWORKS, NOT HIERARCHIES
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46. THE WAY OUT: CROWDSOURCED REVIEWS

Workforce Mood Tracker:
Peer-reviewed employees
are 21% more satisfied
with their jobs.
67%
88%
Source: Globoforce Workforce Mood Tracker 2013
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47. 1.
Train managers on positive feedback
2.
Consider crowdsourcing the review process
3.
Create an emotional network of people through
communications and feedback

49. 6. HERESY
 Engagement “Not My Job”
 Lack of HCM visibility
 Short term or situational
thinking
 No HR seat at the table
““Because your question searches for deep meaning,
I shall explain in simple words.” – Dante Alighieri

50. 6. HERESY
What is the Primary Reason you are in HR Field?
77%
To help people grow and develop
58%
To help my company maximize its profitability
51%
To help balance organization and employee needs
24%
To represent the needs of employees
18%
I enjoy being part of a for-profit organization
9%
It’s one of many functions I want to learn about
Source: New Talent Management Network 2013

51. POLL #2: WHY ARE YOU ARE IN HR?
A. To help people grow and develop
B. To help my company maximize its profitability
C. To help balance organization and employee needs
D. To represent the needs of employees
E. I enjoy being part of a for-profit organization
F. It’s one of many functions I want to learn about
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52. THE WAY OUT: INTEGRATED TALENT STRATEGY
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53. THE WAY OUT: INTEGRATED TALENT STRATEGY
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54. THE WAY OUT: BUILD AN HR METRICS DASHBOARD
 Recruitment Metrics
 Retention Metrics
 Comp/Benefits Metrics
 Culture and Diversity Metrics
 Staffing/Performance/Productivity Metrics
 Development Metrics
 Health, Safety & Sustainability Metrics
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55. 1.
Think holistically and strategically
2.
Speak the language of senior leaders
3.
Keep a strong metrics dashboard

57. 7. RESPECT & RELATIONSHIPS
 Hostile Environment
 Lack of Respect
 Workplace Bullying
 Organizational Trauma
“I wept not, so to stone within I grew.” – Dante Alighieri

58. 7. RESPECT & RELATIONSHIPS
 BlessingWhite:
“I trust my
manager” favorable
responses by
engagement
level.
Source: BlessingWhite 2012
90%
51%
Engaged
Disengaged

59. THE WAY OUT: RESPECT
Top 5 things candidates look for:
1. Stability
2. Compensation
3. Respect
4. Health Benefits
5. Work-Life Balance
Source: CEB 2013
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60. THE WAY OUT: GRATITUDE
Academic studies
show that
grateful people:
Source: Globoforce Blog
–
–
–
–
–
–
–
–
–
–
–
Have Higher Emotional Well-Being
Get Along Better with Others
Are More Resilient to Trauma
Sleep Better
Are Physically Healthier
Are Less Depressed
Pay It Forward
Achieve More
Are Better Corporate Citizens
Are Less Likely to Burn Out
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Are More Moral

61. 1.
Commit the organization to trust and respect
2.
Encourage gratitude and reflection
3.
Offer employees opportunities to give

63. 8. FRAUD
 Broken emotional contract
 Choosing the right managers
 Not hiring for cultural fit
"You were not made to live as brutes, but to follow virtue and
knowledge” – Dante Alighieri

64. 8. FRAUD
 WorkUSA: Average
employee engagement
drops 9% in first year.
71%
Less than Six
Months
57%
6-12 Months
Source: Watson Wyatt WorkUSA 2009

65. 8. FRAUD
Engagement and the “Employee Deal”
Company aligns the deal with
what the organization stands
for in the marketplace
12%
Company lives up to the deal
after an employee is hired
11%
Company has a reputation for
providing a good
employment deal
12%
92%
92%
93%
Source: Watson Wyatt Work USA 2009

66. THE WAY OUT: STRONG EMPLOYER BRAND
Top 5 Most Improved Metrics Due to Brand Strategies
Employee engagement scores
35%
Brand awareness surveys
32%
Number of applications received
Customer satisfaction/retention
Traffic to careers website
30%
27%
21%
Source: Hodes Employer Brand Study 2012
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67. THE WAY OUT: EMPLOYEE HAPPINESS
Happy Employees:
 Stay twice as long in their jobs
 Believe they are achieving their potential 2x as much
 Spend 65% more time feeling energized
 Are 58% more likely to go out of the way to help a coworker
 Identify 98% more strongly with company values
 Are 186% more likely to recommend their organization
Source: WSJ and iOpener Institute 2012
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68. THE WAY OUT: WITNESS EFFECT
“People who merely witness or hear about a helpful interchange may…
experience the positive emotion of elation. [This sparks] a generalized
desire to become a better person and perform helpful acts oneself. […]
Experiences of elevation, then, carry the potential to change people as
well as groups, organizations and communities.”
- Dr. Barbara Frederickson, UNC
Source: WSJ and iOpener Institute 2012
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69. 1.
Put culture first
2.
Measure and manage employee happiness
3.
Identify cultural energizers and influencers

71. 9. TREACHERY
 Lack of leadership
 Lack of leader
engagement
 Lack of focus on culture
from the top
“The darkest places in hell are reserved for those who, in times
of great moral crisis, maintain their neutrality.” – Dante Alighieri

72. 9. TREACHERY
 BlessingWhite:
“I trust the senior leaders of this organization”
85%
30%
Engaged
Disengaged
Source: BlessingWhite 2012

73. POLL #3: ARE YOUR SENIOR LEADERS
STRONG COMMUNICATORS?
A.
B.
C.
D.
Yes, they love to connect with employees
Yes, when they remember or are coaxed
No, but they are okay with coaching
No, they are a disaster
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74. THE WAY OUT: COMMUNICATION
Engagement follows frequency of interaction, feedback and action
Have communication from senior
management at least weekly
23%
53%
39%
Get feedback on performance from
supervisor at least monthly
Have perception that constructive
changes occurred as a result of a survey
Low Engagement
65%
6%
71%
High Engagement
Source: Watson Wyatt Work USA 2009
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75. 1.
Level the communication playing field
2.
Help executives to see the ROI of engagement
3.
Engage senior leaders directly in culture initiatives

77. 1.
Break down inter- and intra-organizational barriers
2.
Cultivate emotional engagement and relationships
3.
Treat employees as partners
4.
Focus on the positive
5.
Create meaning through actionable vision and goals
6.
Offer opportunities for giving and gratitude
7.
Be flexible in both thinking and strategy
8.
Visualize your culture: measure to manage
9.
Communicate more clearly and more often

78. VISIT US:
www.globoforce.com
SUBSCRIBE TO OUR BLOG:
www.globoforce.com/gfblog
EMAIL US:
darcy.jacobsen@globoforce.com
jennifer.sartor@globoforce.com
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