Without engagement your business is simply running on inertia.
Measuring engagement has been around for years. And yet, only 30% of the workforce is engaged. The traditional model hasn't moved the needle and is broken.
This webinar will focus on five assumptions that have led the corporate world astray, and how to remedy them.
Join Brent Daily, Founder & COO of RoundPegg, as he highlights a fresh approach focusing on five components that must be in place in order to not just measure, but to move the needle.
This webinar will cover:
• Benefits of engagement
• Engagement and the connection to culture
• Factors that effect engagement
• What engagement actually measures
• Engagement’s tie to values
And more…
A3 Thinking: A Structured Approach to Problem Solving
Engagement is Personal - Overcoming 5 Engagement Fallacies
1. Applied Culture Science
Avoiding Engagement Pitfalls
RoundPegg, Inc.
03.18.14
Engagement is Personal
Overcoming 5 Engagement Fallacies
2. Applied Culture Science
presented by
Brent Daily
Co-Founder, COO
RoundPegg
unleashes your
organization’s
potential using real-
time culture
science.
RoundPegg
Boulder, CO
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Engagement Is A Static State
Debunking the annual survey.
Engagement
Overcoming 5 Fallacies*
Engagement Can Be Measured Variety Of Ways
Not all surveys are created equal.
Survey Fatigue Exists
Confronting the silence.
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Global Solutions Work
Relinquishing control.
5Other General Misnomers
Potpurri of all things engagement.
9. Applied Culture Science
Culture Defined
Culture
!
How we do things
around here.
Communication
!
What are the norms for
interaction?
Decisions
!
How are decisions made?
Rewards
!
What actions are
rewarded?
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10. Applied Culture Science
Communication
!
What are the norms for
interaction?
Decisions
!
How are decisions made?
Rewards
!
What actions are
rewarded?
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Culture & Engagement
The Link Between
Procedural Justice
Perceived fairness of resource allocation
Distributive Justice
Perceived fairness of decision outcomes
Rewards & Recognition
Frequency and appropriateness
Organizational & Supervisor Support
Perception that organization cares about their well-being and manager creates a safe work environment
Job Characteristics
Extent the role meets the employees goals, feedback is provided, provides variety and meaningfulness
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Antecedents Are Not Static
Decisions, resource allocation, recognition, etc. happens every day. Each can
influence one’s level of engagement.
EngagementFluid State
Measure 1x/Year Is Inadequate
Workplace is fluid. Decisions, rewards and interactions occur daily. Each have
the ability to throw a wrench in the works.
Restructuring Happens Frequently
The percentage of engaged employees has not changed in over a decade.
Doing the same thing will not produce new results.
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New Hires, Departures Change Dynamics
New people change the dynamics, creates new ‘favorites’ altering engagement.
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Measurement in Action
Engagement is Fluid
New Class of
Hires Start
Bring new energy,
mesh well within
existing teams.
“Get It
Together”
Company
Conversation
Several teams not
happy about
delivery, message.
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Inaction Fatigue
Surveying is an act of listening. Inaction is an act of ignoring.
Fatigue
Action Trumps Hassle
Lack Of Manager Coaching
Most managers are not trained to be managers. When presented with the
problems their inexperience bely the best approach to remedy.
Time To Address
The longer it takes to address issues the more lost those who have identified
issues become. Silence enflames issues.
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Misdiagnosing Issues
Every group will be motivated slightly differently. A one-sized fits all approach
may help some, reinforce the us/them mentality of others.
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Measurement in Action
British Telecom
Act Quickly, Act Locally
“Our current survey closes this
Wednesday. Ten days later, we'll
deliver the results to the board and to
every manager whose team has
responded. We'll be looking at what
actions have had the most impact on
engagement and what can we
replicate elsewhere.”
!
- Sharon Darwent, Head of
Employee Engagement, BT
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Global Rollups Are Meaningless To Workers
Results will all trend toward a similar mean. Highly engaged groups will balance
the disengaged.
Engagement
Measure Globally, Act Locally
Shared Services Doesn’t Scale
These days most shared services groups have been cut to the bone. Addressing
issues for thousands with a team of five is insurmountable.
Metrics Often Measure HR, Not Workers
Culture and engagement are often (unfairly) owned by HR and the resulting
metrics create unwanted incentives.
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Global Solutions Irrelevant For Many
Every group is slightly different. Solving for global problems can often work
against other groups.
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Measurement in Action
Teams are Different
Pay For Performance
(Orange group) prefers monetary
rewards over opportunities to grow
Growth Opportunities
(Blue group) prefers new
challenges over monetary rewards.
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Happy, Not Always Helpful
Workers can be satisfied/happy if the amount of hassle they face is less than the
benefits they collect. It does not mean they are trying.
Surveys
Where Other Types Fail
Benefits Surveys Measure Ideal
Benefits and improvement surveys often focus on perks. Perks can retain
employees longer, but will not move the effort needle.
Opinions Identify Gaps, Not Engagement
Negative gaps often dismissed due to disgruntled workers. Rewards and
compensation too easily cited.
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NPSs Fail
Referral bonuses, creating a safe outlet to commiserate, personal indictment all
work against accurate readings of employment satisfaction.
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Measurement in Action
Surveys Are Not Equal
NPS Meets Bounty
!
Employees offered $10,000 for
referring a new hire and then
asked in the one-question
‘climate survey’ whether you
would recommend a friend to
work at Yahoo.
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Engagement
People Misnomers
“Best Friends” Are Critical
Only 14% of individuals value ‘developing friends at work.’
For the disengaged, ‘best friends’ reinforce, spread that disengagement.
Some People Can’t Be Engaged
Some are more likely to be engaged, but nobody has a goal of working simply
to go against the grain.
Engagement Is On/Off
Confirmation bias is strong for disengaged employees. It takes many positive
actions to remedy past perceived miscues.
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Engagement
Perks & Metrics Misnomers
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Year Over Year Metrics Are Key
Your workforce, goals, business conditions and the economy have changed.
Annual metrics contain too much noise to be a true barometer.
Industry Benchmarking Is Critical
The best companies compete against themselves. Knowing scores for your
industry pits you against mediocrity.
Money Motivates
A general assumption is that changing comp structures can re-engage
workforces. Only 30% value money above other rewards.
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Perks Provide Quick Fix
Change is often good, but perks rarely sustain. Too often new perks are
identified as a solution rather than helping foster relationships.
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The Effort Equation
Engagement
a.
b.
The Employee Always Wins
The employee wields all the power in the company - worker relationship. They will give
as much or little as they deem necessary to balance the equation.
You Can Not Control Effort
An employer can create a scenario to allow for maximum effort but it is up to the
worker as to how much to give.
(Capabilities * Responsibilities)Effort
≤ Corporate Offerings
Pay, challenges, recognition,
perks, attitude towards workforce,
treatment, etc.
Carrots Trump Sticks
Firing is the only downside threat. Workers know it takes forever to get that
done and can find a new job before the ink on the documentation dries.
c.
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Engagement
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5Engagement is
NOT Static.
!
Measure
Regularly.
Engagement
is Local.
!
Managers, Not
Central Office,
Need to
Address.
Engagement is
Personal.
!
Tailored Action
Required.
Speed is
Critical.
!
Act of Asking Sets
High
Expectations.
Action
Trumps Hassle
!
Fatigue Sets In
When Nothing
Changes.
Tenets for Success
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Avoiding Engagement Pitfalls
RoundPegg, Inc.
03.18.14
Engagement is Personal
by
Brent Daily
COO, RoundPegg
!
brentdaily@roundpegg.com
+1 (720) 663-7344
@roundpegg
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