Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts: * 60% of employees are actively disengaged – 2:1 ratio * Nearly 1/3 of employees think their managers fail to effectively communicate goals. *40% of employees say they don't receive regular, clear feedback on their performance from their manager. (Sources: Gallup and Tower Perrins.) So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to provide managers with training that helps them: - Be better coaches. - Identify skill gaps and development needs. - Set clear, achievable goals aligned with your organization. - Recognize and give feedback This session is approved for 1 hour general CE credit for HR.

1. How to Create a Culture
That Fosters Employee
Engagement.

2. Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary
BIZLIBRARY.COM

3. 4,000+ Courses. 25 Topic Areas. Unlimited Access.

4. POLL QUESTION
What’s the
biggest
challenge to
employee
engagement
you’re facing?
A.
The quality of training
and learning
opportunities.
B.
The support from the
employee’s direct
supervisor/manager.
C.
Compensation and
benefits.
D.
Career advancement
opportunities
E.
Something else.

5. POLL QUESTION
How would you
describe your
own level of
engagement?
A.
Happily among the living.
B.
On life support, but not
flat lined yet.
C.
Help I’ve been bitten!
D.
Zombified. Me want
BRAINS for lunch!

6. WHAT YOU’LL LEARN:
1. What is engagement and why it’s important.
2. Key characteristics of an engaged culture.
3. What can we do to improve engagement.
4. Key managerial competencies and challenges.
BIZLIBRARY.COM

7. 25M respondents
195 countries
16 major industries

8. ENGAGED employees exhibit a “profound
connection” to their employer. Some
commentators view engagement as the level of
discretionary effort these employees exert.
NOT ENGAGED are those employees who are
emotionally “checked out.” These are the
“zombies” who sleepwalk through their day and
simply go through the motions.
ACTIVELY DISENGAGED are those employees
who aren’t just unhappy at work. These are
employees who are actually undermining the
efforts of those around them. These are the
“zombies” whose attitudes are contagious and
pose real risks to organizations.

9. Problems with direct supervisors
account for 49% of disengaged
employees.
30%
60%
ACTIVELY
DISENGAGED
ENGAGED
SOURCE: EMPLOYEE ENGAGEMENT VS.
DISENGAGEMENT, CUSTOMINSIGHT
DEC. 2012
10%
DISENGAGED
Nearly 1/3 of employees think their managers fail to effectively
communicate goals.
40% of employees say they don't receive regular, clear
feedback on their performance from their manager.
SOURCE: GALLUP

10. Active employee
disengagement costs the
U.S. economy $450 billion to
$550 billion per year.

11. Results Over One Year
ENGAGEMENT
HI
LO
Operating
income
+19%
-33%
Net Income
+13%
-4%
EPS
+28%
-11%
SOURCE: TOWERS PERRIN

12. ENGAGEMENT
IS NOT…

14. CHARACTERISTICS OF AN
ENGAGED CULTURE
Leadership buy-in
Supervisors truly care
Link my job to organization success
Meaningful work
Motivation
Have the resources
Have the training
Get feedback
Get recognized
Personal growth
Career advancement

15. WHAT CAN ORGANIZATIONS DO TO IMPROVE
EMPLOYEE ENGAGEMENT?
1.
Work with data.
2.
Focus on engagement at multiple levels – senior
leadership and grass roots.
3.
Select the right managers.
4.
Train and coach managers on key skills and strategies that
lead to employee engagement.
5.
Define engagement in realistic and everyday terms.
6.
Find ways to connect to every employee.

16. MAJOR MANAGERIAL SKILLS GAPS
1. Coaching
2. Performance appraisals
3. Developing others
4. Managing change
5. Communications
6. Business acumen
Bersin by Deloitte , Current Capabilities by Role, December 2011

17. Emotional Intelligence
Coaching
Communication
Delegation

18. Emotional Intelligence
Our ability to understand and monitor our own feelings and
emotions, and the feelings and emotions of those around us.
•
Enable people to
work together
towards common
goals
•
Motivations, needs
perspectives

19. Coaching
Effective Conversations.
•
“Ask vs. Tell”
approach.
•
Focus on the
employee and not
on tasks.
•
Accountability,
action and
outcomes.

20. Communication
Message and method are appropriate to the situation and
desired results.
• Giving feedback
• Keeping employees
connected
• Maintaining
relationships

21. Delegation
The right tasks to the right people.
•
Shift in thinking from
“dumping”
•
Demonstrates
managers
confidence in
employee
•
Focus on strengths

22. DIFFERENT TYPES OF EMPLOYEES
NEED DIFFERENT ENGAGEMENT
STRATEGIES…
Generations
Career Stage
Remote Employees
Team Size
Organizational Size

23. PLAYING TO EMPLOYEE
STRENGTHS

24. …
employees who feel engaged at work
and who are able to use their strengths
in their jobs are more productive and
profitable and have higher quality work.
SOURCE: Gallup Study, 2013 State of the American Workplace

25. Extrinsic vs. Intrinsic
Motivation
• Mastery
• Autonomy
• Meaning

26. 10 REASONS TO INVEST IN
MANAGER TRAINING
1. The employee/manager relationship is the most important single
factor in driving employee engagement.
2. Employee engagement leads directly to higher productivity and
profitability, and disengaged employees are disruptive.
3. Managers don’t become managers and automatically “know”
how to manage. They have to learn.
4. Sound management practices are not complicated and can be
taught.

27. 4. It’s important to develop the next generation of leaders from
within.
5. Investments in front-line manager training are likely to yield a
better return on investment and be more needed than any other
type of leadership development and training.
6. Good management training can help develop a better level of
consistent manager performance throughout your organization.
7. Respected, high-performing managers boost engagement,
productivity and retention – all of which improve the bottom-line.

28. 8. Well-trained managers help mitigate risk and avoid litigation –
which is expensive and disruptive.
9. Repeat #1 – it’s just that important!
1. The employee/manager relationship is the most
important single factor in driving employee
engagement.

29. Some recommended resources…
Employee Engagement Video Series.
Ridiculous or Strategic?
The Business Case for Engagement
Measuring Employee Engagement
Managing for Engagement
Creating an Engaged
Organization
BIZLIBRARY.COM

30. DELEGATION
Delegating - Strengthen your leadership capabilities through
delegation (2 minute, Video Course and Competency
Toolkit)
Developing Employees through Delegation (15 minute,
Scenario-Based eLearning Course)
Q&A: Delegating and Empowering (13 minute, Video
Course)
A Leader’s Guide to Delegating (23 minute, Video Course)
BIZLIBRARY.COM

31. COMMUNICATION
Telecommuting Basics: Communication Strategies for the
Remote Employee (60 minute, eLearning Course)
Business Etiquette: Written Communications (7 minute, Video
Course)
Global Scenarios Series: Building the Virtual Team (18 minute,
Video Course)
BIZLIBRARY.COM

33. Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Batz
Marketing Specialist
jbatz@bizlibrary.com
@jessbatz
@BizLibrary
BIZLIBRARY.COM