On July 21, 2009 The Bailey Group hosted a presentation on how employee engagement enables organizations to maximize the efforts of their workforce to drive quality, customer satisfaction, revenue growth and profitability. Learn more about the benefits of a highly engaged workforce in this slide show.

1. Employee Engagement:
UnleashtheDriveto Excel
Lead Well. Engage Employees. Get Results.
Barb Krantz Taylor and Ann Ruschy

2. Video
 What about this “employee” looks
engaging?
 What does the “manager” do that helps
engage the employee and contribute to
performance excellence?
 What lessons did you learn from this
video?

3. How do you know who’s engaged?
 Clear about purpose—seek ways to
improve
 Bring full selves to work
 Highly skilled
 Need for achievement
 Positive energy
 Committed to team
 Upbeat and proud to work for you
Source: First, Bre ak Allthe Rule s, Gallup

4. A personal connection
employees have to their job,
organization, manager, or
team that motivates them to
excel at their work.
Employee Engagement

5. What’s the Difference?
Engagement
vs.
Satisfaction

6. Where Engagement Happens
Employee
Goals Bingo!
Organization
Goals
MaximumDrive and Performance

7. THE RIGHT FIT
GREAT MANAGERS
ENGAGED
EMPLOYEES
ENGAGED
CUSTOMERS
SUSTAINABLE
GROWTH
HIGHER PROFIT
STOCK
INCREASE
ENTERHERE
ID STRENGTHS
MISSION
ACHIEVEMENT
THE GALLUPPATH™

8. So urce : Gallup Organization
Employee Engagement Results
 38% higher customer satisfaction
 22% higher productivity
 27% higher profits

9. More Results
 26% higher productivity
 13% higher returns to shareholders
 20% fewer missed work-days
 ¾ of Highly Engaged employees
“exceed” or “far exceed” expectations
Source: Watson Wyatt 2008/2009 WorkUSA Report

10. …And More
 Perform 20% better
 Are 87% less likely to leave the
organization
So urce : “Driving Performance and Retention
through Employee Engagement”
Corporate Leadership Council, 2006

11. How do I get some of that????

12. It takes a village…
 Employees
 Managers
 Senior Leaders
 Human Resources

13. Employee’s Role
 Proactively manage career
 Know self (strengths, values,
contributions)
 Explore (feedback and information
seeking)
 Prioritize
 Set Goals/Take Action

14.  Identify the “work that needs doing”
 Determine strengths needed for “the work”
 Assess current strengths
 Identify matches and gaps
 Coach employees
 Provide feedback, information, and
resources
 Balance strengths with organizational needs
Manager’s Role

15. Leaders’ Role
 Capitalize on “engageable moments”
 Demonstrate strong leadership and clear
direction
 Manage organizational change with
effective communication
 Emphasize customerfocus
 Institute and communicate a system of
equitable rewards
 Invest in the core --Watson Wyatt 2008/2009 WorkUSA Report

16. Human Resource’s Role
 Be a partner
 Be a role model
 Coach leaders, managers, and
employees
 Integrate into (required?) management
development/training
 Align policies, procedures, and practices
 Measure engagement
 Trackresults

17. Taking Charge of YourCareer

18. Job = paid wo rk
Leisure = e njo ym e nt; m e aning & purpo se ;
a de g re e o f auto no m y
Career= Jo b + Le isure
What is a career?

19. Career “Fit”
 Work(talents, challenge,
growth)
 Environment
(physical/cultural)
 Relationships (supervisor,
colleagues)
 Rewards (pay, benefits,
hours)

20. What fits for you?
 Quickly jot down what you know about
your 4 areas of fit…
How easy/hard was this?
How specific are your answers?
How many of your employees (or
people you know) would
1) find this easy?
2) have specific answers?

21. Engaging Conversations

22. Engaging Conversations
Employee
Goals
Organization
Goals
Unleashing an employee’s potential to excel
Connecting their motivation to organization’s success

23. Think about a time
at work when you
were at your best

24. Engaging Questions
 What did you like about that?
 I’m curious about _____
 Tell me more about _____
 What did you mean by ______?
 Help me understand _____
 What else?

25. Employee Engagement Drivers

26. Trust in Senior
Leadership
Manager
Relationship
Pride in
Organization
Connection to
Organization’s
Success
Utilization of
Strengths
Discretionary Effort Job Satisfaction
Co-Worker
Relationships
What Drives Engagement?
Development
Opportunities

27. Work harder
Aim higher
Perform better
Stay longer
Engaged Employees

28. THANKYOU!
Lead Well. Engage Employees. Get Results.
Barb Krantz Taylor and Ann Ruschy