As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
2. 2
Topic Agenda
Item Time
(min)
Introduction 2
The Importance of Senior Leadership in
Engaging Employees
5
What do the Best Leadership Teams do
Better?
15
Tips on Breaking the News 10
Q&A 5
Norm Baillie-David
SVP Engagement - TalentMap
Monica Helgoth
VP Engagement - Western Region
Agenda
3. 3
15 years in business
7,000+ employee engagement surveys
since inception
1,000,000+ employees surveyed
500+ employee engagement surveys
annually
Only 1 Focus
TalentMap by the Numbers
4. 4
Sample Clients & Benchmark
Award Programs Technology & Engineering Not‐for‐Profit & Association
Financial Services
Health Sciences
Other
7. Compensation
Work Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information and
Communication
Teamwork
Innovation
Investor Focus
Immediate Management
Senior Leadership
Organizational Vision
Strong
Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark
The Engaged Organization
7
11
2
9
9
9
20
16
89
98
91
91
91
80
84
0% 20% 40% 60% 80% 100%
Overall Engagement
I am proud to tell others I work
for my organization.
I am optimistic about the future
of my organization.
My organization inspires me to
do my best work.
I would recommend my
organization to a friend as a
great place to work.
My job provides me with a
sense of personal
accomplishment.
I can see a clear link between
my work and my organization's
long-term objectives.
% Frequency
Unfavourable Neutral
Favourable
8. Work Environment
Performance
Feedback
Professional
Growth
Work/Life Balance
Information and
Communication
Teamwork
Innovation
Client Focus
Immediate
Supervisor
Organizational
Leadership
Organizational
Vision
Strong Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark
The Engagement Challenged Organization
8
13
4
20
10
18
10
14
18
10
22
22
26
6
24
69
86
58
68
56
84
62
0% 20% 40% 60% 80% 100%
Overall Engagement
I am proud to tell others I work for
my organization.
I am optimistic about the future of
my organization.
My organization inspires me to do
my best work.
I would recommend my
organization to a friend as a great
place to work.
My job provides me with a sense
of personal accomplishment.
I can see a clear link between my
work and my organization's long-
term objectives.
% Frequency
Unfavourable Neutral Favourable
9. Engaged....
9
3
2
4
2
4
97
98
96
98
96
0% 20% 40% 60% 80% 100%
Overall Senior Leadership
Sets ambitious, but realistic goals.
Clearly communicates their goals.
Acts consistently; they do as they
say.
I have trust and confidence in their
ability to achieve our organization's
goals.
% Frequency
Unfavourable Neutral Favourable
26
34
23
23
25
32
30
38
27
33
42
36
40
50
42
0% 20% 40% 60% 80% 100%
Overall Organizational Leadership
Sets ambitious, but realistic goals.
Clearly communicates their goals.
Acts consistently; they do as they
say.
I have trust and confidence in their
ability to achieve our organization's
goals.
% Frequency
Unfavourable Neutral Favourable
Not so much
14. LEADERSHIP PRACTICES THAT ENGAGE
14
Building trust and honest communication
• Transparency, especially in difficult times
• Frequent and forthright – answer employee
questions
• Admit when you don’t know
• Senior Leaders take ownership of the people
agenda (as opposed to it being “HR’s” problem)
• People priorities are clearly embedded in
business strategy
• People take precedence, sometimes over short-
term gain
• Talent is more built than bought (75% internal,
25% external)
15. Effectively communicate the organization’s goals and
objectives
Consistently demonstrate the organization’s values in all
behaviours and actions (“they walk the talk”)
Appropriately balance employee interests with those of the
organization
Consistently demonstrate empathy and caring for
employees
Ensure presence and visibility – in person or virtually
Connected with Employees
15
16. Effectively communicate goals and objectives
Ensure goals and objectives are aggressive, yet attainable
Empower managers and employees and instil a culture of
accountability
Performance Focused
16
17. Fill employees with excitement for the future of the
organization
Ensure employees understand how they contribute to the
organization as a whole
Consults widely, but decides quickly. Inclusive decision-
making
Genuinely future and development oriented
17
20. Meet with CEO alone first (if possible).
Discuss how to broach the subject with the
executive team.
Sometimes, leaving them the report and
having them come to their own conclusion is
most effective.
Avoid any comparison/contrast between VP
areas of responsibility. Position it as a
common issue – not isolated to certain
executives only.
Are you the best placed to deliver the
message? Your survey provider can help
ensure no loss of face.
Avoid inclination for “told you so” or
vindication.
Understand that many execs are probably
not aware of how they are truly perceived.
Some Practical Tips
20
21. Allow the leadership (as a group) to come to the
acceptance stage. Facilitate conversations if possible.
Allow for introspection.
Focus on helping them identify specific behaviours.
Bring forward other experiences/best practices (e.g. this
presentation). What have other senior leadership teams
done? What do they do that we don’t?
Objective: commitment to behaviour change and
accountability.
Moving to Action
21
22. Trust, confidence and positive perception of senior
leadership is crucial for high levels of engagement.
Behaviour change will yield a positive ROI.
Anticipate stages of result acceptance, particularly denial
and rationalization.
When ready, facilitate the move to action. Focus on
emulating positive behaviours.
Final Thoughts
22
23. Event Format Topic Date
Conference Board
“Engagement 2015”
Calgary NEW Research: 10 Years On – What Do
We Really Know?
May 25th
TalentMap Specialty
Webinar
Live Webinar Employee Engagement: Maintaining
Momentum – Part 2
May 28th 12:00pm
EDT
TalentMap Monthly
Webinar Series
Live Webinar
with special
guest
How Edmonton International Airport
Improved Employee Engagement – from
Survey to Implementation and Beyond
June 25th
12:00pm EDT
TalentMap Monthly
Webinar Series
Live Webinar Engaging your Employees through a
Compelling Organizational Vision
July 30th
12:00pm EDT
Upcoming TalentMap Learning Sessions