Besides the metric of money, a Turnaround Management expert must have the support of the workforce (managers and workers alike) to exert the mental energy, commitment and innovation to continue supporting the effort to save the business. This is a turnaround and you need unbiased, critical historical operational information- not just from two or three people at top levels of an unsuccessful leadership team.
The measurement of organizational engagement is essential. Engagement measures include looking at strategies, process, people and customers through the lens of each workgroups. The more you understand your project, people, customers, and the entire culture, the more successful you will be in NOT CONTINUING TO PROPAGATE THE EXISTING CULTURE. (Principles of engagement are found in the Wiley best seller, Power of Alignment, a 1997 treatis by Dr. George Labovitz.)
This rapid learning process should take no more than four day, and it will be your "holy grail" blueprint moving forward with the entire project. Correlation and alignment tools provide a means to ID toxic managers and workgroups, operational needs, misfires in the value chain, as well as the strong people upon which you can rely will be at your fingertips. Expert analysis assistance should be available as you probably don't have time nor bandwidth.
Happy to tell you more...
Showing posts with label employee engagement. Show all posts
Showing posts with label employee engagement. Show all posts
Monday, July 11, 2011
Thursday, July 7, 2011
Aligning Training to People Engagement
I was raised in the early part of my career working for a training company-1990's. The company training products were state of the art and we trained over 400,000 people. What we never were able to do was measure the effectiveness we had on the workforce post training. We trained people just for the sake of training because the perceptions were that 'trained people would improve performance'.
In the 2011 era, albeit in a different format, we now discovered that pre-measurement of the level of alignment of the workforce is necessary. Training is best served with a workforce that has passed a higher "workforce engagement threshold" than those that have a lower score.
Aligning the training to people "engagement" requirements provides a measurement mechanism to help ensure the training is sustained, takes hold to improve the culture, the manager skills and styles and more. In fact the training content should serve as the means of helping to grow and align the employee competencies to better serve the client/customer, teaming for better performance, and alignment to the corporate mission.
So, before training, get a measurement of the people's engagement, to include the culture, manager and leadership skills and styles, process, awareness of the company mission and whether customers needs are being met. First fix any significant misalignments discovered from the measurements. Then select a training tool kit that trains with a purpose of fulfilling the company mission with a workforce committed to performance improvement. The ROI will then be justified.
In the 2011 era, albeit in a different format, we now discovered that pre-measurement of the level of alignment of the workforce is necessary. Training is best served with a workforce that has passed a higher "workforce engagement threshold" than those that have a lower score.
Aligning the training to people "engagement" requirements provides a measurement mechanism to help ensure the training is sustained, takes hold to improve the culture, the manager skills and styles and more. In fact the training content should serve as the means of helping to grow and align the employee competencies to better serve the client/customer, teaming for better performance, and alignment to the corporate mission.
So, before training, get a measurement of the people's engagement, to include the culture, manager and leadership skills and styles, process, awareness of the company mission and whether customers needs are being met. First fix any significant misalignments discovered from the measurements. Then select a training tool kit that trains with a purpose of fulfilling the company mission with a workforce committed to performance improvement. The ROI will then be justified.
Thursday, June 30, 2011
Can You Make a Diagnosis Based on a "Pulse"?
A physician takes a pulse as a signal of an underlying symptom of something more serious, but don’t expect a physician to decide you need open heart survey just with a pulse reading. Nor should you expect that you can support the senior management team in driving growth and revenue in your organization with just a “pulse reading”.
Taking a “pulse” of the workforce falls short as far as actionability. Do you look at a score on a question and take action? Which question? What action? Is it the right action? What’s you ROI? Will it achieve your goal to improve the “pulse”? It’s impossible to take meaningful, actions on feelings, opinions, and behaviors when survey items are analyzed or interpreted without a "Main Thing".
Growth of the business is a wonderful “Main Thing”, how to drive increased shareholder value, or building a customer focused organization, or how to get physician to adopt a new EMR (emergency medical record) system-something with substance direction, financial and ROI return; meaningful to the “boss”. Sure the boss is interested if his workforce is happy, but happy people are not enough to drive a strategic financial outcome.
Taking a “pulse” of the workforce falls short as far as actionability. Do you look at a score on a question and take action? Which question? What action? Is it the right action? What’s you ROI? Will it achieve your goal to improve the “pulse”? It’s impossible to take meaningful, actions on feelings, opinions, and behaviors when survey items are analyzed or interpreted without a "Main Thing".
Growth of the business is a wonderful “Main Thing”, how to drive increased shareholder value, or building a customer focused organization, or how to get physician to adopt a new EMR (emergency medical record) system-something with substance direction, financial and ROI return; meaningful to the “boss”. Sure the boss is interested if his workforce is happy, but happy people are not enough to drive a strategic financial outcome.
Wednesday, June 22, 2011
Engaged Employees VS Engaged Customers
On a recent project I discovered something that is the anti-research.
Gallop, Hewitt, Blessing White and many other consulting soothsayers claim that when workers are engaged, the results are high performance and greater profitability. They sell you their employee engagement program for huge bucks and you, (and they) pray that their work will bring you immeasurable wealth, happy smiling employees and all will be groovy.
We found just the opposite. An organization with high scores in engagement, great managers, low employee turnover, yet they were still losing customers, losing market share, all with a great product.
We discovered that the process in which they were delivering their goods and services to the customer were "messed up". In fact there was no process in place so everyone did their own thing. No data as to what the customers really cared about; or what happens at their "touch points."
Moral of the story-employee engagement is but a state of mind that seems to be a prerequisite for having "engaged customers."- the end game for business growth. Maybe there's a lot more to this engagement "stuff" than just the propaganda from these consulting soothsayers.
Gallop, Hewitt, Blessing White and many other consulting soothsayers claim that when workers are engaged, the results are high performance and greater profitability. They sell you their employee engagement program for huge bucks and you, (and they) pray that their work will bring you immeasurable wealth, happy smiling employees and all will be groovy.
We found just the opposite. An organization with high scores in engagement, great managers, low employee turnover, yet they were still losing customers, losing market share, all with a great product.
We discovered that the process in which they were delivering their goods and services to the customer were "messed up". In fact there was no process in place so everyone did their own thing. No data as to what the customers really cared about; or what happens at their "touch points."
Moral of the story-employee engagement is but a state of mind that seems to be a prerequisite for having "engaged customers."- the end game for business growth. Maybe there's a lot more to this engagement "stuff" than just the propaganda from these consulting soothsayers.
Monday, May 16, 2011
Elevating HR to the Boardroom
HR involvement in understanding and guiding the employee to productivity and engagement is a gift that CEO's would treasure, but HR must first get to a higher level of capability. This higher level of capability means having evidence-based information. There will need to be a proving process to be first demonstrated before HR is invited into the boardroom.
As Deming quoted: " Its not enough to do your best; you must know what to do and then do your best."
My humble opinion is that for HR, as an industry, to gain such acceptance in leadership circles, they must use tools and technology to elevate and gain credible intelligence about employee drivers; then skills to use those tools to impact positive change. New technology is available in the marketplace to support HR and old paradigms need be discarded.
So, the burden lies on HR to elevate itself into the boardroom. Let's say it's a prejudice that will be hard to overcome, but can be only by the most "engaged" HR folks.
As Deming quoted: " Its not enough to do your best; you must know what to do and then do your best."
My humble opinion is that for HR, as an industry, to gain such acceptance in leadership circles, they must use tools and technology to elevate and gain credible intelligence about employee drivers; then skills to use those tools to impact positive change. New technology is available in the marketplace to support HR and old paradigms need be discarded.
So, the burden lies on HR to elevate itself into the boardroom. Let's say it's a prejudice that will be hard to overcome, but can be only by the most "engaged" HR folks.
Thursday, April 7, 2011
Question from an HR Professional
An HR Professional asked me:
"Employees have been dis-engaged for sometime now. There have been changes in management to deal with some of the issues which created an environment which facilitated the dis-engagement of the employees. An assessment of the interventions which accompanied the changes in management have not shown that the re-engagement process has successfully commenced. How would you suggest that we now proceed?"
Much similar to the thought process of my last blog post, I wanted to share with you my response:
"In my experience, worker engagement is a state of mind, much like an energy source stored in a battery. A weak charge, when connected to a conduit of the "business of the business" will impact the entire enterprise, including customer delivery. Of course the converse is also true with a fully charged battery.
The key is to find the source of the "weak charge" and fix it...and fast! This starts with information. It can be anywhere...
Information by each demographic needs to include existing culture, managerial style, processes, training needs, communication and trust, a “we” vs. “I” culture, requirements to meet customer needs, manager competency and other alignment measures. The need to slice the information by each demographic group is critical to implementation success; without it, “change” accountability cannot be imposed on those to be held responsible.
This is not a one-on-one effort. There is a huge sense of urgency to get your people engaged as it goes to the essence of the business success"
"Employees have been dis-engaged for sometime now. There have been changes in management to deal with some of the issues which created an environment which facilitated the dis-engagement of the employees. An assessment of the interventions which accompanied the changes in management have not shown that the re-engagement process has successfully commenced. How would you suggest that we now proceed?"
Much similar to the thought process of my last blog post, I wanted to share with you my response:
"In my experience, worker engagement is a state of mind, much like an energy source stored in a battery. A weak charge, when connected to a conduit of the "business of the business" will impact the entire enterprise, including customer delivery. Of course the converse is also true with a fully charged battery.
The key is to find the source of the "weak charge" and fix it...and fast! This starts with information. It can be anywhere...
Information by each demographic needs to include existing culture, managerial style, processes, training needs, communication and trust, a “we” vs. “I” culture, requirements to meet customer needs, manager competency and other alignment measures. The need to slice the information by each demographic group is critical to implementation success; without it, “change” accountability cannot be imposed on those to be held responsible.
This is not a one-on-one effort. There is a huge sense of urgency to get your people engaged as it goes to the essence of the business success"
Thursday, December 16, 2010
How Emotional Drivers Strengthen Employee Engagement
We can ask ourselves three questions:
“How much self-esteem does being associate with my company give me?”
“Don’t I feel proud when an outsider recognizes me by my organization or says good things about the company I work for?”
“Doesn’t it make me feel good when my organization wins a national or international award?”
Employee engagement is the advanced step to employee satisfaction. It involves commitment, loyalty, faith and pride in the organization, a willingness to advocate for the organization, and a sense of personal responsibility. It is about creating gusto in the employees for their roles, their work and the organization. It ensures they are aligned with the values of the organization, well informed and well integrated with their colleagues and culture.
To create greater motivation within employees for the work they do and increase their commitment towards the organization, corporates are now paying extra attention to the concept of Employee Engagement. Companies are introducing an inspiring and flexible work culture, employee-friendly policies and practices and a variety of employee benefit schemes.
Tools for employee engagement include: facility to work from home, flexible time, cab facility, crèche facility, training, career and personality development, performance appraisals, performance management, communication, equal opportunity, fair treatment, pay and benefits, health and safety, cooperation and family orientation, friendliness, open door policy, job satisfaction etc. These help the organization create a strong emotional bonding with the employees.
Few valuable company engagement programs include:
Many companies have introduced several exciting and refreshing practices to liven up their workplace in hopes of creating an environment conducive for explosive ideation and experience sharing where the management could connect with the employees both formally and informally. These policies encourage two-way interactions and help achieve objectives like filling in the Management communication gap, providing a formal platform for employees where they could express their ideas and suggestions (which are for larger interest of the organization and require attention and action), addressing personal grievances, counseling, etc.
Listening to employee ideas, acting on employee contributions and actively involving employees in decision making are essential to employee engagement. What employees want from their managers: Focus me, Know me, Care about me, Hear me, Help me, feel proud, Help me review my contributions, Equip me, Help me see my value, Help me grow, Help me see my importance, Help me build mutual trust, Challenge me.
Many organizations have social networking and micro-blogging services on intranet that enable employees to send, discuss and read messages, internal portal for podcasting, social networking within the organization by using blogs, forums etc. People can raise various issues, offer feedback and also communicate with the senior management through this portal.
A weekly or monthly column should be written by CEO on the intranet with company announcements, programs etc.
Companies need to organize Communication Meeting, every quarter where employees can directly interact with the senior management, periodically can share the future plans of the organization, define goals and expectations.
Employees should be rewarded and recognized for good performance with awards like Employee of the Month or annual awards, competitive compensation etc.
Internal Newsletters, Magazines and regular mailers play vital role in employee engagement.
A Few Activities to be done towards employee engagement:
Treating employees like a member of the company by giving them a day off on their birthdays and anniversaries, provide play and meditation courts for the employees or organizing self-management workshop – like Yoga, Art of Living to combat the work stress, employees’ kids participating in painting competition, festival celebration etc. can make work and life balanced. Some other activities can be organizing training sessions, promote and recognize team performance, system adherence, evolve an employee friendly and business focused policies, processes and systems with high degree of automation, giving a chance to showcase their extra-curricular activities on the occasions like annual day celebration etc.
Regularly organizing various internal events on various occasions like Holi, Diwali, Dussehra, World Health Day, Children’s Day, Independence Day, Republic Day etc., organize various inter-company competitions among employees Quizzes, Sports Tournaments, Music and Dance Competitions, Cubicle decorations etc. can create a culture of fun and spark at work. External initiatives like off-site meetings, team parties, and team-bonding games to promote camaraderie among employees and also encourage people to participate in various corporate events and can make working much more fun too.
“How much self-esteem does being associate with my company give me?”
“Don’t I feel proud when an outsider recognizes me by my organization or says good things about the company I work for?”
“Doesn’t it make me feel good when my organization wins a national or international award?”
Employee engagement is the advanced step to employee satisfaction. It involves commitment, loyalty, faith and pride in the organization, a willingness to advocate for the organization, and a sense of personal responsibility. It is about creating gusto in the employees for their roles, their work and the organization. It ensures they are aligned with the values of the organization, well informed and well integrated with their colleagues and culture.
To create greater motivation within employees for the work they do and increase their commitment towards the organization, corporates are now paying extra attention to the concept of Employee Engagement. Companies are introducing an inspiring and flexible work culture, employee-friendly policies and practices and a variety of employee benefit schemes.
Tools for employee engagement include: facility to work from home, flexible time, cab facility, crèche facility, training, career and personality development, performance appraisals, performance management, communication, equal opportunity, fair treatment, pay and benefits, health and safety, cooperation and family orientation, friendliness, open door policy, job satisfaction etc. These help the organization create a strong emotional bonding with the employees.
Few valuable company engagement programs include:
Many companies have introduced several exciting and refreshing practices to liven up their workplace in hopes of creating an environment conducive for explosive ideation and experience sharing where the management could connect with the employees both formally and informally. These policies encourage two-way interactions and help achieve objectives like filling in the Management communication gap, providing a formal platform for employees where they could express their ideas and suggestions (which are for larger interest of the organization and require attention and action), addressing personal grievances, counseling, etc.
Listening to employee ideas, acting on employee contributions and actively involving employees in decision making are essential to employee engagement. What employees want from their managers: Focus me, Know me, Care about me, Hear me, Help me, feel proud, Help me review my contributions, Equip me, Help me see my value, Help me grow, Help me see my importance, Help me build mutual trust, Challenge me.
Many organizations have social networking and micro-blogging services on intranet that enable employees to send, discuss and read messages, internal portal for podcasting, social networking within the organization by using blogs, forums etc. People can raise various issues, offer feedback and also communicate with the senior management through this portal.
A weekly or monthly column should be written by CEO on the intranet with company announcements, programs etc.
Companies need to organize Communication Meeting, every quarter where employees can directly interact with the senior management, periodically can share the future plans of the organization, define goals and expectations.
Employees should be rewarded and recognized for good performance with awards like Employee of the Month or annual awards, competitive compensation etc.
Internal Newsletters, Magazines and regular mailers play vital role in employee engagement.
A Few Activities to be done towards employee engagement:
Treating employees like a member of the company by giving them a day off on their birthdays and anniversaries, provide play and meditation courts for the employees or organizing self-management workshop – like Yoga, Art of Living to combat the work stress, employees’ kids participating in painting competition, festival celebration etc. can make work and life balanced. Some other activities can be organizing training sessions, promote and recognize team performance, system adherence, evolve an employee friendly and business focused policies, processes and systems with high degree of automation, giving a chance to showcase their extra-curricular activities on the occasions like annual day celebration etc.
Regularly organizing various internal events on various occasions like Holi, Diwali, Dussehra, World Health Day, Children’s Day, Independence Day, Republic Day etc., organize various inter-company competitions among employees Quizzes, Sports Tournaments, Music and Dance Competitions, Cubicle decorations etc. can create a culture of fun and spark at work. External initiatives like off-site meetings, team parties, and team-bonding games to promote camaraderie among employees and also encourage people to participate in various corporate events and can make working much more fun too.
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