Category: Engagement

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Engagement

Employee Engagement Gets a Big Boost from the UK: The MacLeod Review

I’m back from my brief blog break and wanted to share these links to a major new employee engagement report recently released by the UK.

Amazing: a major government commissions an independent report on employee engagement’s impact on business practice, and then it provides open access to the information! The official report is titled Engaging for Success: Enhancing Performance through Employee Engagement by David MacLeod and Nita Clarke.

Here are two great sources that summarize this important new report:

(Thanks, guys!)

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Engagement

Help for Communicating with Employees

I found two great resources on internal communications that I want to share.

Melcrum’s Source for Communicators recently featured a great article on how to help prepare managers who have to deliver difficult news. It provides guidance on creating the appropriate communications environment for employees + helping managers build their confidence in communicating in a challenging situation.

I’m also happy to recommend Jane Vanderhorst’s new blog focused on helping HR professionals with employee communications, The Inside Voice: Effective HR Communications That Engage Employees. Check it out and then pass it along to the HR folks in your organization.

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Engagement

Re-energize Employees and Organizations

As a follow up to my recent series Re-Charging Employee Morale, here’s an approach that helps employees re-energize themselves and their organizations.

 

“To effectively re-energize their workforces, organizations need to shift their emphasis from getting more out of people to investing more in them, so they are motivated-and able-to bring more of themselves to work everyday. To recharge themselves, individuals need to recognize the costs of energy-depleting behaviors and then take responsibility for changing them, regardless of the circumstances they’re facing.”

The excerpt is from the article:  Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy of The Energy Project, a consulting firm focused on building “sustainable high performance cultures by teaching people to manage their energy rather than their time” — the latter being a finite resource. Their approach helps employees better understand and better manage four energy sources:

  • physical – involving nutrition, fitness, and sleep/rest
  • emotional – the ability to cultivate positive emotions
  • mental – being mindful and maintaining focus, including dealing with multiple distractions
  • “human spirit” – a clear sense of purpose and meaning in one’s work and life.

Check out The Energy Project’s blog: Changing the Way the World Works to learn more.

Judging by their client list, The Energy Project has helped many organizations and their employees. If it’s unlikely that your company will find itself on that list, don’t wait … start by exploring how you can better manage your energy.

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Engagement

Re-Charging Employee Morale: Organizational Tips

This wraps up my series of posts in which I feature coaching tips from business consultant-coach-authors Dawn Lennon, Phil Gerbyshak, and Michelle Gall, who graciously shared their suggestions for coping in this chaotic climate.

Leadership and Performance Improvement Coach, Dawn Lennon, who is the author of Business Fitness: The Power to Succeed – Your Way, gives us an organizational perspective in her response to my question:

In organizations where employees are experiencing low morale, low motivation, general malaise, etc. – due to workplace pressures and current economic conditions – what do you suggest to help people re-energize themselves and their co-workers? 

“Relentless negative messages are suffocating. When people hear or read nothing but discouraging news day after day in the media, at staff meetings, in company e-mails, and at the water cooler, they develop a feeling of powerlessness that can sap even the strongest spirit. The truth is that the glass is always half full and half empty at the same time. How we see the contents of the glass determines how we proceed. When the spirit of our employees flags, management needs to look at the messages it’s sending.

“Employees get energy, motivation, and optimism from a clear understanding of the state of the business (how it’s doing financially, what the market needs, how costs impact operations) and what the business needs them to do to make a difference.

“People want to feel in control of their work life. They don’t want to feel like they are sitting in wait for something awful to happen. They don’t want to live in dread of unseen inevitabilities. Employers owe their employees the information they need to make good choices each day about what they do, how they work, and what their options are.

“Businesses that see a pall falling over their employees need to do three things:

“Deliver a balanced (upside and downside) state of the business message face to face to employees—Use the existing leadership (executives, managers, and first line supervisors) to communicate these messages in ways that connect with employees and allow for candid questions and answers.

“Develop specific performance initiatives with each employee that aligns his/her work with the needs of the business—Give employees a clear understanding of how their contributions are helping to drive the success of the business by having each person meet with his/her supervisor to set priorities.

“Meet with work group employees together each week to review progress—Build a sense of team camaraderie where each person’s efforts are applauded in the context of the broader needs of the business. Reinforce the state of the business messages, showcasing how the positives are beginning to impact the negatives.

“The engagement of team effort around a central challenge is a strong antidote to malaise. It brings fresh air into the workplace, builds optimism through shared involvement, and helps people to focus less on their individual concerns and more on the power of the team. Together we generally feel stronger and safer than we do alone.”

 

Thanks, Dawn!

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Engagement

Re-charging Employee Morale: Team Tips

This is the second in a series of three posts in which I feature coaching tips from business consultant-coach-authors Michelle Gall, Dawn Lennon, and Phil Gerbyshak on how to cope in this chaotic climate.

Today I feature Michelle Gall, executive coach and the author of Keep Your WITS About You: Work Smart, Be Happy, Feel Great. Here’s what Michelle had to say in response to the question:

In organizations where employees are experiencing low morale, low motivation, general malaise, etc. – due to workplace pressures and current economic conditions – what do you suggest to help people re-energize themselves and their co-workers? 

“You’ve heard it all. The market value of everyone’s retirement savings has plummeted while insomnia has soared to new heights. The economic meltdown has ridden roughshod over college funds, nest eggs, and employee morale. Just a year ago, employees had their sights set on upward mobility and corner offices, but now they’re hanging on by their fingernails just to keep what they have. Everyone knows someone who has been fired or laid-off in the last year; if you don’t, you either travel in rarefied circles or you’re out-of-touch with the American workplace.

“It’s easy to have a good attitude when things are going well, but it takes someone special to stay positive during trying times. Not just anyone can turn lemons into lemonade. That’s why bad times call for good people. You don’t need a lot of money to have fun –– just the right people. Here are a few of my favorite tips for building camaraderie and improving workplace morale:

  • Cookie Exchange: Everyone brings in a plate of one dozen homemade cookies and a paper bag. Employees then fill their paper bags with one dozen different cookies (each cookie from a different plate). In this way, employees arrive with their own cookies, but they leave with an assortment of different cookies baked by their colleagues. Everyone gives and receives. The only rule: everyone leaves with a full bag so that there are no leftover cookies.
  • Thank You Notes: This team-building exercise is a more meaningful version of “Secret Santa,” where everyone ends up with positive feedback. Each employee writes his/her name on a piece of paper and drops it into a large manila envelope. Each person then reaches into the manila envelope and picks out a colleague’s name at random. The employee then has 24 hours to write a thank you note to the colleague for behaviors and actions that s/he appreciates in that person. It’s extra convenient and fun if a variety of blank note cards are available to employees for this exercise. The notes can be unsigned and typed if desired to preserve anonymity. The next day, all the thank you cards are placed in a large manila envelope, retrieved randomly, and distributed to each employee by name for their reading pleasure.
  • Catch ‘Em Doing Something Good: The two exercises described above reward everyone, but perhaps you prefer to reward only those employees who demonstrate a particular desired behavior. Cedars-Sinai Medical Center faced this challenge when it wanted to increase hand-washing among its doctors. Their solution? The hospital empowered a posse of nurses to award a $10 Starbucks card to every physician they caught in the act of hand-washing. It may be hard to believe, but this low-cost incentive increased hand-hygiene compliance from 65% to 80%. If a $10 Starbucks card can reinforce good behavior in high-paid doctors, just think how effective it could be with lesser-paid employees at your organization for whom a stop at Starbucks is now a rare treat. [Here’s more info about the Cedars-Sinai case.]

“There are lots of variations on the above team-building exercises, and you can adjust or tailor them easily to fit your particular industry or workplace norms. These morale-boosters deliver a big bang for the buck. They cost little or nothing, and they’re easy to implement. What’s more, they also offer employees the opportunity to be creative and have fun, which helps reduce stress and enhance morale. Bad times call for good people. Be one of the good guys.”

Thanks, Michelle!

I’ll have more tips in next week’s post …

 

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Engagement

Re-charging Employee Morale: Individual Tips

How can employees stay motivated in today’s chaotic business climate? I asked business consultant-coach-authors Phil Gerbyshak, Michelle Gall, and Dawn Lennon to share their suggestions for coping strategies in the workplace.

I’ll start with Phil Gerbyshak, management and identity consultant, who is also the author of 10 Ways to Make it Great! and the Slacker Manager blog. Following is his response to my question:

In organizations where employees are experiencing low morale, low motivation, general malaise, etc. – due to workplace pressures and current economic conditions – what do you suggest to help people re-energize themselves and their co-workers? 

“First, avoid commiserating with co-workers who are not energized. Negative people will suck the absolute life out of you. Instead, invest your time on the folks who lift you up, who breath life into you, and who are willing to lend a hand when you need it.

“Second, focus on what you can control and not what you can’t, and encourage others to do the same. You can’t fix the economy by yourself, you can’t make your 401(k) suddenly go up the 40% you lost last year, and you can’t make the news broadcast positive stuff instead of always focusing on the negative. What you can do is bring a lunch to work one more day a week to save a few dollars, you can bring coffee from home, you can contact a financial planner to make sure you are still investing the right way, and you can turn off the TV and stop buying the newspaper.

“Last but not least, find something new that you’ve always wanted to learn about and check out a book from the library about it. Dedicate one hour a week to learning more about this new thing, and at the end of the year, you’ll be 52 hours closer to being an expert in whatever you chose to study.

“Things may stink right now, but remember: it’s always darkest before the dawn. If you make a few small changes now, to your thinking, and to your life, when things get better, you’ll be well positioned to make your life GREAT!”

Thanks, Phil!

Stay tuned for more great advice in my next two posts …

 

 

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Engagement Marketing

Who is More Engaged: Nonprofit or Forprofit Employees?

An interesting question that I’m finding is a challenge to answer. My initial presumption was nonprofit staff would be more engaged because their work is mission-driven. However, I’ve also known nonprofit employees who are minimally engaged because their workplace situation turned out to be negative. So I started a quest to find research on nonprofit employment engagement and discovered there’s not much out there.

What I was able to find came from Gallup, and it surprised me. Jessica Tyler, Practice Manager in Employee Engagement, shared comparative data from Gallup’s global database with results showing employees in the nonprofit segment were actually less “engaged” and slightly more “actively disengaged” than employees in the overall database.

Commenting on this, Gallup consultant Bill McEwen noted: “It certainly appears that the employees of not-for-profit organizations, while perhaps attracted by a strong sense of mission, are often less (rather than more) engaged than the average employee. Of course, this varies by organization … as some of them are super in recognizing and energizing those who work for them, while others may pay great attention to their mission and relatively little attention to the people called upon to fulfill it.”

As Jessica aptly noted: “Connecting to the mission is just one of the [many] critical elements involved in a person or team’s engagement.” But it’s clearly not enough.

[Thanks, Jessica and Bill, for your help with this post.]

Special request

While most employee engagement research seems to include the healthcare and government sectors, I haven’t found data on other nonprofits that include social & human services, arts & cultural organizations, professional associations, education, and membership-based organizations. If you’re aware of any, please let me know.

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Engagement

Employee Engagement Levels & Segmentation

What’s the difference between employees who are engaged and those who are not?

” … engaged employees stay for what they give (they like their work) [whereas] disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).”

This excerpt is from research firm BlessingWhite’s  2008 Employee Engagement Report, specifically its North American findings. (Note: You can also find highlights of their global research in the UK/Ireland, Germany, Europe, and Asia-Pacific regions on their website.)

Levels of Engagement

BlessingWhite’s research also describes five employee segments that vary by the level of contribution to a company’s success and the employee’s job satisfaction:

  • The Engaged– high contribution & high satisfaction. A most desirable group, yet one that still needs attention. Employers must keep these workers engaged or risk them falling into one of the next three segments.
  • Almost Engaged– medium to high contribution & satisfaction. A valuable group within reach of full engagement.
  • Honeymooners and Hamsters– medium to high satisfaction, but low contribution. Being relatively new to the company, Honeymooners are happy to be there although they haven’t yet figured out how best to contribute. Hamsters, however, may be working hard, yet contribute little to the success of the company; i.e., spinning their wheels.
  • Crash & Burners– medium to high contribution, but low satisfaction. These workers perform well, but are disillusioned and dissatisfied with the company. They have the potential to become totally disengaged while negatively influencing other employees.
  • The Disengaged – low to medium contribution & satisfaction. This group is “the most disconnected from organizational priorities, often feel underutilized, and are clearly not getting what they need from work.” If these workers can’t be coached to higher levels of engagement, an exit strategy would benefit both employee and the company.

To learn more, check out BlessingWhite’s 2008 Employee Engagement Report that also contains management tips on how to effectively engage employees. My favorite is the one that asks managers to reflect where they find themselves on the engagement spectrum. It’s a fascinating question: how long can a manager continue to inspire and engage others when his/her own job satisfaction and contribution are below par?

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Engagement

Gather Round: A Staff Meeting Template that Works

With e-mail dominating internal communications, staff meetings are becoming a lost art form. Here’s a meeting template that helps engage employees and minimize their passive participation.

A little background: I developed this template for a marketing communications firm that needed to bring together its creatives and administrators (aka “the suits”). With the account execs out on client or media visits and the creative staff at their desks, casual internal communications was no longer effective for this group of 12 employees.

The following hour long agenda was used in staff meetings held twice a month. This template can be adapted by other organizations to suit their needs.

  1. What’s going on – agency principals share strategies, policies, and organizational updates (approx. 10 minutes)
  2. Business development – briefly sharing information (approx. 20 minutes) on:
    1. new clients and prospects (including which account execs were involved so staff knew who to go to if a new client or prospect called)
    2. client opportunities (ideas/suggestions on “what else” can be done or offered to help clients achieve their marketing & sales goals)
    3. analysis of lost business (what happened)
  3. Campaigns in progress – brief sharing of new creative work and, if needed, existing campaign updates (approx. 15 minutes)
  4. Lessons Learned – one or two employees voluntarily share a recent work-related experience (approx. 5 minutes):
    1. Favorite Mistakes (things we did that we don’t want to repeat)
    2. Favorite Catches (good things we did that we hope to do again)
  5. Wrap up/next steps – summarizing any follow up action items (approx. 5 minutes).

The result of the new meetings was a more informed and cohesive staff who better understood the firm’s business.They also expressed a better appreciation for how their individual and collective efforts contributed to client service and satisfaction.

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Engagement

From Fish to Fireside: Making Time for Employee Communications

You’d think that internal communications would be easier with company layoffs since there are fewer people to communicate with. But with the remaining employees expected to do more with less (including time), how do you maintain internal communications?

Here are several small group communications approaches & motifs that companies use:

  • “Sardine seminars” – employees share specialized skills or knowledge with each other in a condensed time frame. Think brown-bag lunches or designate a prescribed time (ranging from 20 minutes to an hour) to conduct such a session that will help bridge organizational silos.
  • Fireside chats – an informal gathering where managers can listen to employee concerns and issues. (Set up a computer screen with a burning yule log for atmosphere … and don’t forget the coffee, tea & sweets!)
  • “Studio Executive Coffee Series” – The Walt Disney Studios hosts these in which small groups of employees get to meet with senior executives to learn about what they’re working on. (You can read more about Disney’s internal communications on Melcrum’s The Source for Communicators.)

I’d love to hear about other ways companies “package” internal communications among employees as well as between management and employees. (Speed meetings, anyone?) Your ideas are welcome!