BuildingOutEmployeeEngagment打造员工敬业度

BuildingoutEmployeeEngagementWashington,DCJanuary17,2007205$0$10,000$20,000$30,000$40,000$50,000$60,000$70,000Revenue200120022003200420052006Copyright©2002TheGallupOrganization,Princeton,NJ.Allrightsreserved.Q12RevenuePureAttrition0%10%20%30%40%50%60%70%1234520012002200320042005RevenueAttrition0%10%20%30%40%50%60%70%1234520012002200320042005Why?Whatareourclientssaying?•Theydonotknowus.•Theycomeinwithgreatideasbuttheygrowstaleafterafewyears•OurpeoplecandoitjustaswellasGallup.•Theyofferonlylocalsolutionsnotcentralsolutions.•Themasterlistprocessispainful,timeconsumingandbringsuslittlevalue.•Reportingisoutdated.•Theyonlyaskthe12questions.•TheyareinflexibleGrowingEEClients•Indicesandadditionalitems•BarrierAnalysis•CAP•ExitInterviews•ICE•NewReports•WorkplaceAwardsIndicesStrengthsIndex–Inthelastthreemonths,mysupervisorandIhavehadameaningfuldiscussionaboutmystrengths–Myorganizationiscommittedtobuildingthestrengthsofeachassociate–Everyweek,Isetgoalsandexpectationsbasedonmystrengths–IcannamethestrengthsoffivepeopleIworkwithIndicesLeadershipIndex–Theleadershipofmycompanyalwaystreatsmewithrespect–Theleadershipofmycompanymakesmeenthusiasticaboutthefuture–Iamconfidentinmycompany’sfinancialfutureIndicesInnovationIndex–Mycurrentjobbringsoutmymostcreativeideas–Ifeedoffofthecreativityofmycolleagues–Mycompanyencouragesnewideasthatdefyconventionalwisdom–IhaveafriendatworkwhoIsharenewideaswithEngagementDrivesInnovation2%0%10%20%30%27%PercentStronglyAgreeingWithAllFourItemsOfThoseThatAre…NotEngagedEngagedCopyrightTheGallupOrganizationStrengths+Engagement=MoreCreativity20%30%40%50%60%70%54%66%PercentStronglyAgreeingthatTheirJobBringsOutTheirMostCreativeIdeasTheCompanyIsStronglyCommittedtoBuildingtheStrengthsofEachAssociateStronglyAgreeStronglyAgreeAndEngagedCopyrightTheGallupOrganizationIndicesCustomerOrientationIndex–Atwork,Iknowwheretogowithanideatoimprovecustomerservice.–Atwork,wegiveourcustomersnewideas.–Ihavegrowninmyabilitytoaffectourcustomers.–Atwork,mycoworkersalwaysdowhatisrightforourcustomers.AdditionalItems•Otherindicesbeingtested–ChangeManagement,SupervisorEffectiveness,andInclusiveness•Over800uniqueadditionalitemswithmorethan70categoriesBarrier:AnalysisPhase:Thebasicidea•Identifyallthethingsthatarepreventingincreasesinengagementthatarebeyondlocalcontrol•Dig,dig,anddigsomemoreuntiltherootcauseisclearlyknown,aswellastheoriginalneedthatledtothebarrier,andwhoisbenefiting•SetuptheremovalphaseBarrier:AnalysisPhase•Stageone:Backgroundmaterialsdeepdive–Learnthelanguage,andidentifyhypothesesforfollowup•Stagetwo:Barrieridentification–In-depthinterviewsandfocusgroups–Startwithtopmanagementandgoallthewaydowntofrontline–Alsotalktosupportingdepartments•Stagethree:Prioritizethebarriersondifficultyandimpact•Stagefour:Recommendationsfornextsteps(removal)BarrierAnalysis-Whyit’simportant•Itcanapplytoallclients–Existingaccounts:reinvigorateareasthathave“stalled”,deepentherelationship,repositionGallup–Newaccounts:Positionusastrustedadvisorsfromthebeginning,mapoutanintegratedstrategy,clear“roadblocks”fromthePath•Itiseasytocommunicate•Itiseasytoscale•Itleadstoincreasedengagement•Itleadstobetterbusinessoutcomes•Clientslikeit!TheBenefitsofRemovingBarriers:CaseStudies•Manufacturing:–IncreaseinQ12fourtimeslargerthanrestofcompanyinplantswithhistoricallylowengagement•Government:–IncreaseinCEG(customerengagement)from“worsttofirst”•RetailBanking:–Firstcallresolutionnearlydoubled,25%fewercallstoresolveproblems–Turnoverdroppedfrom62%to47%BarrierAnalysisIdentifyandPrioritizeBarriersRemoveBarriersProtectfromFutureBarriersBarrierAnalysisConsultingInterventionManagementDevelopmentTheRootCauses•Virtuallyallbarriersarecausedby:–FEAR:Fearsaboutmysituation,orfearingwhatothersmaydo–INFORMATIONFLOW:GettingwhatIneed,andbeingabletouseit–ALIGNMENT:Workingatcrosspurposes–MONEY:Pay,bonus,incentive,budgets–SHORTTERMTHINKING:…attheexpenseoflongtermgainTheBenefitofOnlyFiveCauses•Sincewewillfindproblemsduetooneormoreoftheserootcauses:–Webringavaluableperspective–Webecomeunique–BarrierremovalbecomescalableBarrier:RemovalPhase•Newscalableapproachesreadytogoforremovingbarriers•Eachistriggeredbywhatisfoundintheanalysisphase•SomearesupportedbyotherGalluptools•Theexactapproachisdeterminedbytheexactbarriers…buttherearesomerulesofthumb•ALLarebasedonpublishedresearchinbehavioraleconomicsQuickOverviewofBarrierRemovalApproachesAccountabilityandEmpowermentAudit•Whentouseit:–Fear,money,alignmentbarriers•Whatitdoes:–Surveyofelevenitems(someQ12overlap)–Guidanceonneededchangestoperformancemgmt,training,communications,etc.–Oneononesessionswitheverymanager•ExternalbenchmarkavailableFeb2007AccountabilityLowHighLowHighLooseCannonTopPerformerColdStorageBrokenSpiritEmpowermentQuickfact…over60%ofHQstaffinoneclientarenowforcedinto“coldstorage”PerformanceManagement•Whentouseit:Alignment,money,shorttermthinkingbarriers•Whatitis:Completelyrestructuringperformancemanagementaroundclearoutcomes,amixofshared/localgoals,andobjectivemetrics•Mayalsorequiretheneedforsomerestructuringororganizationaldes