This is essentially a conceptual mapping of how to create a high performance environment in an organization. To achieve this, we've developed a process for improving employee experience while also improving leadership effectiveness. This creates a mutually beneficial relationship between employees and the organization with the optimal information and leadership effectiveness with the following expected outcomes:
Expected Outcomes:
Increased Engagement: A 20% increase in employee engagement scores within 12 months.
Reduced Turnover: A double-digit decrease in employee turnover rate within the same period (greatly dependent on individual organization's opportunity)
Improved Fulfillment: A 25% increase in employee satisfaction with their work and career development opportunities.
Enhanced Belonging: A 30% increase in employees feeling valued, included, and connected to the organization.
By combining data-driven insights, facilitation, targeted interventions, and continuous improvement activities, this program creates a high performance culture backed up by the data.
The Keys to Success
To understand the effectiveness of this process…
If you don't buy into and/or understand these two things:
The importance of focusing on both fulfillment and engagement for employee performance
The necessity of understanding individual motivations, tendencies, preferences and behaviors and the folly of relying solely on anonymous engagement readings.
Please click here to read our White Paper before continuing.
The iceberg diagram below illustrates the challenge when you have to deal with large groups of people who will always have large variations in what keeps them energized and engaged. Too often, we think that money or recognition or showing appreciation and warmth or… is what is needed but the reality is that for a double digit percentage of the employees, these 3 engagement factors will have little or no impact and for some, negative impact. Below is a model of the key measurable engagement factors. Most people are motivated highly by 2 to 6 of these but they differ widely.
Level of Desire for (LDF):
(For most, goes from close to NO DESIRE WHATSOEVER to something they have to be seeking most of the time to feel right about things)
Intensity or Tendency to be (ITB):
Development
Work/Life Balance
Opportunities to Earn Extra Incentives
More Money/Salary overall
Recognition (public vs private appreciation)
Change
Job Security
Helping Others
Having your Opinions Valued
Business/Finance Focus (From None to exclusively)
Being Part of team (Never to only…)
Appreciation
Advancement
To be Informed/kept in the loop
Flexible work time
Social Opportunities at work
Personal Help
Research / Learning
Building / making
Autonomy
Deadline Pressure/last minute motivation
Teaching
Mechanical
Digital
Manual Work
Numerical Work
Leadership Opportunities
Project Management Opportunities
Working for a Leader I can really respect
(For most, goes from close to NONE to an addiction of some kind, something they have to be doing most of the time to feel right about things)
In Control
Overt and Direct in communicating
Creative and Experimenting
In a state of flux
Systematic
Analyzing Scenarios
Engaged with people
Open Minded or Discussing things out...
Stressed
Effect:
Engagement and fulfillment of Each Employee
Which impacts productivity and performance
Causes: (Typically misunderstood or not considered)
Individualized Understanding/Attention to the 2-5
Engagement Factors Key to Each Employee from the list below:
Most organizations conduct employee satisfaction surveys, eNPS, or so-called engagement/pulse surveys. These ask the same questions of all participants whether the issue is important to the individual or not. They are also anonymous so you can’t address an individual’s results directly. These results are analyzed by the organization and departments but because there are over 20 engagement factors that can be the driving influence for any one individual (advancement, money, public recognition, problem-solving, relationship, job security…), when they are averaged together, the usefulness diminishes.
Also, as has been well documented, most organizations struggle to improve significantly even with volumes of this kind of data. Unfortunately, the poor results don’t seem to matter, as the abundance of this anonymous data and the reports generated proliferate in many organization with little discernable benefit.
There is a better way that moves the needle up.
What’s the situation today with Engagement and Pulse Survey Data & Programs?
After the E-leverage Process
“The assessment itself is very powerful because it’s very real, it’s very personal, it’s very relevant. And if you combine that with some structured learning, we believe that you can get a big impact in terms of really directing these behavioral shifts. Coaching and feedback is extremely important to our organization as relates to our people managers.”
Typical Programs to Address Engagement
