Engagement and Retention 2019 What is Engagement Employee

Engagement and Retention 2019

What is Engagement? • Employee Engagement is the emotional connection or commitment that an associate has to the company that then causes the associate to want to put forth the additional effort to ensure the company succeeds. – Happiness is not the same as engagement • Engagement and productivity can be affected by – – – Social cohesion Feeling supported by one's supervisor Information sharing Common goals and vision Communication Trust • Highly engaged associates are more productive and committed to the organizations in which they work.

The Three Types of Associates Engaged: Associates work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Non-Engaged: Associates are essentially “checked out. ” They’re sleepwalking through their workday, putting time—but not energy or passion—into their work. Actively Disengaged: Associates aren’t just unhappy at work: they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

Supervisors & Engagement • The top reason associates stay or leave, and engage or disengage, is how much they TRUST their immediate supervisor. • Direct supervisors account for over 70% of engagement. • The buck stops with you. • Supervisors that create positive, caring relationships with their associates, generate high levels of engagement. • What are you doing to increase the likelihood that associates will establish a positive emotional connection with Flambeau?

What’s in it for YOU? • Increased engagement and reduced turnover leads to: – Better quality. – Less scrap. – Less downtime due to lack of people. – Less indirect labor due to constantly training new associates. – Less pressure from your manager and others to improve your department’s performance.

Current Workforce • • • People have options for work. People’s attitudes toward work have changed. They want feedback more often. Collaboration – give input. Work-Life Balance Now what?

It Starts with Leadership

Leadership • 98% of people wake up in the morning wanting to do a good job. • Your job as a leader is to remove the obstacles and provide them with the tools to be successful. • Management is doing the right things; leadership is doing things right. --Peter Drucker – How results are obtained matters as much as the actual results.

Managing the Whole Person “All I want to do is hire a pair of hands, but I get the whole human being. ” --Henry Ford • What things affect people as individuals? – His or her job – Family – Health – Background and life experiences • Can’t change these things, but recognizing them and treating each person as an individual will improve your relations with people.

Connecting with Individuals • Do you care about your people? – How do you convey this? • If you treat associates simply as employees and do not recognize them as a person, you are encouraging disengagement. If you don’t care about them, why should they care about you or the company? • Change your mindset: Do not view yourself as the enforcer of performance, but rather a manager and developer of frontline talent.

What do People Want? • Compensation does not affect engagement. • People want to: – Understand “why? . ” – Feel useful, valued. – Receive a response. – Be respected. – Be asked, not told. – Feel a connection. • Focus needs to be on Trust, Recognition, and Growth.

Building Trust • Do you know the name of every associate on your shift or in your department, including the new hires? • Are you consistent in your expectations of your associates? • Do you follow through on what you say? Take action when you say you will address a situation? • Do you focus on associates’ strengths or their weaknesses? • Do you take responsibility for your department or are you quick to point the finger. • Do your associates know they matter? Do they understand their importance?

Trust • Recognize associates as individuals. – Treat others as THEY would like to be treated. – Treating people the same vs. individually. • Be real. – Authenticity goes a long way in establishing trust. – Engage in open and honest feedback. Be tactful. • Confront difficult issues in a timely manner. • Listen with respect and full attention. • Do not share personal or performance related information about associates to their co-workers. Keep negative opinions to yourself. – Illegal to share medical information • If associates aren’t comfortable going to you with their concerns or don’t believe that you will resolve issues, you will not get the behavior or performance you need for success.

Recognition • Say Thank You. • Tell the associate “great job”. – Be as specific as possible. – Timely – Public vs. Private • When public, sends a message to other associates about what success looks like. – Recognition motivates, provides a sense of accomplishment, and makes associates feel valued and appreciated. • • Performance reviews – put real thought into the comments Increase scope of responsibility – shows you trust the person Tie recognition to Core Values. No such thing as too much recognition as long as it’s honest and deserved.

Growth • Coaching and feedback on specific skills for their current position. • Express interest in their development at work. – Have regular discussions with your associates about their goals. – Support their desire to learn new things and advance within the company. – Provide opportunities to learn, practice, and perform. • Cross-training • Encourage external training where appropriate.

Culture Drives Behavior Drives Culture Eats Strategy for Breakfast – Peter Drucker Culture guides individual decisions and actions at the unconscious level—resulting in potent effects on a company's well-being and success. It is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. • Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of—generally unspoken and unwritten—rules for working together. • •

People Shape the Culture • Personalities and experiences of associates create the culture of an organization. • If doors are open, and few closed-door meetings are held, the culture is unguarded – more transparent. • If negativity about management and/or the company is widespread and complained about by employees, a culture of negativity, that is difficult to overcome, will take hold.

Culture is Learned • People learn to perform certain behaviors through either the rewards or negative consequences that follow their behavior. When a behavior is rewarded, it is repeated and the association eventually becomes part of the culture. A simple thank you from an executive, manager, or supervisor for work performed in a particular manner, molds the culture. • Associates learn culture by interacting with other associates. Most behaviors and rewards in organizations involve other associates. This begins on the first day. The culture that a new associate learns can be consciously shaped by managers and co-workers. • New associates need to meet the appropriate people who are setting the expectations for the company's culture. If these critical components are not communicated, the new associate forms his or her own version of the culture. This may or may not fit with the culture you want your associates to embrace. This is the key reason why new hire onboarding is critical. It teaches your new associates about the culture you desire.

New Hires • Select the right trainers. – A good operator does not always make a good trainer. – Interpersonal skills are just as important as technical skills. – Assignment: evaluate your trainers and make changes immediately where necessary. • Get to know your new hires. • As an Operator told me: “It’s very simple”. – Be nice to people, make them feel comfortable, ask how they are doing. • Set them up for success. • Check in regularly with the new hires.

Culture • First-line Managers drive engagement; therefore, they are the singlebiggest shaper of “culture”. – How they set expectations of their associates from performance to conduct. • “Following” is a choice. • Engagement often decreases with tenure. • Core Values – Family, Integrity, Leadership, Teamwork, Knowledge, Excellence • Do your decisions and actions reflect these values? – Post them by your desk. – Refer to them when making decisions. – Recognize associates who exemplify core value behaviors. • Are you engaged?

AN CO CE SH N O CTI TR S CO NCE TS PEOPLE SH IPP ION CT ODU ING PR TY FE AL ING ENA SA SA ITY IPP QU DU PRO INT ITY TEN MA S ST AL MA IN QU TR AIN ING Managers/Supervisors

TWI - Foundations for Good Relations • Let each associate know he or she is doing. – Set expectations – Call attention to a job well done – Point out areas to improve • Give credit when due – Look for extra or unusual performance – Tell the person while it’s “hot”

TWI - Foundations for Good Relations • Tell people in advance about changes that will affect them – Tell them why, if possible – Work with them to accept the change • Make the best use of each person’s ability – How well do you know your people and their skills? – Look for abilities not now being used – Never stand in a person’s way – Include in 5 S events – What talents does each person have and how can that talent be used?

Visual Management • Using visual tools can increase an associate’s engagement. • Displaying images of products in use helps associates visualize and relate to how their work impacts the final product or, when it is the final product, how it is used and its value in the marketplace. • Allows associates to take ownership and feel a sense of pride in their work. • Visual performance measures will also help associates become more invested in the process and final outcome.

Actions to Take • Memorize the names of every associate. • Address each associate by name. • Practice the 20/10 rule – If you pass within 20 feet of another person, make eye contact. – If you pass within 10 feet of another person, address them by name • Make a point of communicating with each person every day. • Get to know your associates. – What motivates them? – What interests do they have, inside or outside of work? – What would they like to learn at work? Are they interested in advancement? – Recognize and say thank you to them.

Actions to Take • Ensure your associates receive the proper training. • Be positive in your interactions – Do you find that most of your conversations are negative in nature? – Do you encourage ideas and suggestions or do you shoot them down quickly? Acknowledge the initiative to bring ideas forward. – Constructive vs. Critical • Curb negative behavior and comments. • Shift complaining to idea sharing. – It sounds like you’re unhappy with this process. Do you have any ideas of how we could do this to make it more effective and fair for all? • Engage in open and honest feedback. • Really listen to your people.

Your Impact • I have come to the frightening conclusion that I am the decisive element in the workplace. It is my personal approach that creates the climate. • It is my daily mood that makes the weather. • I possess tremendous power to make life miserable or joyous. • I can be a tool of torture or an instrument of inspiration, I can humiliate or humor, hurt or heal. • In all situations, it is my response that decides whether a crisis is escalated or de-escalated, and a person is humanized or dehumanized. – Haim G. Ginott

What one thing did you take away from today’s session? What one action/practice can you apply to help build engagement with the people you are responsible for? seisen@flambeau. com