They Dont Make Them Like They Used To

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They Don’t Make Them Like They Used To…. . Employee Engagement in Today’s Marketplace

They Don’t Make Them Like They Used To…. . Employee Engagement in Today’s Marketplace January 20, 2015 Facilitated by: Cheryl Chester & Leesa Schipani, SPHR Kardas. Larson, LLC www. kardaslarson. com All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Who’s Sinking Your Boat? Bob Kelleher www. Employee. Engagement. com All material in this

Who’s Sinking Your Boat? Bob Kelleher www. Employee. Engagement. com All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Who’s Sinking Your Boat In your table teams, identify: ü 1 -2 key learnings

Who’s Sinking Your Boat In your table teams, identify: ü 1 -2 key learnings from the video üWhat you can do to apply these learnings to inform the HR function All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Session Objectives ØUnderstand the four generations that comprise today’s workforce ØReview the critical engagement

Session Objectives ØUnderstand the four generations that comprise today’s workforce ØReview the critical engagement factors for today’s employees ØEvaluate your organization’s current approach to engagement ØApply specific engagement tools and techniques to your organization All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Employee Engagement……. A mutual commitment between the company and its employees. All material in

Employee Engagement……. A mutual commitment between the company and its employees. All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Employee Engagement ØThe emotional commitment the employee has to the organization and its goals.

Employee Engagement ØThe emotional commitment the employee has to the organization and its goals. Forbes ØThe commitment employees feel toward their organization that promotes discretionary effort; going the extra mile. ØNOT employee satisfaction All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC. AON/Hewitt

Gallup Research* • 30% of workers are Engaged • 52% are Disengaged • 18

Gallup Research* • 30% of workers are Engaged • 52% are Disengaged • 18 % are Actively Disengaged * State of the American Workplace, 2013 All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Engagement Playbook High-Performance Culture Audit All material in this document is considered proprietary to

Engagement Playbook High-Performance Culture Audit All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

So What? A Disengaged Employee costs the average organization $3, 400 per $10, 000

So What? A Disengaged Employee costs the average organization $3, 400 per $10, 000 of annual salary! All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Icebreaker • • • Assign to groups based on which year you were born?

Icebreaker • • • Assign to groups based on which year you were born? - Group A: Prior to 1945 - Group B: 1946 -1964 - Group C: 1965 -1985 - Group D: 1986 -early 2000’s Answer 2 questions -What keeps you engaged at work? -What challenges are your experiencing with co-workers? Designate a spokesperson All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

The Four-Generation Workforce All material in this document is considered proprietary to Kardas. Larson,

The Four-Generation Workforce All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Traditionalists Born prior to 1945 Characteristics üMay have lived through the Great Depression and

Traditionalists Born prior to 1945 Characteristics üMay have lived through the Great Depression and WW II üStrong commitment to loyalty and hard work üMany have made a lifetime commitment to one job or company üComfortable working on longer-term projects Key Engagement Drivers ü Respect from their peers and managers for their years of service and knowledge. ü Opportunity to train less experienced workers ü Flexible work schedule ü Retirement incentives All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Baby Boomers Born 1946 -1964 Characteristics üShaped by the Vietnam War, a time of

Baby Boomers Born 1946 -1964 Characteristics üShaped by the Vietnam War, a time of great social change and uncertainty üKnown as the “me” generation üLoyal to teams, not organizations or managers üComfortable in siloed organizations where their goal is to rise to the top of that function üMany are workaholics üIdentify closely with their particular profession Key Engagement Drivers ü Participating in challenging projects with colleagues ü Face to face communications ü Recognition for their status and tenure ü Promise of future stability-retirement, pension, stock options All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Generation X Born 1965 -1985 Characteristics üGrew up in homes where both parents worked

Generation X Born 1965 -1985 Characteristics üGrew up in homes where both parents worked üDivorce was increasingly common ü“Latch key”; often fended for themselves üHappy when working independently üDon’t like authority figures or being told what to do Key Engagement Drivers Collaborative environment Autonomy Highly creative projects Respect earned through performance recognition and reward ü Work/life balance ü ü All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Millennials (Gen Y) Born 1986 -early 2000’s Characteristics Key Engagement Drivers üOften raised by

Millennials (Gen Y) Born 1986 -early 2000’s Characteristics Key Engagement Drivers üOften raised by over-protected parents who lavished them with praise üFor many, their first job out of college is their first job ever üMany have strong work ethic, but want to work on their own schedule ü 70% expect to stay in their current jobs for less than 5 years ü 71% expect immediate feedback from their managers yet are fragile when it’s not positive üAre very clear on their work preferences ü Frequent communication with peers and managers ü Frequent rewards and recognition (instant gratification) ü Rapid development opportunities and career advancement ü Having their feedback acknowledged and acted upon ü Corporate citizenship/social consciousness All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Key Imperatives for Engagement Apply the Five “I’s” of Employee Engagement: 1. Inform- provide

Key Imperatives for Engagement Apply the Five “I’s” of Employee Engagement: 1. Inform- provide employees with the information they need to understand the organization’s direction. 2. Inspire-connect employees to the organization’s vision so that they can take pride in their work in support of this vision. 3. Instruct-support employees with the training, coaching and feedback they need to successfully perform. 4. Involve-take action to solicit employee feedback in improving work processes and solving work problems. 5. Ibehaviors and motivate employees to give their best ncent-deploy appropriate systems to measure, reward and reinforce desired employee All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Engagement Playbook Evaluating Your Organization’s Key Engagement Imperatives All material in this document is

Engagement Playbook Evaluating Your Organization’s Key Engagement Imperatives All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

2 Components of Engagement 1. Organizational Initiatives 2. Management Initiatives All material in this

2 Components of Engagement 1. Organizational Initiatives 2. Management Initiatives All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Engagement Best Practices Organizational Initiatives Management Initiatives § Conduct employee Focus Groups § Develop

Engagement Best Practices Organizational Initiatives Management Initiatives § Conduct employee Focus Groups § Develop core management competencies § Implement a cross-training program § Provide clarity on performance expectations § Clarify performance standards • Provide ongoing coaching and feedback § Formalize a rewards & recognition program § Recognize individual and team accomplishments § Identify growth advancement opportunities § Encourage peer-to-peer and cross-departmental work § Implement an ongoing Communication Process § Support employee skill development § Celebrate successes • Be accessible and interested § Hold “skip level” employee meetings • Provide ongoing organizational communication updates to your team All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Engagement Playbook Evaluating your Organizational and Management Initiatives All material in this document is

Engagement Playbook Evaluating your Organizational and Management Initiatives All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

HR Best Practices: Knowledge Transfer! üMentoring and Reverse Mentoring üPhased Retirement üCareer Pathing üJob

HR Best Practices: Knowledge Transfer! üMentoring and Reverse Mentoring üPhased Retirement üCareer Pathing üJob Shadowing and Job Rotation üCross-generational team building events üIntegrating Project Teams All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Engagement Playbook Engagement: Call to Action All material in this document is considered proprietary

Engagement Playbook Engagement: Call to Action All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.

Thank you! Leesa Schipani leesa@kardaslarson. com 860 -539 -2922 Cheryl Chester cheryl@kardaslarson. com 860

Thank you! Leesa Schipani leesa@kardaslarson. com 860 -539 -2922 Cheryl Chester cheryl@kardaslarson. com 860 -306 -5843 All material in this document is considered proprietary to Kardas. Larson, LLC. No section of this document may be duplicated or released to any third party without written permission of Kardas. Larson, LLC.