1、Building out Employee Engagement,Washington, DCJanuary 17, 2007,205,Copyright 2002 The Gallup Organization, Princeton, NJ. All rights reserved.,Q12 Revenue,Pure Attrition,Revenue Attrition,Why?,What are our clients saying?,They do not know us. They come in with great ideas but they grow stale after
2、a few yearsOur people can do it just as well as Gallup. They offer only local solutions not central solutions.The masterlist process is painful, time consuming and brings us little value.Reporting is outdated.They only ask the 12 questions.They are inflexible,Growing EE Clients,Indices and additiona
3、l itemsBarrier AnalysisCAPExit InterviewsICENew ReportsWorkplace Awards,Indices,Strengths IndexIn the last three months, my supervisor and I have had a meaningful discussion about my strengthsMy organization is committed to building the strengths of each associateEvery week, I set goals and expectat
4、ions based on my strengthsI can name the strengths of five people I work with,Indices,Leadership IndexThe leadership of my company always treats me with respectThe leadership of my company makes me enthusiastic about the futureI am confident in my companys financial future,Indices,Innovation IndexMy
5、 current job brings out my most creative ideasI feed off of the creativity of my colleaguesMy company encourages new ideas that defy conventional wisdomI have a friend at work who I share new ideas with,Engagement Drives Innovation,2%,0%,10%,20%,30%,27%,Percent Strongly Agreeing With All Four Items,
6、Of Those That Are,Not Engaged,Engaged,Copyright The Gallup Organization,Strengths + Engagement = More Creativity,Percent Strongly Agreeing that Their Job Brings Out Their Most Creative Ideas,The Company Is Strongly Committed to Building the Strengths of Each Associate,Strongly Agree,Strongly AgreeAn
7、d Engaged,Copyright The Gallup Organization,Indices,Customer Orientation IndexAt work, I know where to go with an idea to improve customer service.At work, we give our customers new ideas.I have grown in my ability to affect our customers.At work, my coworkers always do what is right for our custome
8、rs.,Additional Items,Other indices being testedChange Management, Supervisor Effectiveness, and InclusivenessOver 800 unique additional items with more than 70 categories,Barrier: Analysis Phase: The basic idea,Identify all the things that are preventing increases in engagement that are beyond local
9、 controlDig, dig, and dig some more until the root cause is clearly known, as well as the original need that led to the barrier, and who is benefitingSet up the removal phase,Barrier: Analysis Phase,Stage one: Background materials deep diveLearn the language, and identify hypotheses for follow upSta
10、ge two: Barrier identificationIn-depth interviews and focus groupsStart with top management and go all the way down to front lineAlso talk to supporting departmentsStage three: Prioritize the barriers on difficulty and impactStage four: Recommendations for next steps (removal),Barrier Analysis - Why
11、 its important,It can apply to all clientsExisting accounts: reinvigorate areas that have “stalled”, deepen the relationship, reposition GallupNew accounts: Position us as trusted advisors from the beginning, map out an integrated strategy, clear “roadblocks” from the PathIt is easy to communicateIt
12、 is easy to scaleIt leads to increased engagementIt leads to better business outcomesClients like it!,The Benefits of Removing Barriers: Case Studies,Manufacturing:Increase in Q12 four times larger than rest of company in plants with historically low engagementGovernment:Increase in CEG (customer en
13、gagement) from “worst to first”Retail Banking:First call resolution nearly doubled, 25% fewer calls to resolve problemsTurnover dropped from 62% to 47%,Barrier Analysis,Identify and Prioritize Barriers,Remove Barriers,Protect from Future Barriers,Barrier Analysis,Consulting Intervention,Management D
14、evelopment,The Root Causes,Virtually all barriers are caused by:FEAR: Fears about my situation, or fearing what others may doINFORMATION FLOW: Getting what I need, and being able to use itALIGNMENT: Working at cross purposesMONEY: Pay, bonus, incentive, budgetsSHORT TERM THINKING: at the expense of
15、long term gain,The Benefit of Only Five Causes,Since we will find problems due to one or more of these root causes:We bring a valuable perspectiveWe become uniqueBarrier removal become scalable,Barrier: Removal Phase,New scalable approaches ready to go for removing barriersEach is triggered by what
16、is found in the analysis phaseSome are supported by other Gallup toolsThe exact approach is determined by the exact barriers but there are some rules of thumbALL are based on published research in behavioral economics,Quick Overview of Barrier Removal Approaches,Accountability and Empowerment Audit,
17、When to use it:Fear, money, alignment barriersWhat it does:Survey of eleven items (some Q12 overlap)Guidance on needed changes to performance mgmt, training, communications, etc.One on one sessions with every managerExternal benchmark available Feb 2007,Empowerment,Quick fact over 60% of HQ staff in
18、 one client are now forced into “cold storage”,Performance Management,When to use it: Alignment, money, short term thinking barriersWhat it is: Completely restructuring performance management around clear outcomes, a mix of shared / local goals, and objective metricsMay also require the need for som
19、e restructuring or organizational design,Time Management and Task Tracing,When to use it: Information flow, alignment and some types of short term thinking barriersWhat it is:First determine how much time needs to be spent on critical tasks, and how much is eaten up with administrative work, by havi
20、ng managers/staff fill out diaryALL administrative tasks and reports are traced to determine actual need,Time Management and Task Tracing,Time Needed forMissionCriticalTasks,Time Needed forAdministrative Tasks,Max. Amount of Time Worked Per Day,AdministrativeTask CAPACITY,Excess Administrative Burde
21、n,1. Tasks are examined/traced to determine: - Intended vs. Actual Need - Frequency: Actual vs. Need - Possible Efficiencies and then prioritized.Tasks are assigned in order of priority until capacity is reached.Store managers are trained on intended optimal use of each remaining task via our emotio
22、nal economy lens,Rules Audit,When to use it: Fear barriers, where rules are the causeWhat it is: Tracing and if necessary changing rules to still meet the intended need without destroying engagementThere are three types of rulesGOSPEL: Always do X no matter whatGUIDELINE: Do X only if Y occursGROUND
23、 RULE: Use your judgment but stay within these boundariesRules may need to be eliminated or changed Example: Saying “is there anything else I can help you with” at the end of a call should be a guideline, not a gospel,Strategic Resource Alignment,When to use it: Money and short term thinking barrier
24、sWhat it is: A process for evaluating resource decisions based on:Impact on financialsImpact on customersImpact on employeesLessening liability or riskAvoiding catastrophic failureFour step process,Strategic Resource Alignment,Step one: Executive retreat to define strategy around costs, customers, e
25、mployees, risk, etc.Step two: Discussion with each department to determine the role each plays in achieving those strategiesStep three: Second executive session to review departmental goals, identify gaps and conflictsStep four: Training and implementation of new resource allocation process,The Near
26、 Future,Social Network MappingFor determining where information is and is not flowing, who is isolated, and where communications are vulnerableBarrier ProtectionA series of Gallup University leadership courses, to teach how to:Lead in a barrier free environmentInspire courage and hope in employees o
27、nce barriers are removedAvoid creating more barriers in the futureBoth of these will be ready to go by Q2 2007!,Building Scalability,Two trainings are plannedEMs and PartnersThe basics, listen-fors, time/resources needed, and talking pointsStrategic Consultants and Interested OthersCertification on
28、analysis and removal phasesTiming: Late February/Early March 2007,Marketing Resources,Proposal/Presentation templatesGMJ articles:Two part series on the five root causesCommon call center barriersThree client-ready one-page case studies,Barrier Analysis Projected Revenue Stream: Example,Identificati
29、on phase (200K)1 shows that “information overload” is the top priority, followed by fear and short term thinkingRemoval: Time Management/Task Tracing is done (300K)2 followed by consulting on communication channels and vehicles (50K)Protection: “Unlocking the Power of Information” three classes, 20
30、managers each (150K)Total year one revenue: 700KYear two: Repeat for Fear based barriersYear three: Repeat for Short Term Thinking barriersYear four: ReassessOngoing: Track progress with Q12 and CE11,1 Contract value for similar work at Pioneer (completed)2 Contract value for similar work at Best Bu
31、y (pending),New Reports,New ReportsNew Video,Cascading Action Plan (CAP),Consulting framework that addresses both organizational and local changeDesigned to meet the client where their business needs liveBased on cascading goals set by senior leadershipCustomized HR SolutionCreated for frontline tea
32、msCalls out the partnership between Gallup, the field organization and senior leadership,CAP,Aligns with the clients enterprise-wide people strategyCalls out the need for Gallup to do a client “scrub” of their HR programs and solutionsExecutives determine action plan item to cascade thru the organiz
33、ationLocal team chooses their own action item based on their local resultsCreates accountability, within job scope, at all levels of the field organizationPlug-in local level programs that drive resultsCreates ongoing cultural focus, thru actions, versus just a focus on the scoreEntire program is cu
34、stomized to meet the clients needs,Executive Briefing,DiagnosticResearch,Employee Engagement Measurement,Field Education,Action Planning,CAP Overview,CAP tools for front-line managers,CAP tools for front-line managers,Exit Interviews,Discover why Client high-performers are leaving beyond the “surfac
35、e” answers often given by departing employeesIdentify leading indicators of attrition that best predict future exit patterns Among various level performersIn areas with attrition “anomalies” Leverage the knowledge into more proactive workplace measurement and management strategies that impact the so
36、urce of employee retention,Program Objectives,The Gallup Q12 Exit Statements (Past Tense),I knew what was expected of me at work.I had the materials and equipment I needed to do my work right.At work, I had the opportunity to do what I do best every day.Once a week, I received recognition or praise
37、for doing good work.My supervisor, or someone at work, seemed to care about me as a person.There was someone at work who encouraged my development.At work, my opinions seemed to count.The mission/purpose of my company made me feel my job was important.My associates (fellow employees) were committed
38、to doing quality work. I had a best friend at work. In the last six months, someone at work talked to me about my progress.In the last year, I had opportunities at work to learn and grow.Most clients use custom exit interview questions in addition to these items.,Client Exit Interview Methodology,St
39、rategy &Planning,Design,Collection,Analysis &Reporting,Program Strategy & PlanningCommunication Strategy,Qualitative InterviewsDriver IdentificationQ12 Engagement,Data AnalysisQuarterly Reporting ExecutiveBriefingStrategicRecommendations,Outbound Telephone Interviews,Gallup Exit Interviews: Client R
40、esults,Global ERP Software Company ($3B sales - division of $10.8B company, 34,000 employees)Discovered tenure was one of strongest correlates to revenueIdentified 6 retention drivers Estimated cost of attrition $678K per business development personAnnualized turnover reduced from 19.5% to 10.4%Volu
41、ntary resignations reduced from 14.9% to 6.1%Fortune 50 Software Company ($44B sales, 61,000 employees)Consistently 75-80% of employees reported being very satisfied with the company when they departed Cultural issues were most often cited, including lack of: sense of accomplishment,coordination amo
42、ng work groups, work/life balance, and confidence in their managers. Gallup data influential in decisions concerning company-wide compensation policies andin opening avenues to reposition/retain talent. Investment Bank ($52B sales, 53,000 employees)Senior management transitionIdentified key areas of
43、 “uncertainty”: management, strategy/visionSales performance program had no impact on engagementRevamped training program, implemented talent selection assessment,ICE: Internal Customer Engagement,Gallups ICE is a comprehensive performance management solution for organizations that desire to measure
44、 and manage the health of their internal customer relationships to drive financial performance.ICE approach is grounded in Gallups Customer Engagement model and assumes that strong internal relationships are a function of creating strong emotional bonds or partnerships between internal partners.,Pha
45、ses of an ICE Program,Analysis and Program Design,Rollout,Development Phase,Organize an ICE steering committee to discuss options and ideas for the programElect an ICE project sponsor to drive consensus and decision makingConduct qualitative interviews in order to uncover high-level challenges and b
46、arriers to existing culture,Customize additional questions to help uncover the pillars of the culture (Goal Setting, Accountability, Role Clarity, etc.)Pre-branding and marketing for the ICE program (Expectations, Process, Next Steps)Finalize survey design,Present findings to executivesPerform train
47、-the-trainer sessions for ICE action planningHold a workshop with leaders to focus on ICE improvements and best practicesStructure an ICE champion team to identify local level challenges and follow up on progress, best practice sharing between measurements,Measurement &Analysis,Distribute surveyMeas
48、urement (Data Collection) periodData analysisLink ICE results to business outcomes and other internal measures,ICE: What We Have Found,Internal customer engagement describes a positive, dependable, emotional relationship between colleagues. This relationship drives financial success.Every time you i
49、nteract with a colleague, he or she becomes a little more or a little less engaged with your performance. But this level never stays the same.Employees who are personally engaged with their jobs tend to build engaged relationships with colleagues.The answer to improving internal customer engagement lies primarily within the organization and its employees, not with the survey or analyses of the data.,
