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![THE WAY OUT: WITNESS EFFECT
“People who merely witness or hear about a helpful interchange may…
experience the positive emotion of elation. [This sparks] a generalized
desire to become a better person and perform helpful acts oneself. […]
Experiences of elevation, then, carry the potential to change people as
well as groups, organizations and communities.”
- Dr. Barbara Frederickson, UNC
Source: WSJ and iOpener Institute 2012
67](https://image.slidesharecdn.com/circlesofengagementhellwebinarslideshare-140304104620-phpapp01/75/The-9-Circles-of-Employee-Engagement-Hell-67-2048.jpg)
![THE WAY OUT: WITNESS EFFECT
“People who merely witness or hear about a helpful interchange may…
experience the positive emotion of elation. [This sparks] a generalized
desire to become a better person and perform helpful acts oneself. […]
Experiences of elevation, then, carry the potential to change people as
well as groups, organizations and communities.”
- Dr. Barbara Frederickson, UNC
Source: WSJ and iOpener Institute 2012
67](https://crownmelresort.com/image.slidesharecdn.com/circlesofengagementhellwebinarslideshare-140304104620-phpapp01/75/The-9-Circles-of-Employee-Engagement-Hell-67-2048.jpg)
Uploaded byGloboforce
The 9 Circles of Employee Engagement Hell
This document provides an escape plan for addressing employee disengagement and lack of alignment in organizations. It identifies 8 key reasons for disengagement: 1) Stagnation, 2) No Alignment, 3) Lack of Support, 4) Budget, 5) Wrath, 6) Heresy, 7) Lack of Respect and Relationships, and 8) Fraud. For each reason, it summarizes relevant data and proposes ways to address the issues to increase engagement, such as focusing on learning and development, building a strong employer brand, and investing in employee recognition programs.
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The 9 Circles of Employee Engagement Hell
- 1. AN ESCAPE PLAN FEBRUARY25, 2014 1
- 2. JEN SARTOR Sr. ProductMarketing Manager @globoforce DARCY JACOBSEN Content Manager & Blogger @darcyjacobsen
- 3. GLOBOFORCE Social recognition Global reach (140 countries) Powered by SaaS Mobile access Data-driven talent analytics 3
- 5.
- 6. 18% Actively Disengaged 30% Engaged 52% Disengaged Source: Gallup 2013State of the American Workplace
- 8. 1. STAGNATION Lackof development Lack of advancement opportunities Unclear goals Poor succession planning "This miserable way is taken by the sorry souls of those who lived without disgrace and without praise.” – Dante Alighieri
- 9. BlessingWhite: “I haveCareer Opportunities in this organization” by engagement level Disagree or Strongly Disagree 8% 14% 78% Neither Agree nor Disagree 45% 30% 25% Agree or Strongly Agree Engaged Disengaged Source: BlessingWhite , 2012 Employee Engagement Research Report
- 10. THE WAY OUT:LEARNING & DEVELOPMENT BlessingWhite: #1 reason employees stated for leaving their company was: “I don’t have opportunities to grow or advance.” 10% 12% 15% 26% 18% Source: BlessingWhite , 2011 Employee Engagement Report
- 11. THE WAY OUT:SUCCESSION PLANNING 1% 66% 34% Only 1% of executives believe their succession plans are excellent 66% of executive rate their succession plans as fair or worse. Only 34% of organizations can effectively identify future leaders Source: Quantum Workplace
- 12.
- 13. 1. Create aculture of learning 2. Identify, develop and promote top performers 3. Focus on identifying and developing strengths rather than uncovering weaknesses
- 15. 2. NO ALIGNMENT Lack of purpose Lack of vision Unclear and unpracticable values Poorly defined culture “The infernal hurricane that never rests hurtles the spirits onward in its rapine whirling them round, and smiting.”– Dante Alighieri
- 16. 2. NO ALIGNMENT Towers Watson: “I understand how my job contributes to the organization achieving its business goals.” 88% 38% Highly Engaged Disengaged Source: Towers Watson 2012
- 17. THE WAY OUT:VALUES Modern Survey: “Employees who know and understand company values are 30X more likely to be fully engaged.” Source: Modern Survey 2012 17
- 18. POLL #1: WHYDO YOU STAY? A. B. C. D. E. F. G. H. I. My career My finances Complacency My manager Our mission My job conditions The economy My colleagues My work 18
- 19. THE WAY OUT:MISSION BlessingWhite: Why do you stay? My finances 10% 5% Complacency 11% My career Our mission Disengaged Engaged 5% 19% 17% 14% 19% 16% My work 38% 19 Source: BlessingWhite 2013
- 20. 1. Articulate a meaningfulmission, goals and values 2. Acknowledge and reward “small wins” 3. Make your values practicable day to day
- 22. 3. LACK OFSUPPORT Lack of enablement Inadequate resources Inability to form strong relationships Inability to use strengths Poor wellbeing “The secret of getting things done is to act!” – Dante Alighieri
- 23. 3. LACK OFSUPPORT Towers Watson: “My manager helps remove obstacles to doing my job well.” 78% 27% Highly Engaged Disengaged Source: Towers Watson 2012
- 24. THE WAY OUT:EMPLOYEE ENABLEMENT Hay Group: Engaged employees are 10% more likely to exceed performance expectations. Highly engaged and enabled employees are 50% more likely to exceed performance expectations. Source: Hay Group 2012 24
- 25. THE WAY OUT:EMPLOYEE WELL-BEING 40% Disengaged 35% 92% Engaged 94% Level of Well Being Level of Engagement Source: Towers Watson 2012 25
- 26. THE WAY OUT:STRENGTHS-BASED DEVELOPMENT 2% 61% 33% 57% 22% Engaged Not Engaged 45% 40% Focus on Weakness Actively Ignored 38% Actively Disengaged 1% Focus on Strengths Source: Gallup 2013 26
- 27. 1. Focus on anddevelop strengths rather than weakness 2. Offer flex time and encourage well-being 3. Consider measuring enablement as well as engagement
- 29. 4. BUDGET Lackof budget for engagement & investment Failure to invest for the long term “There is nothing lost, that may be found, if sought.” – Dante Alighieri
- 30. 4. BUDGET W@W: #Recognition Programs Offered 20% 20% 17% 15% 13% 7% 4% 2% 1 2 3 4 5 6 7 8 1% 0% 9 0% 10 11 Source: WorldatWork 2013
- 31. THE WAY OUT:EMPLOYEE RECOGNITION Aberdeen: “The number one way best-in-Class organizations improve employee engagement is through employee recognition programs. This is even above other activities such as work-life balance and interaction with managers.” Source: Aberdeen 2013 31
- 32. THE WAY OUT:RECOGNITION SPEND W@W: Recognition Budget: 1-2% Mode: 1% Average: 2% Median: 1% Source: WorldatWork 2013 32
- 33. THE WAY OUT:CONSOLIDATION Employee gifts Birthday gifts & parties Attendance awards Employee of the month Sales contests Safety awards Employee social events Health & Wellness awards Referral bonuses Sign-on bonuses Holiday bonuses Incentive plans Perks SPIFs Car allowances Retirement celebrations Personal milestone celebrations Source: Gallup 2013 33
- 34. 1. Recognize and rewardall employees 2. Consolidate programs to find hidden spend 3. Allocate 1+% of payroll budget to recognition
- 36. 5. WRATH Badmanagers Bad feedback Poor communication Focus on what is going wrong “Open your mind to what I shall disclose, and hold it fast within you; he who hears, but does not hold what he has heard, learns nothing”. – Dante Alighieri
- 37. 5. WRATH SHRM:Importance of communication between employees and immediate supervisors for job satisfaction 2% 54% 40% 4% Source: SHRM 2013
- 38. 5. WRATH Gallup:Managers who give little or no feedback fail to engage 98% of employees 98% Source: Gallup 2013
- 39. THE WAY OUT:POSITIVE FEEDBACK 10% 90% Workforce Mood Tracker: 90% of employees see positive feedback as more motivating. Source: Globoforce Workforce Mood Tracker 2013 39
- 40. THE WAY OUT:BUILD NETWORKS, NOT HIERARCHIES 40
- 41. THE WAY OUT:BUILD NETWORKS, NOT HIERARCHIES 41
- 42. THE WAY OUT:BUILD NETWORKS, NOT HIERARCHIES 42
- 43. THE WAY OUT:BUILD NETWORKS, NOT HIERARCHIES 43
- 44. THE WAY OUT:BUILD NETWORKS, NOT HIERARCHIES 44
- 45. THE WAY OUT:CROWDSOURCED REVIEWS Workforce Mood Tracker: Peer-reviewed employees are 21% more satisfied with their jobs. 67% 88% Source: Globoforce Workforce Mood Tracker 2013 45
- 46. 1. Train managers onpositive feedback 2. Consider crowdsourcing the review process 3. Create an emotional network of people through communications and feedback
- 48. 6. HERESY Engagement“Not My Job” Lack of HCM visibility Short term or situational thinking No HR seat at the table ““Because your question searches for deep meaning, I shall explain in simple words.” – Dante Alighieri
- 49. 6. HERESY What isthe Primary Reason you are in HR Field? 77% To help people grow and develop 58% To help my company maximize its profitability 51% To help balance organization and employee needs 24% To represent the needs of employees 18% I enjoy being part of a for-profit organization 9% It’s one of many functions I want to learn about Source: New Talent Management Network 2013
- 50. POLL #2: WHYARE YOU ARE IN HR? A. To help people grow and develop B. To help my company maximize its profitability C. To help balance organization and employee needs D. To represent the needs of employees E. I enjoy being part of a for-profit organization F. It’s one of many functions I want to learn about 50
- 51. THE WAY OUT:INTEGRATED TALENT STRATEGY 51
- 52. THE WAY OUT:INTEGRATED TALENT STRATEGY 52
- 53. THE WAY OUT:BUILD AN HR METRICS DASHBOARD Recruitment Metrics Retention Metrics Comp/Benefits Metrics Culture and Diversity Metrics Staffing/Performance/Productivity Metrics Development Metrics Health, Safety & Sustainability Metrics 53
- 54. 1. Think holistically andstrategically 2. Speak the language of senior leaders 3. Keep a strong metrics dashboard
- 56. 7. RESPECT &RELATIONSHIPS Hostile Environment Lack of Respect Workplace Bullying Organizational Trauma “I wept not, so to stone within I grew.” – Dante Alighieri
- 57. 7. RESPECT &RELATIONSHIPS BlessingWhite: “I trust my manager” favorable responses by engagement level. 90% 51% Engaged Source: BlessingWhite 2012 Disengaged
- 58. THE WAY OUT:RESPECT Top 5 things candidates look for: 1. Stability 2. Compensation 3. Respect 4. Health Benefits 5. Work-Life Balance Source: CEB 2013 58
- 59. THE WAY OUT:GRATITUDE Academic studies show that grateful people: Source: Globoforce Blog – – – – – – – – – – – Have Higher Emotional Well-Being Get Along Better with Others Are More Resilient to Trauma Sleep Better Are Physically Healthier Are Less Depressed Pay It Forward Achieve More Are Better Corporate Citizens Are Less Likely to Burn Out 59 Are More Moral
- 60. 1. Commit the organizationto trust and respect 2. Encourage gratitude and reflection 3. Offer employees opportunities to give
- 62. 8. FRAUD Brokenemotional contract Choosing the right managers Not hiring for cultural fit "You were not made to live as brutes, but to follow virtue and knowledge” – Dante Alighieri
- 63. 8. FRAUD WorkUSA:Average employee engagement drops 9% in first year. 71% 57% Less than Six Months 6-12 Months Source: Watson Wyatt WorkUSA 2009
- 64. 8. FRAUD Engagement andthe “Employee Deal” Company aligns the deal with what the organization stands for in the marketplace 12% Company lives up to the deal after an employee is hired 11% Company has a reputation for providing a good employment deal 12% 92% 92% 93% Source: Watson Wyatt Work USA 2009
- 65. THE WAY OUT:STRONG EMPLOYER BRAND Top 5 Most Improved Metrics Due to Brand Strategies Employee engagement scores 35% Brand awareness surveys 32% Number of applications received Customer satisfaction/retention Traffic to careers website 30% 27% 21% Source: Hodes Employer Brand Study 2012 65
- 66. THE WAY OUT:EMPLOYEE HAPPINESS Happy Employees: Stay twice as long in their jobs Believe they are achieving their potential 2x as much Spend 65% more time feeling energized Are 58% more likely to go out of the way to help a coworker Identify 98% more strongly with company values Are 186% more likely to recommend their organization Source: WSJ and iOpener Institute 2012 66
- 67. THE WAY OUT:WITNESS EFFECT “People who merely witness or hear about a helpful interchange may… experience the positive emotion of elation. [This sparks] a generalized desire to become a better person and perform helpful acts oneself. […] Experiences of elevation, then, carry the potential to change people as well as groups, organizations and communities.” - Dr. Barbara Frederickson, UNC Source: WSJ and iOpener Institute 2012 67
- 68. 1. Put culture first 2. Measureand manage employee happiness 3. Identify cultural energizers and influencers
- 70. 9. TREACHERY Lackof leadership Lack of leader engagement Lack of focus on culture from the top “The darkest places in hell are reserved for those who, in times of great moral crisis, maintain their neutrality.” – Dante Alighieri
- 71. 9. TREACHERY BlessingWhite: “Itrust the senior leaders of this organization” 85% 30% Engaged Disengaged Source: BlessingWhite 2012
- 72. POLL #3: AREYOUR SENIOR LEADERS STRONG COMMUNICATORS? A. B. C. D. Yes, they love to connect with employees Yes, when they remember or are coaxed No, but they are okay with coaching No, they are a disaster 72
- 73. THE WAY OUT:COMMUNICATION Engagement follows frequency of interaction, feedback and action Have communication from senior management at least weekly 23% 53% 39% Get feedback on performance from supervisor at least monthly Have perception that constructive changes occurred as a result of a survey Low Engagement 65% 6% 71% High Engagement Source: Watson Wyatt Work USA 2009 73
- 74. 1. Level the communicationplaying field 2. Help executives to see the ROI of engagement 3. Engage senior leaders directly in culture initiatives
- 76. 1. Break down inter-and intra-organizational barriers 2. Cultivate emotional engagement and relationships 3. Treat employees as partners 4. Focus on the positive 5. Create meaning through actionable vision and goals 6. Offer opportunities for giving and gratitude 7. Be flexible in both thinking and strategy 8. Visualize your culture: measure to manage 9. Communicate more clearly and more often
- 77. VISIT US: www.globoforce.com SUBSCRIBE TOOUR BLOG: www.globoforce.com/gfblog EMAIL US: darcy.jacobsen@globoforce.com jennifer.sartor@globoforce.com 77
Editor's Notes
- #74 Right. So encouragement is the strategy. And communication is the key. Educate senior execs on the importance of engagement and building culture and employer brand.Encourage them to take culture off autopilot, lead by example, and involve themselves directly in driving employee engagement. Trust in senior leaders is a key component of job satisfaction.Multilateral communication is absolutely critical here. And frequency appears to be a very important part of that for engagement. But even more important is that when two way communication is solicited from workers, it is acted upon.
- #75 Level the communication playing fieldHelp executives to see the ROI of engagement Engage senior leaders directly in culture initiatives
- #76 Okay, so hopefully some of this this should lead you to where you want to go.