Engagement in 360

Iulia Buciuman
Commit. Engage. Excel.
Engagement And Retention Trends Survey
Leader in:

Award-winning engagement and retention solutions
Proven results in boosting performance, retention, service and business
metrics






About TalentKeepers
TalentKeepers




Representative Organizations We Helped Engage
and Retain Valued Talent


What is the best approach in
engagement?
Our Purpose Today
TalentKeepers

Take away definition
Why and when are employees leaving?
What can we do?
Examples of engagement strategies and solutions
Wrap-up
Agenda
The WHAT and the WHY in
engagement
2014 TalentKeepers
ENGAGEMENT
2014 TalentKeepers
What is about
13% 1990
43%
2000
73%
2013
89%
78%
78%
70%
70%
63%
44%
44%
41%
26%
0%
Higher productivity
Higher service quality
Increased organizational
commitment
Stronger co-worker relationships
Increased morale
Higher performance evaluations
Better attendance
Decreased turnover
Decreased job burnout
Better safety records
No difference between engaged
and disengaged employees
Engaged compared to disengaged employees have
RO
Employee
Engagement
Credible
Leadership
Satisfied and
loyal customers
Productive &
Profitable
Organizations
High Performing
Workforce
Committed
Employees
Supportive
Co-Workers
Job & Career
Satisfaction
High Performing
Organization
Credible Leadership
Supportive
Co-Workers
Job & Career Satisfaction High Performing Organization
26%
25%
35%
41%
58%
59%
48%
37%
11%
10%
12%
15%
5%
6%
5%
7%
2014 2013 2012 2011
Excluding pay, what factors
are driving unwanted turnover? Leadership Factors
Job/Career Factors
Organizational Factors
Co-Worker Factors

TalentKeepers

Job/Career Leadership Organization Co-Worker/Team
Why are people leaving?
RO
80%
12%
8%
Credible Leadership
Leadership talents
Clear shared vision
Walk the talk
Fairness

Leadership Talents
1 Trust Builder
2 Communicator
3 Talent Developer & Coach
4 Esteem Builder
5 Flexibility Expert
6 Climate Builder
7 High Performance Builder
8 Retention Expert
9 Talent Finder
10 Retention Monitor
HR actions:

Efficient leadership development
Engagement tools
Consistent polices no BUT!
Encourage discussions
Communication details
Career
Preferences
Description
1
Professional
Growth
Gaining skills and knowledge
for current job role
2
Financial
Worth
Monetary value for work
contributions
3
Career
Opportunities
Gaining skills and knowledge
for career advancement
4
Work
Fulfillment
Opportunity to perform
activities that are enjoyed and
utilize ones skills
5 Well-Being Work/life balance
6 Stability
Stable environment with
predicable work activities and
schedule
7
New
Experiences
Exposure to new experiences
to enhance expertise and
knowledge
Job & Career Satisfaction
The Base
pay
job duties
in line with life priorities

The Upper Levels
skills used and developed
recognition
career opportunities
new experiences
HR Actions:

total reward
good selection process
management tools: job rotations,
project working, internships,
mentoring, on boarding
communication: career preferences
succession/ career path/ career
counseling

Supportive Co-Workers

HR actions:

Consistent polices no BUT!
Facilitate alignment
Foster communication
Create and sustain opportunities


Its about mutual trust and
respect, not about friendship.
High Performing Organization
HR Actions:

Performance process a new
approach?
Is it linked with engagement?
Appraisal meeting support
Redefine the carrot
How often the business looks at
sales/production numbers?

How often do you look at employees
metrics?

How often DO YOU have quality conversations with your
employees?
How often they say you have quality conversations with
them?
0% 0% 0%
37%
28%
35%
19%
9%
27%
14%
14%
17%
Never Once a year or
longer
Twice a year Quarterly Weekly or
Monthly
Excluding Performance Reviews, How Often do Planned
Meetings to Discuss Engagement Occur
Best in class
Other

TalentKeepers

WHEN
are employees leaving?
2%
13%
11%
26%
40%
8%
During initial
training
Within first 90
days
Around 6
months
Around 1 year Around 3
years
More than 5
years
When does the highest turnover occur?

TalentKeepers

RO
52%
37%
21%
21%
16%
5%
0%
Missed expectations on job duties
and/or work schedule
Poor fit based on skills required
Lack of advancement opportunities
Inadequate assimilation and coaching
Co-worker conflict
Inadequate training
The Biggest Reason New Hires Leave Organizations within
the First 12 Months

RO
Communication Shapes an
Employees Experience,
Beliefs, Expectations,
Trust and More
Leaving or staying decision is


EMOTIONAL
Employee journey
Onboarding
The Friday Night Dinner Test

Wikipedia:

the mechanism through which new

employees acquire

the necessary knowledge, skills, and
behaviors to become effective
organizational members and insiders.
Wikipedia:

the mechanism through which new

employees acquire

the necessary knowledge, skills, and behaviors to become
effective organizational members and insiders.
& employers gain an understanding

of the
employees to help build strong relationships that
fuel their engagement, growth and performance.



What You Need to Know About
Your New Employee!
Leader Preferences
Recognition Preferences
Engagement Preferences
Career Preferences
TalentKeepers

TalentKeepers 35
The Onboard Connection System
FirstFit Survey
10-minutes,
non-
anonymous
Completed
by new
employees
during
onboarding
Leader
Training
25-minute
online
module
Completed
by leaders to
prepare for
Handshake
Meetings
Handshake
Meeting
20-minute 1:1
meeting
A positive
and powerful
meeting
between
employee
and leader
Online Action
Plan
Summarizes
discussion &
commitments
Completed by
both leader
and employee
Purpose:
1. Build strong 1:1 relationships with each team member

2. Understand each team members personal work preferences

3. Inspires shared commitment & engagement from team
member and leader

Solution Spotlight
Most
Important
Leadership Preferences
37
Leadership Talents
1 Trust Builder
2 Communicator
3 Talent Developer & Coach
4 Esteem Builder
5 Flexibility Expert
6 Climate Builder
7 High Performance Builder
8 Retention Expert
9 Talent Finder
10 Retention Monitor
Most
Preferred
Engagement & Recognition Group Preferences
Engagement Preferences Sergeant Bluff
1 In Person 78%
2 Team Meetings 16%
3 Emails 4%
4 Employee of the Month Board 1%
5 Employee Bulletin Board 1%
Recognition Preferences Sergeant Bluff
1 In Person 64%
2 Team Announcement 19%
3 Email 11%
4 Lunch 6%
Hey boss, I think Im ready for
that promotion Ive been planning on.
Trust and open
communication enable
job and career growth
conversations.
Relationships matter.
2007 TalentKeepers
Everything speaks.

Common leaks
engagement time
not a full management buy in
1/ 2 years measurements with complicated surveys
action planning headaches
development: training seen as motivator and quick fix
complicated processes

Engagement strategy

1 2 3 4 5 6 7 8 9 10 11 12
Communication plan
HR Processes
AHA moment for
managers
Managers know & can
Engagement pure actions
Handshake connection
Pulse survey
Engagement survey

ENPS : 20 pp
Performance : 8 pp NPS: 4 pp
call center 1500 empl
Career & Leadership
Open Communication
Create Relations &
Feelings
Engagement - a
process!
Build Easy to Follow
Frameworks
a 360 business
DAYS!
Harvard Business Review Report of 550 Executives, 2013
Gartner research 2012
TalentKeepers/AT&T I&E Survey 2014
HayGroup 2012
The Drive Dan Pink
Forbes - It's Time To Rethink The 'Employee Engagement' Issue 2014
HuffPost - The third Metric 2014

Deloitte Global Human Capital Trends 2014
Gallup - Gallup Management Journal 2013
References
Thank you
TalentKeepers 46
ibuciuman@talentkeepers.com

- Employee Engagement - Employee Retention
- Employee Surveys - On-boarding
- Leadership Assessments - Leadership Training
- Team Engagement - Research & Benchmarking