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The Link Between Employee Engagement and Outstanding Performance for handouts

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Mike Pye
Mike Pye

Dave is a Director and Co-founder of 10Eighty and works with organisations to adopt approaches in leadership development, team effectiveness and career management, which focus on driving employee engagement, whilst also leads to increasing productivity. This presentation will look at one such approach. The presentation will cover: - Organisational and people capability building - Using business insights to drive change in people management practices - Intelligence gathering of good people management practices internally and externally.

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T H E L I N K B E T W E E N E M P L O Y E E E N G A G E M E N T A N D O U T S TA N D I N G P E R F O R M A N C E D a v e H a r r i s o n D i re c t o r & C o - F o u n d e r 1 0 E i g h t y
Top ics cov ered Organisational and people capability building Using business insights to drive change in people management practices Intelligence gathering of good people management practices internally and externally. O U R S E S S I O N T O D A Y
W H AT D O E M P L O Y E E S W A N T ? MacLeod Report
T H E B U S I N E S S C A S E States that increasing employee engagement by 10% puts 贈1,500 per employee on the bottom line of the business. A comparison between the upper quartile and lower quartile M&S Stores in terms of engagement is 1.29% however this produces a difference of 贈142 million in sales revenues! M&S stores with improving engagement had on average delivered 贈62 million more sales to the business every year than those stores with declining engagement.
T H E P E R F O R M A N C E R E V I E W
W H Y P E R F O R M A N C E C O N V E R S AT I O N S A R E D E M O T I V AT I N G FOCUS ON STRENGTHS NON-DIRECTIVE FOCUS ON WEAKNESSES DIRECTIVE Demotivating Conversations Motivating Conversations
T H E V A L U E O F T H E S T R E N G T H S B A S E D A P P R O A C H Recent evidence shows: 73% improvement in employee engagement when employees are encouraged to play to their strengths (Rath and Conchie, 2008) Customer retention is 44% higher in companies where people are allowed to do what they do best every day (Harter and Schmidt, 2002) Positive psychology based interventions help to reduce stress and burnout (Cotter & Fouad, 2013) 73% improvement in overall work performance and results
T H E V A L U E O F T H E S T R E N G T H S B A S E D A P P R O A C H Profits increase by up to 85% when people are encouraged to optimize their strengths Customer retention is 44% higher when people get to play to their strengths regularly 79% improvement in confidence in strengths and how they could best contribute at work 66% removal or reduction in limiting weaknesses by capitalising on strengths
P O S I T I V E C O N V E R S AT I O N S B O O S T P E R F O R M A N C E Corporate Leadership Council
S T R E N G T H S B U I L D I N G S E T S O F F A P O S I T I V E C H A I N R E A C T I O N * Rath and Conchie, 2008 Harter et al, 2002 Reichheld and Sasser, 1994
D E F I N I N G A P E R S O N A L I T Y S T R E N G T H Underlying qualities that energise us, and we are great at (or have the potential to become great at).
S T R E N G T H S P O T T I N G In Pairs: Think about a time when you were performing at your best, feeling totally energised and absorbed in your work. Then in pairs share your stories with the person next to you Then, capture a quick list of the strengths that were inherent in your story
Passion Perseverance Practice ... lots of it Positive conditions W H A T D R I V E S E X C E L L E N C E ?
P O W E R F U L C O N V E R S AT I O N S : 4 K E Y P R I N C I P L E S 1. Maintain a positive mindset 2. Spot and stretch strengths 3. Set positive expectations 4. Encourage and recognise successes
P R I N C P L E 1 : M A I N TA I N A P O S I T I V E M I N D S E T
P R I N C I P L E 2 : S P O T A N D S T R E T C H S T R E N G T H S Spotting strengths Energy/enjoyment Rapid learning Mastery/Excellence Interests outside work Prioritisation
H E L P I N G P E O P L E S T R E T C H T H E M S E L V E S Setting stretch goals Learning new skills Challenging projects Training or mentoring others Getting mentored or coached Job rotations, short-term assignments, diverse teams Off-the-job development
P R I N C I P L E 3 : P O W E R O F P O S I T I V E E X P E C TAT I O N S 1. Your expectations 2. Conscious or unconscious communication of expectations 3. Individual responds to expectations by adjusting behaviour 4. Individual meets your expectations
High Trust, Productive Relationship 5 Positive Statements 1 Negative Statement: = The Magic Ratio: Marcial Losada P R I N C I P L E 4 : E N C O U R A G E A N D R E C O G N I S E S U C C E S S
C O N C L U D I N G R E M A R K S Its all about your employees Dont waste you time on a negative performance review; focus on Strengths The business case for focusing on strengths: high levels of employee engagement = profitability and shareholder value Engagement comes from managers who care, listen, develop and stretch their people
The Link Between Employee Engagement and Outstanding Performance for handouts
T H A N K Y O U ! Contact Details - Dave Harrison Mobile: 07876 024 555 Email: dave.harrison@10Eighty.co.uk Website: www.10eighty.co.uk LinkedIn: uk.linkedin.com/in/davesharrison/ Twitter: @DaveSHarrison

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The Link Between Employee Engagement and Outstanding Performance for handouts

  • 1. T H E L I N K B E T W E E N E M P L O Y E E E N G A G E M E N T A N D O U T S TA N D I N G P E R F O R M A N C E D a v e H a r r i s o n D i re c t o r & C o - F o u n d e r 1 0 E i g h t y
  • 2. Top ics cov ered Organisational and people capability building Using business insights to drive change in people management practices Intelligence gathering of good people management practices internally and externally. O U R S E S S I O N T O D A Y
  • 3. W H AT D O E M P L O Y E E S W A N T ? MacLeod Report
  • 4. T H E B U S I N E S S C A S E States that increasing employee engagement by 10% puts 贈1,500 per employee on the bottom line of the business. A comparison between the upper quartile and lower quartile M&S Stores in terms of engagement is 1.29% however this produces a difference of 贈142 million in sales revenues! M&S stores with improving engagement had on average delivered 贈62 million more sales to the business every year than those stores with declining engagement.
  • 5. T H E P E R F O R M A N C E R E V I E W
  • 6. W H Y P E R F O R M A N C E C O N V E R S AT I O N S A R E D E M O T I V AT I N G FOCUS ON STRENGTHS NON-DIRECTIVE FOCUS ON WEAKNESSES DIRECTIVE Demotivating Conversations Motivating Conversations
  • 7. T H E V A L U E O F T H E S T R E N G T H S B A S E D A P P R O A C H Recent evidence shows: 73% improvement in employee engagement when employees are encouraged to play to their strengths (Rath and Conchie, 2008) Customer retention is 44% higher in companies where people are allowed to do what they do best every day (Harter and Schmidt, 2002) Positive psychology based interventions help to reduce stress and burnout (Cotter & Fouad, 2013) 73% improvement in overall work performance and results
  • 8. T H E V A L U E O F T H E S T R E N G T H S B A S E D A P P R O A C H Profits increase by up to 85% when people are encouraged to optimize their strengths Customer retention is 44% higher when people get to play to their strengths regularly 79% improvement in confidence in strengths and how they could best contribute at work 66% removal or reduction in limiting weaknesses by capitalising on strengths
  • 9. P O S I T I V E C O N V E R S AT I O N S B O O S T P E R F O R M A N C E Corporate Leadership Council
  • 10. S T R E N G T H S B U I L D I N G S E T S O F F A P O S I T I V E C H A I N R E A C T I O N * Rath and Conchie, 2008 Harter et al, 2002 Reichheld and Sasser, 1994
  • 11. D E F I N I N G A P E R S O N A L I T Y S T R E N G T H Underlying qualities that energise us, and we are great at (or have the potential to become great at).
  • 12. S T R E N G T H S P O T T I N G In Pairs: Think about a time when you were performing at your best, feeling totally energised and absorbed in your work. Then in pairs share your stories with the person next to you Then, capture a quick list of the strengths that were inherent in your story
  • 13. Passion Perseverance Practice ... lots of it Positive conditions W H A T D R I V E S E X C E L L E N C E ?
  • 14. P O W E R F U L C O N V E R S AT I O N S : 4 K E Y P R I N C I P L E S 1. Maintain a positive mindset 2. Spot and stretch strengths 3. Set positive expectations 4. Encourage and recognise successes
  • 15. P R I N C P L E 1 : M A I N TA I N A P O S I T I V E M I N D S E T
  • 16. P R I N C I P L E 2 : S P O T A N D S T R E T C H S T R E N G T H S Spotting strengths Energy/enjoyment Rapid learning Mastery/Excellence Interests outside work Prioritisation
  • 17. H E L P I N G P E O P L E S T R E T C H T H E M S E L V E S Setting stretch goals Learning new skills Challenging projects Training or mentoring others Getting mentored or coached Job rotations, short-term assignments, diverse teams Off-the-job development
  • 18. P R I N C I P L E 3 : P O W E R O F P O S I T I V E E X P E C TAT I O N S 1. Your expectations 2. Conscious or unconscious communication of expectations 3. Individual responds to expectations by adjusting behaviour 4. Individual meets your expectations
  • 19. High Trust, Productive Relationship 5 Positive Statements 1 Negative Statement: = The Magic Ratio: Marcial Losada P R I N C I P L E 4 : E N C O U R A G E A N D R E C O G N I S E S U C C E S S
  • 20. C O N C L U D I N G R E M A R K S Its all about your employees Dont waste you time on a negative performance review; focus on Strengths The business case for focusing on strengths: high levels of employee engagement = profitability and shareholder value Engagement comes from managers who care, listen, develop and stretch their people
  • 22. T H A N K Y O U ! Contact Details - Dave Harrison Mobile: 07876 024 555 Email: dave.harrison@10Eighty.co.uk Website: www.10eighty.co.uk LinkedIn: uk.linkedin.com/in/davesharrison/ Twitter: @DaveSHarrison