Employee Engagement - Collaborate '15 Presentation
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The document discusses the importance of employee engagement, defined as emotional commitment to organizational goals, and its direct impact on customer service, productivity, and loyalty. It emphasizes that increasing engagement can lead to significant improvements in business outcomes, such as profits and employee retention, and identifies key drivers of engagement, including growth, recognition, and trust. Additionally, it provides strategies for leaders to foster a more engaged workforce through effective communication and appreciation practices.
Employee Engagement - Collaborate '15 Presentation
- 1. Proprietary and confidential Employee Engagement: How Emotional Commitment Drives Great Customer Service, Productivity and Loyalty
- 3. www.KevinKruse.com Steven Slater JetBlue Flight A9endant
- 7. www.KevinKruse.com Sources: Blessing White, Conference Board 1 in 3 engaged
- 8. www.KevinKruse.com WHAT IS EMPLOYEE ENGAGEMENT? Now let’s talk about…
- 9. www.KevinKruse.com SATISFIED HAPPY
- 10. www.KevinKruse.com Employee engagement = Emo.onal commitment to organiza6on’s goals.
- 11. www.KevinKruse.com Employee engagement = Emo.onal commitment DISCRETIONARY EFFORT
- 14. www.KevinKruse.com Discre6onary Effort in QSRs: • Customer Service • SuggesKve Sells • Speed of Service • Accuracy • Food Prep • Cleanliness • REDUCES TURNOVER!
- 15. www.KevinKruse.com CRISIS & OPPORTUNITY FOR BUSINESS
- 16. www.KevinKruse.com Campbell’s Soup in 2000 • Sales were declining • Lost 54% of market value in 1 year • Engagement scores the worst of any Fortune 500 ever polled Source: Forbes 06.23.09
- 17. www.KevinKruse.com To win in the marketplace you must first win in the workplace.
- 18. www.KevinKruse.com Engagement-‐Profit Chain Sources: The Service Profit Chain, Heske9 & Sasser
- 19. www.KevinKruse.com QSR Engagement-‐Profit Chain Sources: The Service Profit Chain, Heske9 & Sasser
- 21. www.KevinKruse.com InterConKnental Hotels, each 5 point increase in engagement: • increases RevPAR by $.070 • increases occupancy by 1% • increases Gross Opera6ng Profit by 7 points
- 22. www.KevinKruse.com Source: Forbes 6.23.09 25:1 20:1 15:1 10:1 5:1 0:1
- 23. www.KevinKruse.com Ten Year Total Shareholder Return S&P 500 = 13% Campbell’s = 64% Source: Forbes 6.23.09
- 24. www.KevinKruse.com Source: Kenexa 2009 5x Higher!
- 25. www.KevinKruse.com ENGAGEMENT & OUR PERSONAL LIVES
- 26. www.KevinKruse.com Spillover & Crossover
- 27. www.KevinKruse.com Increased risk for heart aVacks Source: Nyberg, et al, “Managerial Leadership and Ischemic Heart…”
- 28. www.KevinKruse.com You have less in6macy! Source: Ma9hews, et al, “Work-‐Family Conflict and Marital Quality: MediaKng Processes”
- 29. www.KevinKruse.com Children misbehave Source: Stewart, Barling. “Fathers’ Work Experiences Effect Children’s Behaviors…”
- 30. www.KevinKruse.com Source: Stewart, Barling. “Fathers’ Work Experiences Effect Children’s Behaviors…”
- 31. www.KevinKruse.com WHAT DRIVES ENGAGEMENT?
- 32. www.KevinKruse.com Surveys of 10 million workers in 150 countries
- 34. www.KevinKruse.com What are the TOP 3 drivers of engagement?
- 35. www.KevinKruse.com Growth RecogniKon Trust + Communica6on
- 36. www.KevinKruse.com Personal Engagement Profile www.MyEngagementProfile.com
- 37. www.KevinKruse.com Growth From feedback to feedforward coaching.
- 38. www.KevinKruse.com Growth Source: Gallup 2005
- 39. www.KevinKruse.com Growth Source: Gallup 2005 Manager focuses on strengths: 61% engagement
- 40. www.KevinKruse.com Growth Source: Gallup 2005 Manager focuses on strengths: 61% engagement Manager focuses on weakness: 45% engagement
- 41. www.KevinKruse.com Growth Source: Gallup 2005 Manager focuses on strengths: 61% engagement Manager focuses on weakness: 45% engagement Manager gives no feedback: 2% engagement
- 42. www.KevinKruse.com Growth Source: Gallup 2005 Career Path Conversa6ons
- 44. www.KevinKruse.com things leaders can do to drive recogni.on & apprecia.on We value thanks based on… …the .me invested in it.
- 45. www.KevinKruse.com To win in the marketplace you must first win in the workplace. 20 notes a day?! 30,000 in total?!
- 46. www.KevinKruse.com things leaders can do to drive recogni.on & apprecia.on Strategic Recogni6on: 3 parts 1. Say thanks 2. Specifically menKon the behavior you are grateful for 3. Explain what it means to the company and/or how it aligns with company values, strategic prioriKes, etc.
- 47. www.KevinKruse.com Trust Certainty defeats anxiety.
- 48. www.KevinKruse.com Trust The future of the company The future of the employee What future goal are we striving toward?
- 49. www.KevinKruse.com Example BHAGs 20 by 2015! 2020 Vision! Lead the future of networking
- 51. www.KevinKruse.com Communica6on • Is there a predictable rhythm? • Is it two-‐way?
- 53. www.KevinKruse.com NEED TO KNOW RESULTS RECOGNITION • Brand messages • Brand prioriKes • GOALS * 50% QSR EEs don’t know vision for growth • Contest results • Metrics • Guest Sat. • Names • Photos • Thank you cards
- 54. www.KevinKruse.com SHIFT HUDDLE 1) Sales & Svc Goal 2) PromoKons & Suggested Sells 3) RecogniKon
- 56. www.KevinKruse.com It all comes down to this…
- 57. www.KevinKruse.com Ronald Bailey, Lieutenant General, USMC
- 61. www.KevinKruse.com Wholehearted Leadership Be tough on standards, and tender on people.