Manager Tools for Employee Engagement

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Comment by Bonnie Mattick on March 28, 2011 at 5:33pm

What techniques are you using to challenge employees and raise their level of involvement with the company?  I'd like to hear some creative ideas; something out of the ordinary!

Comment by Bill Scott on February 24, 2011 at 1:56pm

Hi all,

I just wanted to let you know that we have 4 seats left for our virtual introduction to CoreClarity's In-Powering People and Teams complimentary webinar. If you're interested, have a look at the post below and get in touch as soon as you can.

Comment by Bill Scott on February 11, 2011 at 10:53pm

Hello all,

Many in this group have heard me talk about CoreClarity's In-Powering People and Teams Program. Now, I'd like to invite you to join Hilary Howard and I for a complimentary introduction to the program via webinar.on March 10, 2011 at 9:00 a.m. Pacific, 12:00 noon Eastern and 5:00 p.m. in London.

CoreClarity has developed a proprietary framework that categorizes the 34 StrengthsFinder Assessment themes into 4 broad categories and teaches individuals how to get the most out of their talents and how teams can benefit from understanding and leveraging one another’s talents. CoreClarity takes the results of the StrengthsFinder and makes them memorable, usable and teachable.

Using color, graphics and a proprietary system for interpreting the more than 33 million potential combinations, the CoreClarity program allows individuals to understand and clearly articulate who they are at their core and so raise the level of engagement in their work.

The IPPT program is a unique opportunity to understand how your innate talents become strengths. Just as important, this program allows you to understand how individual team members’ talents interact and how to leverage that interaction to improve job satisfaction, team performance and organizational productivity. 

If you have any interest in this event, please download our flyer at www.elpisconsulting.com. Thanks for taking the time to consider this opportunity.

Comment by Stanley Labovitz on February 11, 2011 at 12:04pm

Soneeka..I don't understand..If I have a 2000 person workforce are you telling us you individualize conversations and measurements for each?

 

 

Comment by Soneeka Arora on February 11, 2011 at 1:42am

@Bob Gately - I agree with you, we should not be assessing the employees directly. Because it creates divide. On the other hand the support system should unite the employees with the values and mission of the organization so that both grow together. A system fails when one it motivates one employee but demotivates others.  We have a support system (SaaS) by Timemerlin at www.timemerlin.com that helps to keep track of different employees, differnt projects and IT Assets. We have used their appraisal system also this year, very flexible and easy to customize.

I have a very participative management style and like to have a free flow ambience in the organization. The employees should also feel associated with the software they are using to fill their timecards or track their project reports. One little hurdle and down goes the fsoftware in employee's eyes, that was a major concern when we started using this SaaS....I am 100% satisfied with easy flow that TimeMerlin(www.timemerlin.com)  has provided us.

Comment by Bonnie Mattick on February 10, 2011 at 7:55pm

@GregoryShankland comments are meaningful for the continuous improvement in the formula he provides with ownership and value as the components.  Great discussion throughout the group here and I'm learning so much from the comments.

Comment by Stanley Labovitz on January 23, 2011 at 11:40am

Bill...Great observation and one that I am in total agreement.  Who cares if a manager is happy, sad or even toxic if his/her workgroup is operating at 100 efficiency doing the work of the business. 

 So maybe the assessments need to be built so as to funderstand the alignment of business to the customer, but also coupled  with an employee engagement measures of each department.  .

 

with this understand consultants are really able to take actions that really matter to the bottom line-to the business operation and the customer.  Actions will not be taken in a vaccum, but with a defined purpose.

Make sense?

Comment by Bill Scott on January 22, 2011 at 1:57pm

Hello all,

An interesting and important discussion.I appreciate hearing the thoughts of others on this subject.

While we may believe that we are properly and effectively assessing people in organizations, the research doesn't support that claim. In fact, much of the recent research suggests that either (a) people aren't being assessed or (b) the assessments aren't being done well. And significantly, in my opinion, both managers and the people who report to them find "performance management" processes to be de-motivating and/or unfair.

One of the areas that is important to me is for managers/leaders to find ways to align the organization's mission, vision, values, goals, etc. with the individuals talents, experience, life purpose, aspirations, etc.

In my experience, it is rare to find a process that does this in large part, I think, because a mentality still exists in many quarters that workers/employees/... are organizational costs that needed to be managed rather than investments that need to be nurtured and developed.

Another, one man's opinion.  :-)

Comment by Gregory Shankland on January 18, 2011 at 5:54am

@ Stanley....  there are many tools available.... We at BluPrints have used proven behavioral science to develop a novel approach designed specifically to be a management tool usable in every day situations.

Rather than using a prescribed engagement survey we initiate a two way conversation with all employees soliciting THEIR views about what makes the organization successful and what the barriers to success are.

These views are aggregated into common themes....  and through an iterative voting process staff are aligned behind a common view...  which we express verbally and mathematically in a 'formula for success' (appealing to our rational side) ....  followed by a process of developing pictorial representations of each theme to add a visual representation (and more visceral approach, appealing to our emotional side).

It is highly participative (= ownership); outcome oriented by focusing on organizational success (= 'fit' in the value chain), powerfully communicative (verbal, visual, mathematical) and measureable (= continuous improvement focus)  and simple to use (in the language of the business).

It aligns, engages and empowers... which is what engagement is all about.

Have a look on www.blu-prints.com

 

Regards, Greg

Comment by Thomas Short on January 17, 2011 at 5:02pm

Hello everyone.

This is a great discussion. I would like to add some information from my organization.  For measuring Employee Engagement we feel the best tool is HR Solutions' Sweet 16® Survey.  The Sweet 16® Survey measures five separate dimensions that have proven to be true levers of Employee Engagement, including Overall Job Satisfaction, Organizational Effectiveness, Recognition/Career Advancement, Supervisory / Management, and Co-worker Performance / Cooperation. There is some overlap between some of these categories, but the dimensional breakdown (first link below) provides easy shorthand for identifying major themes within an organization’s survey results.

In addition and in reference to the several comments regarding Employee Engagement ownership, accountability as well as responsibility, organizations need to start innovating. Too many organizations continue to ignore the concept of empowering both managers and employees and often fail to effectively work Engagement “from both sides of the fence.”

To address and correct this imbalance, HR Solutions’ Research Institute developed PEER®, which is truly revolutionizing our industry by putting Engagement in the hands of the employee. PEER® is an optional and fully-confidential report that employees may elect to receive after the completion of their Engagement Survey, which not only reports the employee’s level of Engagement (Actively Engaged, Ambivalent, or Actively Disengaged), but also simultaneously makes useful subject-specific suggestions on how an employee might enhance his or her own Engagement level.

PEER® is based on HR Solutions’ Sweet 16® Survey items and has proven to be overwhelmingly successful in helping organizations address and improve the Engagement levels of their employees.

Please reference the article below titled “Why the Lopsided Look at Employee Engagement?” which further explains the inception of PEER® as well as best practices for improving Employee Engagement. If anyone would like to take a free trial of PEER® to experience it first hand, I would be more than happy to provide you with that opportunity.

I look forward to continuing to read the comments within this discussion.

-Thomas

 

Sweet%2016%28R%29%20Methodology%20Items%20by%20Dimension.pdf

 

Why%20the%20Lopsided%20Look%20at%20Employee%20Engagement.pdf

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