Employee Engagement is critical to achieving world class business outcomes! The role of leadership is crucial for success. This presentation was done as a keynote address at the Louisiana SHRM Conference in 2012. Understand the drivers of engagement and tactics for employee well-being and employee development.

1. Becoming the Employer of Choice
EMPLOYEE
ENGAGEMENT
Craig S. Juengling
Juengling & Associates, LLC
TheE2Coach.com

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3. •Engagement vs.
Satisfaction
•Drivers of Engagement
•The Role of Leadership
•Employee Well-Being
•Employee Development
•Celebrate Moving Forward
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4. Rational*Logical*Practical
It’s about:
… compensation
… work environment
… fairness and equity
… benefits
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5. Emotional*Values Driven*Alignment
It’s about:
… personal values aligned with corporate values
… commitment to the mission
… contribution beyond production
… bonded to workplace
… enterprise success is personal success
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6. 100%
33%
80%
67% Engaged
60%
49% Not Engaged
40%
20% 26% Actively
18% Disengaged
7%
0%
Gallup Consulting: Employee Engagement What’s Your Ratio?
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7. Employee Engagement and
Critical Business Outcomes
 Absenteeism -37% Customer +12%
 High Turnover Org -25% Productivity +18%
 Low Turnover Org -49% PROFITS +16%
 Shrinkage -27%
 Safety/Incidents -49%
 Pt. Safety Incidents -41%
 Quality (Defects) -60%
Difference between Top
and Bottom Quartile
Gallup Consulting: Employee Engagement What’s Your Ratio?
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8. What made you join the company… is different from
What keeps you with the company… is different from
What makes you engaged with the company
Attraction Retention Engagement
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9. USA Top 5 Drivers of Employee
Engagement
• Management sincerely interested in employee well-
being
• Organization’s reputation in the community
• Improved my skills and capabilities over the last year
• Appropriate amount of decision-making authority to do
my job well
• Organization quickly resolves external customers’
concerns
Source: Towers Watson Global Workforce Study Closing the Engagement Gap
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10. Generational “Drivers” Vary
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11. It’s a Marathon, not a Sprint!
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12. THE ROLE OF LEADERSHIP
• Positive, Clear and Personalized Vision
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13. THE ROLE OF LEADERSHIP
• Positive, Clear and Personalized Vision
• Connection to the Mission and Values
Calling Engaged
Not Engaged
Career
Actively
Job Disengaged
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14. THE ROLE OF LEADERSHIP
• Positive, Clear and Personalized Vision
• Connection to the Mission and Values
• Importance of Highly Engaged Workforce
to the Enterprise
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15. THE ROLE OF LEADERSHIP
• Positive, Clear and Personalized Vision
• Connection to the Mission and Values
• Importance of HEW to Enterprise
• Personal Involvement
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16. THE ROLE OF LEADERSHIP
• Positive, Clear and Personalized Vision
• Connection to the Mission and Values
• Importance of HEW to Enterprise
• Personal Involvement
• Cascade Effect
with Managers
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17. EMPLOYEE WELL - BEING
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18. EMPLOYEE WELL-BEING
*You care about them and
show it!
EQ
2 Components
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19. Personal Awareness
1. Self-Awareness
2. Self-Regulation
3. Self-Motivation
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20. Social Awareness
1. Social Competence
2. Social Skills
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21. EQ
Leadership, Management and Supervisors
•90% of success in leadership is attributed to EQ *1
•High EQ found in 74% of successful CEO’s
and only 24% of failures *2
• Many documented studies on the importance of
EQ to success with increasing sales, employee
engagement… even debt collection.
• Experienced leaders know technical stuff and
only opportunity is for people stuff
*1 L.M. Spencer et al 1997 Competency Assessment Methods *2 Egon Zehnder International study
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22. EQ
Leadership, Management and Supervisors
Career Limiting Moves (CLM)
•Uninformed Optimism
•EQ declines with career progression*1
•75% of derailed executive careers are due to lack of
emotional competencies *2
•Manage the ego and watch for arrogance…
*1 Talent Smart 2011 Curing Emotional Tone Deafness *2 Center for Creative Leadership 1994 Survey
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23. EMPLOYEE WELL-BEING
*You care about them and
you show it
*You are “present” X 2
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24. EMPLOYEE WELL-BEING
*You care about them and
you show it
*You are “present” X 2
*Recognized and rewarded
regularly and personally
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25. EMPLOYEE DEVELOPMENT
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26. EMPLOYEE DEVELOPMENT
*Understand and allow
employees
to use their strengths
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27. Achiever Deliberative Intellection
Activator Developer Learner
Adaptability Discipline Maximizer
Analytical Empathy Positivity
Arranger Focus Relator
Belief Futuristic Responsibility
Command Harmony Restorative
Communication Ideation Self-Assurance
Competition Includer Significance
Connectedness Individualization Strategic
Consistency Input Woo
Context
Leverage your strengths?
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28. EMPLOYEE DEVELOPMENT
*Understand and allow employees
to use their strengths
*Encourage personal growth
and development
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29. EMPLOYEE DEVELOPMENT
*Understand and allow employees
to use their strengths
*Encourage personal growth
and development
*Create achievable challenges
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30. SMART GOALS
Specific
Measurable
Achievable
Realistic
Time oriented
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31. EMPLOYEE DEVELOPMENT
*Understand and allow employees
to use their strengths
*Encourage personal growth
and development
*Create achievable challenges
*Ongoing dialogue about performance
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32. EMPLOYEE DEVELOPMENT
*Understand and allow employees
to use their strengths
*Encourage personal growth
and development
*Create achievable challenges
*Ongoing dialogue about performance
*Look at your “on-boarding” practices
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33. Evolving Trends:
Ride the WAVE before you get slammed into the sand!
33

34. EVOLVING TRENDS IN EMPLOYEE
ENGAGEMENT
*Workforce generational
drivers vary!
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35. EVOLVING TRENDS IN EMPLOYEE
ENGAGEMENT
*Workforce generational
drivers vary!
*Social responsibility
Juengling & Associates, LLC Copyright 2011 Juengling & Associates
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36. EVOLVING TRENDS IN EMPLOYEE
ENGAGEMENT
*Workforce generational
drivers vary!
*Social responsibility
*Social Media @ work
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37. EVOLVING TRENDS IN EMPLOYEE
ENGAGEMENT
*54% of workforce “likely
to quit” when economy improves
Training
$$$$
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38. EVOLVING TRENDS IN EMPLOYEE
ENGAGEMENT
*54% of workforce “likely to
quit” when economy improves
*Baby Boom retirement
requires huge changes
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39. Where do I start?
Begin with the end in mind
Begin to visualize what you can really be
But above all….
BEGIN!
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40. Insanity is…
So, what will
you do
differently?
QUESTIONS?
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41. If your actions inspire others to dream more,
learn more and become more, you are a leader!
John Quincy Adams
Juengling & Associates, LLC
TheE2Coach.com
Certified Coach for Executives and Entrepreneurs
Organizational and Leadership Development
Craig@TheE2Coach.com
301-502-5005 c
225-757-1559 o
Copyright 2012 Juengling & Associates
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