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The Trick to Employee
Engagement:
It’s Not What You Think
A Joint Webinar
October 30, 2013
@jostleme
@karenmartinopex

© 2013 The Karen Martin Group, Inc.

2
 Coach / Facilitator / Consultant / Trainer: 
Lead Lean transformations & develop people 
across all industries.
 Teacher: University of California, San Diego
 Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
www.ksmartin.com

Preorder now!

2013 Shingo 
Prize winner!

3
Learning Objectives
• The three essential conditions for realizing 
high levels of employee engagement.
• Why employee selection and onboarding is 
the SINGLE MOST IMPORTANT process to nail 
in any business.
• How to use continuous improvement, critical 
thinking & problem solving as your central 
means to engage employees
• How to prepare leaders for a new way of 
operating.
© 2013 The Karen Martin Group, Inc.

4
Does your organization operate with 
high levels of clarity, focus, discipline, 
and engagement?

Read the Shingo Research Award‐winning book that’s transforming organizations.
© 2013 The Karen Martin Group, Inc.

5
The Outstanding Organization

Mindsets & 
Behaviors that 
Produce 
Outstanding 
Organizations
© 2013 The Karen Martin Group, Inc.

6
We have

big problems.
7
First…

8
Energy Crisis: Widespread Disengagement

9
© 2013 The Karen Martin Group, Inc.

9
7 in 10 American workers 
are “not engaged” or 
“actively disengaged” in 
their work.
Gallup estimates actively disengaged employees cost the U.S. $450 
billion to $550 billion a year in lost productivity.

10
http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx

© 2013 The Karen Martin Group, Inc.

11
Employee Engagement – Gallup Findings
2000

26

58

18

2001

16

54

30

2002

17

53

30

2003

17

55

28

2004

17

54

29

2005

15

2006

15

59

26
30

55

2007

20

50

30

2008

20

51

29

2009

18

54

28

2010

19

53

28

2011

19

52

29

2012

18

52

30

0%

ACTIVELY 
DISENGAGED

© 2013 The Karen Martin Group, Inc.

100%

NOT ENGAGED

ENGAGED
12
12
Second…

13
The average company 
operates at levels that are 
a fraction of what its 
capable of.

14
Employee Engagement & 
Business Performance*
World Class

Average

33%
67%
Engaged
49%

Not Engaged
Actively Disengaged

26%
7%
9.57:1

*Per Gallup 
18%
1.83:1

Ratio of engaged to actively disengaged employees
© 2013 The Karen Martin Group, Inc.

15
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

© 2013 The Karen Martin Group, Inc.

16
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

To vision, annual goals, 
immediate supervisor, 
peers, customers

The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.

17
You had them at
“You’re hired.”

18
© 2013 The Karen Martin Group, Inc.

18
To what degree do new hires receive all of the tools and 
information they need to function effectively on day one? 

63%

70%
60%

44%

50%

Before initial round
of improvement

40%

23%

30%

14%

20%

After initial round of
improvement

10%
0%
  Always, Sometimes
© 2013 The Karen Martin Group, Inc.

  Rarely, Never
19
Onboarding – Missing Pieces
• Tools
– Physical (e.g. desk, etc.)
– Technology (e.g. phones, computers, physical access, access to applications 
needed, logins, etc.)
– Identifiers (e.g. signage, business cards, etc.)

• General information
– Company (e.g., purpose, products, customers, values, business goals, etc.)
– Org charts
– Phone directories

• Job‐specific orientation
– Documented procedures (standard work)
– Apprenticeship approach: Observe, do with supervision, do
– Clear understanding about what constitutes “success.”

© 2013 The Karen Martin Group, Inc.

20
Value Stream Maps: 
Effective for New Hire Orientation

You 
are 
here

© 2013 The Karen Martin Group, Inc.

21
The single most important 
process for you to nail in your 
organization is                    
new hire onboarding.

22
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

Control

Heavy involvement 
in decisions that 
influence how they 
do their work.

The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.

23
Improvement Roles
Strategic

Who?

Accountability

Tool

Leadership

“What has to happen”

Value Stream 
Mapping

“How it will happen”

Kaizen Events, 
Just‐do‐its,    
and Projects

Tactical

Middle 
Management
Workforce

© 2013 The Karen Martin Group, Inc.

24
Leaders determine 
strategy (what)

Workers determine 
tactics (how)
© 2013 The Karen Martin Group, Inc.

25
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

Full use of talents, 
capacities, 
potentialities, 
& skills

Creativity

Control

The Outstanding Organization, pp. 155‐158
© 2013 The Karen Martin Group, Inc.

26
Problem solving and making                   
improvement—done properly—is a high.

© 2013 The Karen Martin Group, Inc.

27
Kaizen Event – Definition
A two‐ to five‐day focused improvement 
activity during which a sequestered, cross‐
functional team designs and implements 
improvements to a defined process or 
work area, generating rapid results and 
learned behavior.
Karen Martin & Mike Osterling
The Kaizen Event Planner

© 2013 The Karen Martin Group, Inc.

28
Cross‐Functional Problem Solving & Improvement:
Connecting, Using Creativity, Gaining Control

© 2013 The Karen Martin Group, Inc.

29
“I went home yesterday and told my
family that it was one of the best 
working days I’ve ever had. 
I was able to fully use my 
capabilities for three days.”
— Fred Valenzano, Professional Engineer

© 2013 The Karen Martin Group, Inc.

30
Enabling Engagement: A3 Management
A3 
Report

The vital role of 
the coach/mentor

© 2013 The Karen Martin Group, Inc.

31
Progressive Learning

32
© 2013 The Karen Martin Group, Inc.

32
Third…

33
The idea that performance is 
primarily a factor of the    
employee is just wrong.
The Outstanding Organization, p. 154

34
People aren’t the problem. It’s the 
dysfunctional systems and processes 
within which we expect them to 
perform at high levels – a
fundamental act of disrespect.

35
“I’ve become a better person, 
a better husband, a better friend, 
from working at Gore.”
— Terry, a W.L. Gore Associate 

© 2013 The Karen Martin Group, Inc.

36
—The Outstanding Organization, p. 153

© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.

The Outstanding Organization, p. 153
37

37
Build diverse teams.
<< story with PEOPLE >>
On-board your culture.
<< LIBRARY example >>
Team fit matters.
<< story >>
Fire fast.
In a respectful and honest way.
That helps the person find a better fit.
Don’t fall into the justification trap.
Avoid grand plans.
<< Kanban photo >>
Recognize specific things.
Now.
<< Shout‐Out examples >>
Poll
Does your intranet help your employees engage?
☐
☐
☐
☐

Absolutely.
Somewhat.
Not much.
Don’t have an intranet.
Q&A
Thank You
www.jostle.me
@jostleme
888.567.8538
info@jostle.me

www.karenmartin.com
@karenmartinopex
858.677.6799
info@ksmartin.com

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