The Outstanding Organization: The Power of Engagement
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Recorded webinar: http://slidesha.re/1dBAjZG Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/TOObk Organizations who deliver consistently high levels of performance have significantly higher levels of employee ENGAGEMENT than those that don't. From the moment a new hire walks through your company's door, you have the opportunity to engage them or not. In this webinar, you'll learn how to establish the climate that enables engagement and how to view onboarding, improvement, and problem-solving through an engagement lens, boosting organizational performance along the way.
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The Outstanding Organization: The Power of Engagement
- 1. The Outstanding Organization: The Power of Engagement Presenter: Karen Martin Webinar May 17, 2012
- 2. Founder, Karen Martin & Associates, LLC (1993) Lead Lean transformations in the service sector and office areas within manufacturing Teaches at University of California, San Diego’s Lean Enterprise program Email: karen@ksmartin.com Twitter: @karenmartinopex Facebook: www.facebook.com/karenmartinassoc Karen Martin, Principal July 2012
- 3. 2012 Webinars Date Topic March 22 The Outstanding Organization: The Power of Clarity April 5 The Outstanding Organization: The Power of Focus May 3 The Outstanding Organization: The Power of Discipline May 17 The Outstanding Organization: The Power of Engagement All recorded webinars are available at www.vimeo.com/karenmartinassoc and all materials are available at www.slideshare.net/karenmartin2. Release Date: July 6, 2012 (McGraw-Hill) Available for Preorder: www.bit.ly/km-too 3
- 4. We need to improve how we improve. 4
- 5. Mindsets & Behaviors 5
- 6. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 6
- 7. The Outstanding Organization Business Results Problem Solving Improvement Continuous Resilience Core Capabilities CHOS 7
- 8. Employee Engagement & Operational Excellence: Two Sides of the Same Coin
- 9. • World-class organizations - ratio of engaged to actively disengaged employees is 9.57:1. • Average organizations, ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 9
- 10. We Know It’s Important... 10
- 12. The corporate world is appalling bad at capitalizing on the strengths of its people. — Marcus Buckingham 12
- 13. What is Engagement? 13
- 14. “To be fully engaged, we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement 14
- 15. “… focused energy, evident to others in the display of… persistence directed toward organizational goals.” — William Macey, Benjamin Schneider, et. al, Employee Engagement 15
- 16. How do we “get” our employees to engage? 16
- 17. Enabling Engagement Connection Creativity Control 17
- 18. “I’ve become a better person, a better husband, a better friend, from working at Gore.” — Terry, a W.L. Gore Associate 18
- 19. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 19
- 20. You had them at “You’re hired.” 20
- 21. To what degree do new hires receive all of the tools and information they need to function effectively on day one? 70.0% 63% 60.0% 50.0% 44% Before initial round 40.0% of improvement 30.0% 23% After initial round of improvement 14% 20.0% 10.0% 0.0% Always, Sometimes Rarely, Never
- 22. 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., 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.” 22
- 23. 23
- 24. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 24
- 25. Develop hypothesis Refine Conduct Standardize experiment Stabilize Measure results 25
- 26. Enabling Engagement: A3 Management A3 Report The vital role of the coach/mentor 26
- 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 27
- 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 29
- 30. Engagement via Daily Improvement Improvement Kata + Coaching Kata 30
- 31. Problem solving is a high. 31
- 32. Progressive Learning 32
- 34. Where to Start? • Improve your onboarding process. • Train a core group of middle managers and/or above in problem solving and improvement coaching. • Transition your dedicated improvement professionals from “do-ers” to “teachers.” • Hold a few kaizen events each year to build new behaviors. • Never, ever make process improvement without deep involvement of the people who actually do the work. • Advocate the truth that people aren’t the problem – systems are. 34
- 35. Additional Resources July 6, 2012 Available for Preorder: www.bit.ly/km‐too 35
- 36. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex Monthly newsletter: www.ksmartin.com/subscribe 36