EMPLOYEE ENGAGEMENT without MONEY

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EMPLOYEEENGAGEMENTwithout MONEY!

• Bob Stearns
• Powerful Potential

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ENOUGH!!
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ENGAGEMENT

• The process of ENABLING people to
• do the jobs which they are capable of
• doing and for which they can accept
• OWNERSHIP ACCOUNTABILITY.
• Ensure that employees buy into or
• out of the culture.

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A CULTURE OF ENGAGEMENT

• AN ENVIRONMENT IN WHICH
• INDIVIDUALS MAXIMIZE GROWTH IN A CONGRUENT WAY
  WITH
• COMPANY GOALS AND GROWTH

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HR IS INDISPENSIBLE!

• HR Strategy must be aligned with Organizational
  strategy
• HR teaches and helps leadership to create an
  environment where all employees can achieve their
  fullest potential

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FIVE KEYS TOPOWER POTENTIAL

• 1. Hardwire BHA Goals.
• 2. Ignite Customer Focus Loyalty!
• 3. Cultivate Agility.
• 4. Apply the 85 Rule.
• 5. Inspire Ownership, Accountability and Results.

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Key 1 HARDWIRE BHA GOALS

• To what degree are your top 5 Goals aligned?
• Where do the breakdowns occur?
• What is the impact on your organization?
• Are you maximizing managers?

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HISTORICAL BHAGS

• Henry Ford 1907
• We will democratize the automobile! Everybody
  will afford and have one
• Sam Walton 1945 Sales from 72 K - 250 K
• JFK 1960 Man on the moon by 1970

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BALANCEDSCORECARD
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ALIGNMENT ATSSM HEALTH CARE

• Passport Each employee
• SSM Goals
• Hospital Goals
• Dept. Goals
• Individual Goals
• Strategically Aligned!

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PERFORMANCE!SSM HEALTH CARE

• Emp. Turnover reduced from 21 to 13 in 3 years
  (26,000 employees)
• Vendor scorecard measured quarterly Price,
  Value, Cost Savings yielded 10,000,000 in
  savings over 3 years

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Key 2 Ignite Customer Focus!
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Customer Loyalty Top Box

• Robert Woods Hamilton 15/30 and Food on Demand
• MSA Customer Loyalty Forums
• Ritz Carlton Best of the Bunch

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Key 3 CULTIVATE AGILITY
Ability to navigate profitably in a sea of
continually changing customer needs
opportunities
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Engagement and Motivation

• Basic human needs
• Need for meaning feeling in control
• Feedback and positive reinforcement
• To think of ourselves as winners

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TRUST AND RESPECT

• The key to a productive and satisfied work force
  is trust and respect
• Some people will abuse it, 3 8
• Unfortunately, most organizations focus
  leadership to accommodate this small part of the
  organization.

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Information

• INDESPUTABLE LAW OF COMMUNICATION
• If information isnt available from
• a credible leader, somebody will
• make stuff up!
• The made up stuff will cause
• rumors, worry, and resentment.

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LEADERSHIP ATTITUDE

• Senior management's interest in peoples
  well-being MGM
• Ladies and Gentlemen serving Ladies and Gentlemen
  Ritz Carlton
• Stability and confidence that they receive a fair
  wage

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APPRECIATION

• Business crises create needs to create stretch
  assignments and new challenges and growth
• The most common factors influencing job
  satisfaction are (Blessing White) More
  opportunities to use talents Career development
  coaching and training

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Recognition

• Remember the 50/30/20 Rule of Recognition
  Majority of recognition comes from the manager
• Wells Fargo Uses Recognition Coordinators
• Attach recognition to "real" accomplishments and
  performance goal achievement

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Recognition

• Ice cream socials, picnics, the "boss" cooks day,
  and so on
• Know your employee/ coworkers interests well
  enough to present a small gift occasionally
• Monthly Birthday Luncheons
• Work Anniversary recognition
• Boss for the day

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TEAMWORK

• Team Skills (18 hours)
• Conflict Resolution
• Team Building Behaviors
• Meetings Management
• Empowerment
• Consensus Decision Making
• Communications Skills

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Key 4 THE 85 RULE
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Process SLASHING!

• 51 Profit inc. on 5 Sales inc.
• Slashed 50 Million for Medrad.
• Saved 750,000/yr. in Telecomm.
• Saved 250K/yr. in mfg. 30 days
• Increased "up time" by 20 in Pa. Hospital
  Operating Room.

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KEY 5 Inspire Ownership, Accountability
Results

• THE PYRAMID
• Decisions made at top
• Change is slow and rare
• Sr. Leaders are responsible for results
• Tight control over employee behavior

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INVERTED PYRAMID

• Customer is on top
• Customer service providers
• Middle managers support
• customer svc. Employees
• Top mgt. sets direction, provides support to make
  emp. successful

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EXTRAORDINARY RESULTS - MEDRAD

• 15 Annual Revenue and Profit growth
• From 98 Customer Sat. to 70 Top Box Loyalty
• Product defects 35
• Productivity 86

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STONER RESULTS

• 45 emp., Quarrysville, Pa.
• Sales increase of 400
• ROA of 39 29 better than industry avg.
• Mfg. Productivity increased 150

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Baldrige Outperforms SP 500

• Baldrige Award recipients
• outperformed the SP 500
• by between 3 and 4.5 to 1
• (Hypothetical investment 8 out of 10
• years)

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EXTRAORDINARY ORGANIZATIONS

• Demand extraordinary performance from themselves
  and others
• Leverage the FULLEST POTENTIAL OF EVERY PERSON
  SUSTAINABLE OVER TIME

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EXTRAORDINARYLEADERS

• Extraordinary leaders are like the
• best conductors
• They reach beyond the notes to
• bring out the magic in the players.
• Blaine Lee

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Five Keys to Powering Growth and Potential

• For more information
• please contact
• Bob Stearns
• [phone]
• bobstearns_at_
• extraordinaryperformance.com