Engage for Success: Improve Workforce Engagement with Open Communication and Continuous Feedback
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Harbinger Systems, a technology partner to leading product companies, in its zeal to foster a work environment where employees feel engaged and motivated, has been utilizing various innovative methods to promote continuous dialog with employees and provide continuous feedback. The results are striking! These efforts improved productivity on business deliverables, increased customer satisfaction enabling multi-year engagements and minimized employee turnover. Maintaining employee engagement has been ranked as one of the top priorities of organizations for years. It has been clearly established that when employees are given regular feedback (be it positive or adjusting), they feel cared for. Such employees who feel valued are often the most engaged employees. The real challenge lies in the effective implementation of continuous feedback approach. Due to the increasing demands of their role, managers/leaders find it arduous to engage with their employees on a regular basis. Technology can really play a pivotal role in simplifying and facilitating open dialog and continuous feedback in organizations, by building on ideas of One-on-One's and Pulse meetings. Technology can also aid in generating and bringing out meaningful, actionable insights by analyzing data gathered from the various feedback channels. Thank you for joining us for an insightful webinar on " Engage for Success: Improve Workforce Engagement with Open Communication and Continuous Feedback". Attendees got insights on the cost of employee disengagement, The relation between continuous feedback and workforce engagement, and how Harbinger improved employee engagement through open communication. We would also conduct a demo of system to manage and track such communication.
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Engage for Success: Improve Workforce Engagement with Open Communication and Continuous Feedback
- 1. Engage for Success: Improve Workforce Engagement with Open Communication and Continuous Feedback
- 2. Housekeeping • The Webinar recordings and slides will be shared with all attendees • Please type in your questions and comments using the question pane on the right hand side © Harbinger Systems | www.harbinger-systems.com
- 3. Presenters © Harbinger Systems | www.harbinger-systems.com Abhay Patil Senior Vice President, Talent and Operations Harbinger Systems Neville Postwalla Senior General Manager, Talent Management Harbinger Systems Maheshkumar Kharade Architect Harbinger Systems
- 4. Agenda • Disengagement IS costly • Business case for employee engagement • Continuous feedback • Using technology as a solution • Measure success using analytics • Q&A © Harbinger Systems | www.harbinger-systems.com
- 5. What is Employee Engagement? © Harbinger Systems | www.harbinger-systems.com Employee engagement is the degree of extent to which employees feel passionate and dedicated about their jobs, are dedicated to the organization, and put discretionary effort into their work.
- 6. What Does a Disengaged Employee Look Like? © Harbinger Systems | www.harbinger-systems.com • Lacks Enthusiasm • Makes Excuses • Is Irresponsible • Doesn’t take initiatives • Doesn’t help others • Not predictable, low ownership • Reluctant to change
- 7. The Business Case for Employee Engagement © Harbinger Systems | www.harbinger-systems.com • In US, 70% of all employees are Not fully engaged • Companies with engaged employees outperform those without by up to 202% Infographic source: http://www.gallup.com/poll/188144/employee-engagement-stagnant-2015.aspx http://www.highground.com/infographic-state-of-employee-engagement
- 8. The Cost of Disengagement and Replacement Cost © Harbinger Systems | www.harbinger-systems.com • Replacement costs are 6 to 9 months’ salary on average • Team morale • More turnover
- 9. So this Brings us to CONTINUOUS FEEDBACK © Harbinger Systems | www.harbinger-systems.com
- 10. The Relation Between Feedback and Employee Engagement • Zenger Folkman’s study- leaders who are giving regular feedback had employees who were three times more engaged • Josh Bersin on conventional appraisal systems: once-a-year review is not only too late, but it’s often a surprise • How are companies changing the way they give feedback? © Harbinger Systems | www.harbinger-systems.com Source: https://soapboxhq.com/blog/how-employee-feedback-impacts-employee-engagement
- 11. So, Does it Make Sense to Have Continuous Feedback? © Harbinger Systems | www.harbinger-systems.com 14.9% lower turnover rates 42% millennials want feedback every week 45% of HR leaders don’t think annual performance reviews are an accurate appraisal for employees’ work 43% of highly engaged employees receive feedback at least once a week Source: https://www.officevibe.com/employee-engagement-solution/employee-feedback http://www.ultimatesoftware.com/Contact/hr-whitepaper-is-there-really-a-generational-divide-at-work https://business.linkedin.com/talent-solutions/blog/trends-and-research/2016/5-Employee-Feedback-Stats-That-You-Need-to-See
- 12. Implementing Continuous Feedback © Harbinger Systems | www.harbinger-systems.com
- 13. Some Challenges We Faced and What We Did • Manager time • Manually managing and monitoring these meetings What we did? • Leveraged Technology: – For facilitating the discussion – Monitoring engagement – For generating actionable insights © Harbinger Systems | www.harbinger-systems.com
- 14. We Have Developed a Tool for Continuous Feedback Our One-on-One (O3) - Application © Harbinger Systems | www.harbinger-systems.com
- 15. Our O3 App © Harbinger Systems | www.harbinger-systems.com
- 16. Documenting Your O3 © Harbinger Systems | www.harbinger-systems.com
- 17. © Harbinger Systems | www.harbinger-systems.com Some Sample Reports
- 18. Manager’s Performance/ Compliance © Harbinger Systems | www.harbinger-systems.com 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Jim Robert Sriram Nitu Jane Imtiaz Manager O3 per direct per month O3 Frequency Department Average Organization Average
- 19. O3 Pulse © Harbinger Systems | www.harbinger-systems.com 0 5 10 15 20 25 30 35 40 Jane Dave Nancy Mohan Deepa Archana Manya Nishant O3 Pulse Highlights Concerns Adj "+ve" Count
- 20. The Benefits We Have Seen From O3’s • In the Great Places To Work 2016 study, we showed significant improvement in the scores • Management shows a sincere interest in me as a person • Managers avoid playing favorites • I feel I make a difference here © Harbinger Systems | www.harbinger-systems.com 45% 70% 2014-15 2015-16 O3 penetration • Increase in O3 penetration by around 60% in one year • In our internal perception study, effectiveness of O3’s were around 80%
- 21. Technology as an Enabler for Continuous Feedback © Harbinger Systems | www.harbinger-systems.com
- 22. How SMAC Powered Apps Can Help • SMAC – Social, Mobile, Analytics and Cloud • Share the achievements • Employee receives positive feedback for the last consecutive X number of meetings • An employee engagement cum social media platform • Social integration contributes to intuitive user experience • Mobile is ubiquitous enables on the go access for employees • Conduct continuous feedback from remote locations © Harbinger Systems | www.harbinger-systems.com
- 23. How SMAC Powered Apps Can Help • Use of sentiment analysis to understand the engagement level of employees • Integrating continuous feedback with annual performance reviews to make them more effective • Identifying training needs in the organization by leveraging feedback data • Cloud as a backbone to enable the rest of the services- Mobile, Analytics, Social integrations © Harbinger Systems | www.harbinger-systems.com
- 24. So in Summary… • There is a very strong business case for employee engagement and continuous feedback. Engaged employees can improve your business outcomes multifold. • There is a very strong relationship between employee engagement and continuous feedback • Continuous feedback by itself is difficult to implement and monitor. With use of technology it can be documented, tracked and reported. • At Harbinger, we take continuous feedback very seriously. We’ve built and are using our own O3 app and have seen concrete benefits. © Harbinger Systems | www.harbinger-systems.com
- 25. Q&A © Harbinger Systems | www.harbinger-systems.com
- 26. © Harbinger Systems | www.harbinger-systems.com
- 27. © Harbinger Systems | www.harbinger-systems.com Thank You! Visit us at: www.harbinger-systems.com Write to us at: hsinfo@harbingergroup.com Blog: blog.harbinger-systems.com Twitter: twitter.com/HarbingerSys (@HarbingerSys) Slideshare: slideshare.net/hsplmkting Facebook: facebook.com/harbingersys LinkedIn: linkedin.com/company/382306 Instagram: https://www.instagram.com/harbingersystems
Notes de l'éditeur
- Disengagement can be costly! Understand the importance and need for employee engagement in every organization. We’ll be talking about the cost of disengagement. If you're going to need to convince your CEO about the need for better employee engagement, talk about the COST of disengagement. This will strike a chord with your CEO Employee engagement We’ll tell you why employee engagement is so important Continuous feedback There is a strong linkage between employee engagement and continuous feedback. We’ll talk more on this Using technology as a solution We’ll talk about challenges we faced by trying to implement a manual continuous feedback system and how we used technology and developed our very own One-on-One application, which has been successfully running for the past 2-3 years Measure success using analytics We’ll share some of the reporting features and analytics from our O3 app Q&A
- There are so many definitions of employee engagement. If you type the words “Employee Engagement” in Google, you’ll get over 9 million results! I liked the above definition. The key words here are Degree of extent Passion dedication This determines whether an employee is Highly engaged employee or disengaged
- We’ve all seen disengaged employees at work. They show these traits and behaviors and more. Working with a disengaged employee is also challenging. Many times the manager has a tough time in dealing with engaged and disengaged employees in the same team. Sparks fly. Lack of Enthusiasm Make Excuses, complains and finds fault in everything (their boss, their teams, their responsibilities and many other things), but is willing to fix nothing Is Irresponsible. Misses deadlines & commitments Doesn’t take initiatives, Needs to pushed to take up something new Doesn’t Help Others – Works in isolation and is seen as a poor team player Not predictable, low ownership – Takes way too many unplanned leaves, Managers are not sure whether deliverables will happen or not Reluctant to change
- These are staggering numbers. 70% of our employees are not fully engaged. Also consider the benefit of having engaged employees on your team. They outperform disengaged employees by a whopping 202%. Now that’s huge increase in productivity. Employee disengagement costs $500 billion+ / year to the US- That’s real big bucks we’re talking about and this makes a very strong argument for Employee engagement Here are some more examples that reinforce a strong business case 80% of employees who are dissatisfied with their direct manager are disengaged. Our Manager who is supposed to motivate us to do our best is one of the biggest cause of disengagement. So having managers who can communicate, guide and coach their teams better sure do have an edge over the others 43% highly engaged employees receive feedback at least once a week - Here’s one relation between Engagement and continuous feedback – we’ll talk about this later. Highly engaged employees are 87% less likely to leave their companies - Here’s a strong case for employee retention which is one of the parameters that HR and businesses are measured on Companies revenue increases 2.5X with engaged employees. Look at the value in terms of revenue that engaged employees bring to the table. Increased revenues of more than 2 ½ times!! Source: 1. https://www.officevibe.com/blog/disturbing-employee-engagement-infographic 2. http://www.dalecarnegie.com/employee-engagement/engaged-employees-infographic/ 3. https://www.officevibe.com/blog/disengaged-employees-infographic
- Many of us in HR are well aware of the pain that is caused by attrition or people leaving. It definitely causes some level of interruption to the project. Studies by SHRM predict that every time a business replaces a salaried employee, it costs 6 to 9 months’ salary on average. This includes Rehiring costs, the time spent with the with the customer (explaining the exit, explaining the back up plan) Re-training the new joiner to come upto expected performance levels Loss of productivity of the new joiner for few months Morale in the team gets affected because of the attrition. Because lack of engagement of the exiting employee, others need to work harder Because the exiting person could spread negative vibes More employee turnover Chance that the employee will take a few more from the team!
- Use analogy of an athlete
- Leadership trainers Zenger Folkman looked into the feedback practices of 22,000 leaders around the world. Their survey revealed that leaders who scored in the top 10 percent on giving feedback had employees who were three times more engaged as leaders in the bottom tenth. What does Josh Bersin have to say on conventional appraisal systems Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it’s often a surprise. Regular coaching is the key to alignment of goals and performance. Managers cannot typically “judge” an entire year of work from an individual at one time, so the annual review is awkward and uncomfortable for both manager and employee. (Imagine if your spouse gave you an annual review!) Besides an important point to understand is that the Manager-employee relationships are not 1:1 like they used to be. We work with many leaders and peers during the year, so one person cannot adequately rate you without lots of peer input. Also some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not at the end of the year. So what this leads me to is that People are inspired and motivated by continuous feedback - positive, constructive feedback – and the conventional “appraisal” process almost always works against this. Accenture recently announced that it was getting rid of the annual performance review for its 330,000 global staff, replacing it with a more fluid, ongoing feedback system Earlier in 2016 Deloitte also abandoned the annual review process and came up with a faster, more agile way of measuring performance. An article in Forbes-The business benefit of getting rid of this system lies in simple math. For Deloitte, annual evaluations for 65,000 staff ate into two million work hours. Adobe reclaimed 80,000 work hours simply by dropping the annual appraisal system Management research firm CEB estimates that a company with 10,000 employees spends around $35m every year on the review process – and this doesn’t include the additional costs of an annual survey. Businesses are realizing that this money can be spent better beyond the annual cycle and the frustrations it can bring and instead use this money on opening and maintaining a more constant dialogue with employees,
- Yes it does make sense to have a continuous feedback process. Lower employee turnover rates are good for an organization. It makes good business sense as well as improves employee morale and performance Millennials comprise of around 70% in an organization and this number continues to grow. They want feedback every week. This is a twice the percentage of every other generation (Gen X or Y), so if we are going to successfully manage the largest population in our workforce effectively, we’re going to think of having a system of better continuous feedback 45% of HR leaders don’t think annual performance reviews are an accurate appraisal for employees’ work
- At Harbinger, we long ago realized the need and importance of continuous feedback and decided to go ahead get this going. But we did face some challenges along the way. The first one was getting a commitment from the Manager to spend quality time with their directs. To be fair, some managers had increasing demands in their role and found it a challenge to allocate time to meet their directs, write down the feedback, track and monitor this. A manual system therefore had its limitations. Managing and monitoring such informal/semi-formal meetings can be tricky. Where could one reduce the aspect of - he said this, and she said that, etc. A manual system also had to answer the following questions - Where do I enter this information and track it, how do I validate this, how can I use this information for development or coaching, for rewarding or reprimanding So that’s when we leveraged the power of Technology Technology played a pivotal role in simplifying and facilitating open dialog and continuous feedback. Meetings could be scheduled, monitored and tracked Technology also aided in generating and bringing out meaningful, actionable insights by analyzing data gathered from these meetings. Based on this data, various reports and analytics could be used to understand the effectiveness of managers, the amount of connect and feedback they had with their teams, the amount of positive feedback and coaching suggestions they made with their directs. This helped the HR team in deriving insights that formed the basis for various learning and development initiatives for managers, thereby
- Use analogy of an athlete
- Customized welcome message List of your directs (can be imported from an existing HRIS List of your Managers. Can be imported from an existing HRIS. Option to add multiple managers (dotted line/ Matrix Managers) List of your previous O3’s within a date range The O3 hotline button O3 admins will also view an additional button – Administer Entire screen can be made customizable – to suit your preference – colors, icons (D&D), welcome message A help resource that can lead to you FAQs, email help, videos, podcasts, quizzes with gamification, etc See a list of your immediate Directs View their O3s in a specified date range View your directs directs (helps keep a track on quality and quantity of O3s of your team All this can be imported from an existing HRIS Create a O3 for them Set a date range Click on each date to view the full O3 records of that session Can be exported to get a unified view of all O3s. All fields can be exported or can be customized to export selected fields only Can be exported to excel, word, PPT, PDF formats
- Date can be changed to reflect an O3 that happened in a past date Fields can be made mandatory or non-mandatory Fields can be changed A draft of the O3 record can be saved. This is useful when the Manager wants to prepare before the O3 and refer to these comments during the O3 before finalizing them You can also schedule the next O3 from the App, by clicking on the “schedule next O3” There is also a box where the manager can enter comments that are not visible to the employee. These comments will be visible to her manager though Reports can also be used to check the effectiveness of a Manager Number of O3’s conducted by a Manager Effectiveness of the O3’s – number of coaching, development feedback given, KRA evaluation, positive and adjusting feedback Comparing this with the department or company average, thereby creating a culture of continuous feedback Publishing Manager leaderboards You can also check number of O3’s – Designation/ Grade wise, for a date range, location wise, business unit wise
- This shows the pulse of the O3 meetings for the directs. The height of each bar indicates the O3 count in the period and each stacked bar shows the share of
- In the GPTW 2016 study, we showed significant improvement in the scores Management shows a sincere interest in me as a person, not just an employee, Managers avoid playing favorites, I feel I make a difference here, My work has special meaning All these questions have some bearing on continuous feedback
- The challenge however lies in utilizing the data received from various feedback channels to generate meaningful actionable insights. Application of sentiment analysis on feedback data, using feedback for annual reviews and creating training plans for employees based on the feedback.
- Floor talks Instead of sending out instructions in a long email, we thought connecting with groups of employees at their workstations would be more effective, so that’s what we did. We had informal sessions with employees explaining to them the importance of O3 and how it would benefit THEM! Holding Managers accountable for the O3’s they conduct Using reports and metrics we could pin point effective and not so effective managers and take appropriate interventions. We also shared O3 stats business wise and published these metrics so that we built up a bit of pressure and competition. This did work in its own way We also used the fire-power of the senior management to question managers with less than optimum O3 penetration in their units and positively recognize others who were doing well O3 skits Once we reached the desired levels of O3’s getting conducted and the culture of feedback getting created, we next worked on the quality of O3’s. For this we designed a short script on various scenarios a manager and her direct face in an O3 and created small and at times humorous scenarios around this. We then engaged with professional actors to enact this short skit live in front of a set of 15-20 employees and thereafter had a short debriefing session. We got a fantastic response to this. People liked this UNCONVENTIONAL way of learning
- Employee disengagement costs $500 billion+ / year to the US That’s real big bucks we’re talking about and this makes a very strong argument for Employee engagement 80% of employees dissatisfied with their direct manager are disengaged Look at this! Our Manager who is supposed to motivate us to do our best is one of the biggest cause of disengagement. So having managers who can communicate, guide and coach their teams better sure do have an edge over the others 43% highly engaged employees receive feedback at least once a week So here’s one relation between Engagement and frequent feedback – we’ll talk about this later. Highly engaged employees are 87% less likely to leave their companies So here’s a strong case for employee retention which is one of the parameters that HR and businesses are measured on Companies revenue increases 2.5X with engaged employees Look at the value in terms of revenue that engaged employees bring to the table. Increased revenues of more than 2 ½ times!! 90% of leaders think engagement strategy have an impact of business success but 25% of them have a strategy So don’t you think that employers need to think long and hard at their engagement strategy Talk about ESS and MSS Source: 1. https://www.officevibe.com/blog/disturbing-employee-engagement-infographic 2. http://www.dalecarnegie.com/employee-engagement/engaged-employees-infographic/ 3. https://www.officevibe.com/blog/disengaged-employees-infographic
- Some interesting stats here – what is interesting to me is the point that talks about people leaving. The actual reason is not about the money. It’s a trigger that happened a long time ago. It could be lack of communication, not having a transparent and open manager, not having the right work, not having an opportunity to be heard…the list can go on…
- Yes it does make sense to have a continuous feedback process. Lower employee turnover rates are good for an organization. It makes good business sense as well as improves employee morale and performance Millennials comprise of around 70% in an organization and this number continues to grow. They want feedback every week. This is a twice the percentage of every other generation (Gen X or Y), so if we are going to successfully manage the largest population in our workforce effectively, we’re going to think of having a system of better continuous feedback 69% of employees say they would work harder if they felt their efforts were better recognized 45% of HR leaders don’t think annual performance reviews are an accurate appraisal for employees’ work
- Accenture recently announced that it was getting rid of the annual performance review for its 330,000 global staff, replacing it with a more fluid, ongoing feedback system Earlier in 2016 Deloitte also abandoned the annual review process and came up with a faster, more agile way of measuring performance. An article in Forbes-The business benefit of getting rid of this system lies in simple math. For Deloitte, annual evaluations for 65,000 staff ate into two million work hours. Adobe reclaimed 80,000 work hours simply by dropping the annual appraisal system Management research firm CEB estimates that a company with 10,000 employees spends around $35m every year on the review process – and this doesn’t include the additional costs of an annual survey. Businesses are realizing that this money can be better spent on opening and maintaining a more constant dialogue with employees, moving beyond the annual cycle and the frustrations it can bring
- Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it’s often a surprise. Regular coaching is the key to alignment and performance. Managers cannot typically “judge” an entire year of work from an individual at one time (imagine if your spouse gave you an annual review!), so the annual review is awkward and uncomfortable for both manager and employee. Manager-employee relationships are not 1:1 like they used to be. We work with many leaders and peers during the year, so one person cannot adequately rate you without lots of peer input. While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not at the end of the year. People are inspired and motivated by positive, constructive feedback – and the “appraisal” process almost always works against this. The most valuable part of an appraisal is the “development planning” conversation – what can one do to improve performance and engagement – and this is often left to a small box on the review form.