Leading for Employee Engagement - A Case Study

Background

A large, highly respected global technology manufacturer changed its strategy to remain competitive in its market segment and financially viable as an ongoing entity. The new strategy fundamentally repositioned the company from commoditized offerings to value-added services and high margin products.

Challenge

After two years, major functional groups in the company had yet to adopt the new philosophy or implement enabling strategies. People were also highly skeptical about the new strategy succeeding. Finally, implementation would require substantial effort throughout the company with significant change in the following functions:

•Product development needed to completely revamp their R&D focus
•Manufacturing had to retool much of their production operations
•Sales needed to redefine the sales process and target audience

Approach

The company embarked on a comprehensive, structured process working with intact teams to create implementation plans and actions. The process, supported by training and consulting, was cascaded down through the organization with the following objectives:

• Align all efforts in the organization around the achievement of the new strategy
• ...

Results

As a result of this process the company achieved significantly improved and sustained business results as well as higher levels of employee engagement. Specific results include...

Learn about Approach taken and the resulting impact on the business ..

Leading for Employee Engagement - Igniting Accountability, Commitment and Change Readiness

Did you know that:

• Over 70% of employees are NOT fully engaged
• Many CEO's are questioning if their employees have what it takes
• Lack of employee engagement costs US businesses over $270 billion dollars a year
• Increased engagement can lead to 2-3% increase in operating margin

It's easy to believe that your employees are engaged when they work long hours, you have low turnover, and the job market is in shambles. However, don't be deceived. People often put in long hours begrudgingly and top performers are always in demand. You need your employees' full effort to reach your targets.

Is there a way to help your people avoid disengagement given the reality of the business challenges that you face?

The answer is, yes. Our research-based Leading for Employee Engagement Program shows leaders how to create an environment in which employees are engaged in spite of the challenging times.

Download the complimentary Employee Engagement Best Practices White Paper.

SOS - Survival Skills for Managers in Tough Times

As you read this, 25-40% of your workforce does not trust their manager. This mistrust leads directly to a lack of engagement, decreased productivity, and increased attrition.

If you think that these tough economic times will keep your top talent engaged and employed, think again. Now is the time that you're "A" managers are worth their weight in gold. They know it. Your competition knows it. Are you doing anything to keep the good ones aboard?

In this turbulent economy, you need your managers to be able to do "more with less." To meet this challenge, managers must have the proper management skills, practices, systems, and structures to help them (and you) succeed. Done right, management development should tangibly reduce employee relations issues, drive productivity and engagement, increase revenue, enhance product quality, and improve retention.

Research shows that organizations that make training available in tough economic times fare better and realize higher profits than do organizations that offer little or no training. According to a study commissioned by the ASTD, organizations that invest in training realize 218% higher gross income per employee. Moreover, companies that make training a priority are estimated to grow at a rate three times faster than those without training.

Smart companies view a downturn in the economy as the perfect time to invest and build their management bench-strength. By 2010, we anticipate a mass exodus of baby boomers reaching retirement age and exiting the workforce-leaving companies with a key talent shortage. That's why proactive organizations continue to spend on developing their managers.

To reap the benefits however, management development must be done right. We define "right" as following a proven 6-step process to ensure that you create tangible business results for you, your managers, and your organization.

• Identifying the desired results using a strategic link analysis, success metrics, and a business case blueprint
• Assessing the current situation by aligning leadership and employees, obtaining buy-in, pinpointing skill gaps, and setting baseline
• Designing the exact solution utilizing interviews, pilot workshops, customized case studies, predisposition letters, feedback systems, and individual development profiles
• Delivering targeted action learning and performance coaching modules supported by a simple Learning Management and Implementation System to handle internal marketing, registration, reporting, and follow-through
• Implementing coaching and following through with targeted job aids, customized mastery sessions, implementation focus groups, and individual skill implementation plans
• Measuring impact and results of skill adoption on key business metrics including revenue, margin, productivity, engagement, and retention