business psychology, Danny Gattas, Employee Engagement, Employment, Engagement, Guest Blog, Human Resources, Kevin Sheridan, Memphis, Recruiting

The End of Employee Engagement? I think not.


Below is a recent guest blog from our esteemed friend, Kevin Sheridan, regarding the status of Employee Engagement.

UntitledThere was a recent article in Forbes asserting that the Employee Engagement Movement was dying on the vine or fading away, like the Total Quality Movement (TQM) of the late 1980s and early 1990s.

In my opinion, there are several flaws in what the article suggested.

First and foremost, the big “elephant in the room” is the fact that by most measures only about 30% of the workforce is engaged, with the remainder being either ambivalent or actively disengaged. Are we to roll down our sleeves and think this is an acceptable level of engagement for our businesses, industries, and countries, and give up that easily? I hope not. Literally all of the best-in-class customers with whom I have worked in my 30-year consulting career eschewed such a defeatist attitude, and rolled up their sleeves to work harder to become even better. (Sounds a little like TQM, huh?) These organizations never lost their undying commitment to the well-defined concept of engagement, and its core underpinnings.

Second, regardless of what engagement is called, those people that have it never lose their passion for what they do, and pride in where they work. These two “Ps” of engagement will always yield superior outcomes, such as net-promoter results, customer referrals, customer satisfaction, higher quality and safety scores, and profitability. Regardless of whether we get tired of the moniker “employee engagement,” the myriad positive outcomes it creates will never go away. (To read the most comprehensive summary of these business outcomes click here.)

Third, if as suggested in the article, engagement has become a “check-the-box” exercise, then why are we not holding the people checking the box accountable, as well as those accepting the checked boxes, as opposed to conveniently blaming engagement?

Featured Image -- 609Lastly, a much healthier, opportunistic approach to engagement has played out in the hundreds of organizations I’ve helped shepherd from the nadir of engagement to achieve best-in-class status. All of these world-class employers took the following steps which are not typically taken by those stuck at “average”:

  • They never gave up, but rather made a long-term commitment to real change and improvement.
  • They had CEOs who eagerly took ownership for leading the effort and expected others to own it with the same level of steadfast dedication.
  • They tailored both their measurement instrument and process to fit the demographic make-up of their workforce, as opposed to using a “one-size fits all” survey and solution.
  • Contrary the what the article purports, the vast majority of companies and the engagement vendors they choose, give and actually guarantee, complete confidentiality for their survey and process. Best-in-class organizations on engagement are no different.
  • They instilled complete accountability on their managers for ensuring meaningful action plans are not only implemented, but effectively communicated, such that all employees knew that they were heard and that meaningful changes had been made based on their opinions.

cultureThey encouraged employees to begin to accept ownership for their own engagement, as opposed to waiting to be engaged by their manager and/or employer.

  • They gave their employees a tool through which they could confidentially see how engaged they were in their job, as well as get suggestions on what they could do on their own to be more engaged.

All of these steps are important, but the final two are critical to long-term improvement. Given that the vast majority of organizations have yet to take these two critical steps, it is certainly no time to throw in the towel and give up on engagement.

The proudest moments of my career as a consultant in this area, were standing shoulder-to-shoulder with senior executives who announced double-digit or best-in-class scores on engagement survey results and asked their entire team to stand up and give themselves a thunderously-loud standing ovation. Nearly all of the ovations ended, with the CEO saying something like, “This is great, but we are not done yet. Let’s set a goal to be in the top 3% next year.”

Rest assured, William Edwards Deming’s concepts on quality, continuous quality improvement, and the Malcolm Baldrige Award, are all alive and well today. The term TQM may no longer be bandied about, but its foundation pillars still stand as tall as those for employee engagement.

Inspiration for this piece:

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Guest Blogger, Kevin Sheridan having fun and smiling as always!

 Kevin Sheridan is an Internationally-recognized Key-Note Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of employee engagement.   He spent thirty years as a high-level Human Capital Management consultant, helping some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long- overdue, industry-changing innovation in the field of Employee Engagement. His book, “Building a Magnetic Culture,” made six of the best seller lists including The New York Times, Wall Street Journal, and USA Today. He is also the author of The Virtual Manager, which explores how to most effectively manage remote workers.

Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior. He is also a serial entrepreneur, having founded and sold three different companies. 

Contact Links:

Web page: www.kevinsheridanllc.com

Twitter: @kevinsheridan12

LinkedIn: http://www.linkedin.com/in/kevinsheridan1

Email: kevin@kevinsheridanllc.com

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HRO Partners Proud to be Sponsoring The 2015 HR Excellence Award Ceremony


HRO Partners is proud to announce their sponsorship for SHRM-Memphis’  2015 Human Resource Excellence Awards on September the 9th at the Holiday Inn, The University of Memphis. The event begins at 7:00 am with an opportunity to network among esteemed HR professionals and, shortly after, at 7:30 am the program and breakfast begins.

This event celebrates the incredible accomplishments of Human Resource Professionals all throughout Memphis and the Mid-South Area. Honorees will be crowned one of five available awards, ranging from Executive of the Year, Emerging Leader, Human Resource  Practitioner of the Year, Innovative Deployment of HR Technology, and Student of the Year.

Tickets start at $50.00 for General Admission, but go up to $60.00 after 05:00 pm, August the 30th. So act fast to ensure that you are able to attend what is likely to be a joyous time.

Click here for further information and to obtain tickets to this marque event

Click here to add this event to your calendar.

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“Every failure is a step to success.”-William Whewell

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How to use employee engagement to increase productivity


Below is a recent online article written by Simon T. Bailey in the Memphis Business Journal

Engaged employee“What is “employee engagement”? Psychologists, sociologists and CEOs alike are still arguing about the proper definition of the term, but they agree on the basics: An engaged employee is fully absorbed, satisfied, and furthers the organization’s mission through positive action.

As an emerging leader, you probably embody engagement, and you know how it affects your productivity.

What is the link between engagement and productivity?

Gallup has been conducting an ongoing study of international workplaces, monitoring how employee engagement levels affect output and performance. The study claims that if each organization were to double its customers, they could potentially save their countries’ economies. The study spans over 140 countries, and has been conducted over the past five years. If this is true, then there may be a way to improve both focus and output in your team.

Improving employee engagement

What can you do to encourage high employee engagement in your team members, leading to increased productivity and better performance? Here are a few you can take to create a perfect environment for enthusiastic workers:

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