Measureable Improvement With Employee Engagement Case .
Measureable Improvement withEmployee EngagementCase Study: The City of SeaTacGwen Voelpel, City of SeaTacTracy O’Rourke, Integris Performance Advisors
PresentersGWENVOELPELTRACYO’ROURKE
1990
“Git ‘er done” culturePROUD PARENTSBIRTH NEW CITY.Pride in cityhoodUnclear direction
2012
“Can do” attitudeADOLESCENCEIS TOUGH.Role confusionReorganizationFear of errorsTense relationships
10
LET’S GET ENGAGED! Feeling committed and connected at work Motivation to contribute to theorganization’s success Ability to enhance own sense of well-beingat the same timex Does not equal happiness
ACE Model: Gaining Employee PerspectiveAlignment Are employees going in the samedirection as the organization?Capabilities Do employees have what they need tosucceed?Engagement Are employees advocates?12
CAPABILITIESALIGNMENT1. A clear vision andstrategy2. Strategy translated intomeasures3. Inspire and communicatethe vision4. Clear linkage betweenIndividual goals andstrategy5. Cultural Alignment6. Meaningful rewardsENGAGEMENT1. Identify with mission,vision, values1.Defined customer value2.Talent matches role3.Ability to meetcustomer requirements3. Inspiring leadership4.Sufficient resources4. Personal growth5.Good team work5. Recognition6.Cooperation amongfunctional groups6. Involvement7.Strong support orcoaching2. Commitment to peers7. Good relationship withSupervisor8. Winning experiences
ALIGNMENTCAPABILITIESENGAGEMENT58686065 or Less66 to 7980 or MoreInvestigate & PrioritizeOpportunity to ImproveRecognize & Study
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AlignPerformImprove
Excited and scared atthe same time timecommitment
Here we go again will be forgotten about.
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What’s It Like To Drive in the Fog?21
1Who are we andwhere are we goingas an organization?2How do we measureperformance againstwhat’s important?3How are we doing?4How do we decide whereto focus our efforts &allocate resources?5What actions do we taketo improve our ability toachieve our desiredoutcomes?6How do we sustainimprovements andensure our effortsare making an impact?Clarity MapCustomerValue DeliveryMapMission, Vision, Values& Strategic OutcomesCommunicationStrategyBalanced ScorecardProcess DashboardCustomer, Financial Stewardship,Process & Employee OutcomesMonitor & Review(Monthly/Quarterly)Lead & Lag MeasuresCustomer &EmployeeFeedbackMonitor & Review(Daily/Monthly)Project Selection &Portfolio ment(“Revolutionary”)(“Evolutionary”)Daily Work Projects(“Incremental”)Update Balanced Scorecard & Process DashboardMonitor & Review As Normal23
Creating Clarity in the OrganizationImportant ComponentsWho are we?Why do weexist?Where arewe going?What do weaspire to be?MissionGoalsValuesWhat are wetrying toachieve?What values dowe live by?24
Road MapVisionWhat weaspire to be?MissionWhy do weexist?ValuesWhat valuesdo we live by?Top Financial MeasuresWhat are the“visionary,”3-5 yearoutcomes fortheorganization?Top Customer MeasuresTop Process MeasuresTop Learning & GrowthMeasures25
1Internal Communications2Transparency & Accountability3Council Communications4Process Improvement
2013
1Employee Survey2Revamped Leadership Team Meetings3Department Staff Meetings4Snapshots5Citywide Roadmap6Initiatives
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Why Measure?32
What Are Some Challenges withMeasures? Creating too many measuresCreating meaningful measuresMeasuring the right thingsCascading measures through the organizationSometimes measures drive the wrong behaviorMeasures can be difficult to capture33
What is a Dashboard?Dashboard – A visual scorecard with primary measures to bemonitored on an ongoing basis
Organizational Dashboard
Each Dimension Connects to KeyPrinciplesCustomers MatterTo UsWe Align Around ACommon PurposeWe Can AlwaysDo BetterWe Treat All PeopleWith Respect36
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Core Processes for: Public WorksProcess 10: Solid Waste tApprovalDeliverableImplementAdminGarbage Pick-upRecyclables Pick-upOrganics Pick-upCreated by: Trudy Olson & Tom GutProcess 11: Fleet ManagementDetermineNeedsScheduleReplacement ornew purchaseDeterminecostsCreated by: Sean Clark & Aaron WisemanPurchasevehicle/equipmentInstall lights &other itemsProcess 12: Maintain VegetationIdentifyNeedAssessJobDetermineEquipment& PersonnelScheduleWorkCompleteTaskReady for UseLicensedNumberedInsuredSet for fuelPerformed WorkDispose of DebrisCreated by: Sean Clark & Aaron WisemanProcess 13: Storm Drain Communication (SDC)Send Signup LetterReceiverequest forcleaningDetermineinspectionneedCreated by: Sean Clark & Aaron WisemanInspectpropertieson lotsSend letter toaddresscleaning needsDrainage system iscleanMinimize privateproperty debrisentering city propertyCustomer/StakeholderMeasuresCustomers: Residents Businesses RatesService LevelStakeholders: City Hauler Admin FeeRevenueComplianceCustomer: City Department Employees Working conditionTimelyAppropriate for needStakeholder: City Cost (within budget)Efficient processCustomer: Resident Homeowner AestheticsSafetyTimelyStakeholder: MaintenanceDivision City SafetyEfficiencyCostsCustomer SatisCustomer: Business owners CostCleanlinessConvenient ProactiveCustomer SatisfactionStakeholder: City
Core Process Work Approximately 95 Customer Value Delivery Maps completed Helped to identify core processes, key customers,stakeholders and potential process measures Will be used to help create departmental dashboards and tieprocess measures to teams and individuals
Continuous ImprovementImprove starts here
BUSINESS LICENSE TEAM
BUSINESS LICENSES7 weeks12 days
RIGHT OF WAY PERMIT TEAM
RIGHT OF WAY PROCESS WALKProcess Walk Interviews
RIGHT OF WAY PERMITS21 days5 days
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Metrics Connect the OrganizationOrganizationStrategic Success Outcome MeasuresDay to Day Success Output Measures Process Measures2013DepartmentStrategic Success Outcome MeasuresDay to Day Success Output Measures Process Measures2014TeamStrategic Success Outcome MeasuresDay to Day Success Output Measures Process MeasuresTop Level ScorecardProcess DashboardsIndividualStrategic Success Outcome MeasuresDay to Day Success Output Measures Process MeasuresDaily Visual Management Boards50
Creating Cascading LinkageOrganization – Wide Road MapDepartment Level Road Maps51
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2014
1Citywide Dashboard2Process Improvement Projects3Process Improvement Facilitators4Department Road Maps
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Courtesy 3.7Knowledge 3.6Responsiveness 3.6
Overall Comparison 2013 vs. 20152013 ACE2015 ACE
City of SeaTac: ACE Scorecard2013 Results2015 ResultsImprovement in all categories.
2015
1Department Dashboards2Performance Boards3A3s4Huddle Meetings5Expanded Leadership Team6Employee Survey
How do we learn to sayno to some things?
Communication fromleaders is improving but welack channels for upwardcommunication.
It can feel like a one-offinitiative
Cross-departmentalalignment has a way to go.
ENTHUSIASTICOVERLOAD!
KEYKey TAKE-AWAYSTake Aways Customer feedback: exciting and frightening! Turning outward Public service challenges with prioritization Dashboards and measures are hard work Backsliding can be a danger Learn as you go even in your efforts Internal communications framework Culture is not cookie cutter72
Update Balanced Scorecard & Process Dashboard . Monitor & Review As Normal . Customer & Employee Feedback . 23. Creating Clarity in the Organization . 24 . Mission. Goals . Values . Important Components . Who are we? Why do we exist? Where are we going? What do we aspire to be? What values do we live by? What are we trying to achieve?
Employee Engagement network members were asked to refine employee engagement to 6 words. Perhaps this was the experience of an employee or the directions for an organization or manager. Over 120 members of the network authored their 6 word employee engagement story. Thank you to all the employee engagement network members for their
employee engagement around the globe. This e-book was created from a forum at the Employee Engagement Network. Join us today at www.employeeengagement.ning.com January 19, 2010 David Zinger is the founder and host of the expanding Employee Engagement Network. He is a global employee engagement expert and leader living in Winnipeg, Canada.
1. What is employee engagement? Employee engagement has been growing in prominence in recent years. Driven by mounting evidence of the link between employee engagement and positive outcomes, it has increasingly been seen as a priority for employers.1 There are a variety of de!nitions of employee engagement. Some see it as an attitude held by
means that more research on employee engagement needs to be done. Therefore, this study aims to explore employee engagement which are predicted to be affected by rewards, work environment and work-life balance. 2. Literature Review 2.1 Employee Engagement Employee engagement is one of the main problems that each organization tries to maintain among
force for consistent, positive change. Here you’ll learn about the core elements of a successful employee engagement program. The Essential Guide to Employee Engagement . The Essential Guide to Employee Engagement At DISH Network, employee surveys
of engagement, as opposed to focusing on “engagement for engagement’s sake.” Source: Corporate Leadership Council research. Engagement Drivers * Rational commitment to the job was not measured due to its similarity to rational commitment to the team, direct manager, and organization. CLC’s Employee Engagement Survey
Contents v The macro-view: a look at how the policy makers are getting involved with employee engagement 217 Conclusion 222 09 The future of employee engagement 223 Introduction 223 Predictions for the future of employee engagement 223 Views on the future of engagement from thought leaders 229 Summary 239 Conclusion 240 References 242 Further reading 248 Index 249
employee engagement. KNOW THE DIFFERENCE BETWEEN ENGAGEMENT STRATEGY AND ENGAGEMENT TACTICS. Don't skip right to the action. Make sure you take the time to plan a solid engagement strategy first. COLLECT EMPLOYEE FEEDBACK ANNUALLY . Why? Data becomes stale and employees have new feedback to give. Set up an annual survey process and stick to it.
