Tag Archive for: Corporate Culture

Q12 Engagement Survey: Who is Responsible?

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The Q12 Talent Engagement Audit

The Gallup Q12 (https://q12.gallup.com) is a survey designed to measure employee engagement. The instrument was the result of hundreds of focus groups and interviews. Researchers found that there were 12 key expectations that when satisfied, form the foundation of strong feelings of engagement. So far more than 90,000 work units and 1.7+ million employees have participated in the Q12 instrument.

Comparisons of engagement scores reveal that those with high Q12 scores exhibit lower turnover, higher sales growth, better productivity, better customer loyalty and other manifestations of superior performance.

The Gallup organization also uses the Q12 as a semi-annual employee engagement Index – a random sampling of employees across the country.

The engagement index slots people into one of three categories:

  • Engaged employees work with passion and feel a profound connection to their organization and their work.
  • Not-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work (“Quit and stay”).
  • Destructively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.

The Q12 Index

  • Do you know what is expected of you at work?
  • Do you have the materials and equipment to do your work right?
  • At work, do you have the opportunity to do what you do best every day?
  • In the last seven days, have you received recognition or praise for doing good work?
  • Does your supervisor, or someone at work, seem to care about you as a person?
  • Is there someone at work who encourages your development?
  • At work, do your opinions seem to count?
  • Does the mission/purpose of your organization make you feel your job is important?
  • Are your associates (fellow employees) committed to doing quality work?
  • Do you have a best friend at work?
  • In the last six months, has someone at work talked to you about your progress?
  • In the last year, have you had opportunities to learn and grow?

The limitation of the Gallup Q12 Employee Engagement Survey (https://q12.gallup.com) is that it only measures half of the equation: the manager’s responsibility to build an engaging relationship with their employees and to foster an engaging workplace culture. The Q12 Talent Engagement Audit below, adapted from Gallup’s Q12, measures the employee’s responsibility to build an engaging organizational culture.

Take an honest inventory of yourself in the following areas to assess your level of personal responsibility and commitment to do your part as an employee to build a workplace culture that is worth working in.

  • Have you clarified with your boss what is expected?
  • Have you clearly and respectfully asked for the resources you need to do your work right?
  • At work, have you created the opportunity to do what you do best every day?
  • In the last seven days, have you given recognition or praise to your colleagues for doing good work? How about to yourself?
  • Does your supervisor, or someone at work, know that you care about them as a person?
  • Is there someone at work who you encourage in their development?
  • Have you earned the credibility so that your opinions seem to count?
  • Does your own personal purpose make you feel your job is important?
  • Are you committed to doing quality work?
  • Have you taken the time to create a good friendship at work?
  • In the last six months, have you taken the responsibility to talk with your boss about your progress?
  • In the last year, have you had created opportunities to learn and grow?

What do you need to continue doing to sustain your commitment to 100% responsibility for the culture you work in?

What do you need to start doing to take more responsibility for the culture you work in?

What support do you need? Who will help hold you accountable?

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Employee Engagement In Economic Uncertainty

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The recent economic slowdown has created great uncertainty for businesses and, adding to the pressure, are the debates regarding how much oil and gas companies will be affected and in what way. What we can be certain about is that employers that consciously manage their work culture and employee engagement during times of uncertainty will position themselves to take advantages of opportunities in the face of obstacles.Why is it business critical for organizations to invest in a great work culture, especially now?

Demographics alone point to a continued trend of labor shortages due to an aging workforce, especially in in-demand occupations.

Many oil companies have long service employees whose experience is deep technically and broad in terms of institutional knowledge and intelligence. Many of these long-term employees will be eligible to retire soon, and statistics show us that as a population ages we see increases in short term vs. long term employment. It is more important than ever for oil companies to have a strong workplace culture to both attract, retain and engage employees to transition their knowledge and experience to the next generation of workers.

Additionally, Statistics Canada stated that in 2011, the percentage of working-age Canadians in the labour force is expected to peak. In other words, beginning in 2012, the number of workers leaving the labour force is already exceeding the number of new entrants and labour shortages continues to be an on-going concern. This trend is expected to continue. Employees, especially those in in-demand occupations, will continue to have choice. Employers need to evaluate the long-term risks associated with an aging workforce, recognizing that the skills and experience they need in the future may not be readily available.

In times of slowing economies, the mantra of leading employers becomes how to stabilize and engage employees in a highly proactive, productive way. The practices of attraction, retention, engagement and how employers manage their culture and employees still apply.

In our experience, there are several shifts in emphasis that will ensure success:

Engaged employees see themselves as “owners” not “tenants or renters” of an organization.

Employers who are dedicated to employee engagement provide them with a framework of accountability, so they know not only ‘what’ they are expected to do but ‘how’ (what behaviors will get them there). Employers who foster a culture of personal responsibility where employees feel a part of the whole (“we” vs “they”) during times of stress can leverage collective intelligence to work through real work challenges.

Engage employees to make the best use of their skills and abilities.

Many employers make the mistake of assuming employees will be happy with just having a job vs. utilizing their strengths in the right job. Keeping people busy is not synonymous with real engagement and productivity.

Engage employees to realize future success – use the wisdom of the many over the ideas of a few.

Involve employees in problem solving to address current business challenges. This approach goes hand in hand with the theme of open communication as employers need to be open about current business challenges in order to be successful in this engagement strategy. It ultimately provides employees a sense of control over their own future and the future of the company. The leading edge employer who adopts this approach will not only attract and retain the best employees but will become highly productive and well positioned for future opportunities when others are struggling to survive.

Communicate, Communicate, Communicate

Timely, consistent communication of what employers know and especially what they don’t know, removes the ‘cloak of secrecy’ and creates an environment of trust, so that employees are confident that leaders will provide the truth. In the absence of open transparent information employees will draw their own conclusions, often fearing the worst.

Effective communication in times of uncertainty is not just about making timely announcements or the distribution of information. Genuine two-way communication that leads to productive employee engagement and mutual trust has a grassroots “water cooler” conversational quality to it. It is about listening, not surveying, paying attention, not getting attention. In many ways, employee engagement is less about the information you provide and more about what you draw out of your employees.

Employee engagement is also about managing the work culture and environment.

Uncertainty is stressful. When people are stressed, they can feel threatened, which often results in behaviors that counter a productive workforce.  Therefore, it is important for organizations to be vigilant in reinforcing a mutually respectful workplace during times of uncertainty.
Most companies have spent the last few years trying to find ways to become the “Culture of Choice” and retain and leverage the best in their talent pool. Economic downturns always test employers in this quest.  Now more than ever is the time to implement an employee engagement and productivity strategy.

Irvine & Associates Inc. provides training and consulting solutions to assist employers with employee engagement by creating a vibrant accountable culture resulting in delivery of real time business results.

Corporate Culture

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I’ve been observing and learning from some of the best companies in Canada these days. Some time ago, I had the opportunity to spend some time with Sean Durfy, former President and CEO of WestJet (“Durf,” they call him around WestJet). WestJet, one of Canada’s icon companies, has a vision that they will be one of the five most successful international airlines in the world. Based on what I’ve seen in their culture, I have no doubt that they will achieve this. They are well on their way. Here’s just a few of the things that WestJet believes in and does to build – and sustain – the amazing culture they have:

  • “If you take care of your people,  your people will take care of your guests, and your guests will take care of your profits.”  ”It’s not rocket science,” says Durf. “You have to treat your employees the way you want your guests treated.”
  • “The culture, as it changes and grows, will change. What won’t change is our values.”
  • “We don’t focus too much on “employee satisfaction.” Instead, we are committed to employee loyalty.”
  • “To get loyal employees, you have to align the goals, aspirations and values of the company with the employees’ goals, aspirations, and values. But you also have to align the goals, aspirations, and values of the employees with those of WestJet.”
  • “Empowerment without accountability won’t hold up.”
  • WestJet spends more time in the hiring process than does Disney. You really do have to get the right people on the bus.

Everyone holds everyone accountable to live the values. For example, if Durf sees an employee acting disrespectfully in any way to a guest, rather than being disrespectful of the employee, here’s how he’ll handle it – respectfully and without punitive measures: “…why don’t you take an hour away from your desk to get a break and figure out what happened so this doesn’t happen again…”

While management holds their employees accountable for living the values of the culture, employees will also hold management accountable. For example, in between flights all employees on that flight are expected to stay after the guests leave to help clean the cabin for the next flight. Once Durf, while flying on a holiday with his family, did not stay after to help clean the flight. The next day he got a call at his cottage from the captain of the plane, expressing his concern that he didn’t stay and contribute to the clean-up.

This down-to-earth Newfoundlander who runs this company gets it: to build a great, high-performance culture you have to be real, you have to be in touch with reality, and you have to know how to connect with people.

What are you doing in your culture to make it great? I’d love to hear from you.

Organizational Culture and The Power Of Discovering Your Gifts

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A video clip of a homeless man begging for money with an amazing voice on YouTube this week went viral and soon gained him national attention and job offers. Within three days, Ted Williams, a 53-year-old former radio announcer who became homeless after battling drugs and alcohol, appeared on morning news programs to talk about job offers with the Cleveland Cavaliers basketball team and Kraft Foods and his stunning instant rise from begging on the streets.

Mr. Williams told the Today Show that drivers in Columbus would drive by just to hear his golden voice and upbeat greeting while advertising his “God-given gift of voice” when panhandling. He hopes to become a radio program director and support his children. His response to how we should treat the homeless was, “Don’t judge a book by its cover. Everybody has their own little story.” A good lesson, not just pertaining to the homeless, but for all of us who are preparing for our talents to shine more brightly in the world.

Since reading this amazing story, I have been reflecting on the gifts that everyone of us have. Are we creating workplaces that awaken the unique abilities of people? Are we getting our talents “off the streets” and into the hearts of the community? Are we shining a light on people’s capabilities? This is what a great culture is: it’s a place where employees at every level have a chance to be their best, realize their potential, and be recognized for their contribution – in the service of others. We need to strive for more than “satisfied” employees; we need to cultivate loyal employees. Investing the time and energy to foster this kind of environment is what it takes.

Great Cultures Start With Conscious Action

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Culture is ultimately about energy – the energy that emerges from the experience of participating in the culture. We are drawn to places – as a customer, employee, patient, or member – that have a high frequency of energy, places where people are engaged, vibrant, and alive. Conversely, we are repelled by places that are bureaucratic, listless, and dead. While positional leaders affect the energy level in a culture, every person – either inside or outside the culture – who participates in the culture contributes to the energy of the culture.

Regardless of what you say or do what face you show to the world, your mental-emotional state cannot be hidden. Everybody emanates an energy field that corresponds to his or her inner state. Most people can sense it even though they may be unaware of it’s effect or unable to articulate it. It’s not what you do, but how you do what you do that determines whether you contribute or  drain energy. The way that you act each moment, regardless of your position or your role, represents a certain vibrational frequency. I’ve learned from Eckart Tolle that if you are not in a state of acceptance, enjoyment, or enthusiasm in any task you do, then you will be creating suffering for yourself and others.

I used to hate housework, and yet I knew that doing housework was a way to contribute and feel a part of the family. Being at war with myself, I would find myself resenting doing any housework, causing stress and suffering to myself and my family. Frankly, I was a pain to live with whenever there was cleaning that needed to be done.

So, I made a decision to accept the simple act of vacuuming. I stopped complaining and resisting and made a decision to stop hating it. In the process, I have actually grown to enjoy housework, and have an improved marriage! Two for one! The enjoyment in the work came, not because the nature of the work changed, but because I changed. I became more present to the experience.

Take an audit of the work you are doing – at home, at your office, or in your community. Become conscious of the actions you are taking and the state of mind you bring to those actions. If you can neither enjoy nor bring acceptance to what you do, then stop doing it. If, on the other hand, you decide that it is important to do this work at this time, then decide to change your state of mind. Becoming conscious of the actions you take and the effect that your inner state has on yourself and those around you, begins to build a new culture, starting with you. Taking this kind of personal accountability – action with consciousness – is not only the core of a great culture. It’s the core of a great life.

If you want to know what motivates employees, ask them.

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When I was in Maine recently I was speaking to some hotel and hospice executives. We were discussing a recent interview I did for the National Post (the Article, entitled, Motivating Alberta’s ‘entitled,’ Workers appeared in the Financial Post on Tuesday, March 19). We were discussing how to retain employees in a labor market where the unemployment rate is low. In Maine, as in many other states, there is a shortage of nurses. Many hospitals are so desperate for nurses, they are offering them a sign-up bonus, cutting them a cheque for upwards to $1,000 for simply signing up for a job. Unfortunately, the technique is backfiring as many nurses take the cheque and bolt to the next hospital.

We discussed the importance of applying Ken Blanchard’s old and faithful model of turning the organization upside down. When you put the customer and the employee at the top of the organization and start working for them, you soon realize that all the intelligence, good ideas, talent, resourcefulness, and brain power for solving organizational problems are not found at the executive level. When requested, they are found  at the front-line, with those who are taking care of the customers. One hotel executive pays his best employees to periodically go off-site for a weekend to a think tank for better customer service. We explored asking employees, including new or even perspective hires, “What could we do to get you juiced about coming to work here – so that every day you jump out of bed eager to get to here?”
We recognize that for many employees and perspective hires the immediate answer will be, “more money.” So let’s start by talking about more money. Find the dollar amount they are asking for and play out the movie. If every employee started out being paid what they wanted, that would not serve the employee, because the business would soon be out of business and they wouldn’t have a job. But what if you could work with the employee to reach the point of earning what they deserve and what they are asking for by creating enough value for the company and the stakeholders that the company serves. Then we can start talking about what really matters to people.

There will always be some employees who are driven only by money. I don’t work with companies that pay to keep these kind of people. I also don’t think we take the time to listen – really listen – and understand what matters to people so that we can form a win win partnership instead of parent/child power and entitlement relationship.

I came back from Maine inspired to have new conversations with my staff and with those good clients that I serve. We are all in need of new conversations in the workplace. While we obviously can’t give our employees everything they want, extending some trust that they know something worthwhile goes a long way.

I’d love to hear your experience with asking employees what motivates them, listening carefully to their response, and negotiating for a win win partnership.

An a completely unrelated topic, I have been too busy to write about my experience in the North West Territories with a group of great community leaders. We had a two-day retreat at Blachford Lodge, 1/2 hour flight from Yellowknife. I wish every Canadian could experience the North. These were amazing authentic leaders who gave me a once-in-a-lifetime adventure. I am a better person for having spent two days with them.