Post on 02-Jul-2015
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Employee Engagement & Operational Excellence:
Two Sides of the Same Coin
SHRM Annual Conference & ExpositionJune 26, 2012
Karen Martin
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“I’ve become a better person, a better husband,
a better friend, from working at Gore.”
— Terry, a W.L. Gore Associate
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Energy Crisis: Widespread Disengagement
• World-class organizations – ratio of engaged to actively disengaged employees is 9.57:1.
• Average organizations – ratio of engaged to actively disengaged employees is 1.83:1.
― Gallup
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We Know It’s Important...
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What is
Engagement?
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“To be fully engaged, we must be
physically energized, emotionally
connected, mentally focused and
spiritually aligned with a purpose
beyond our self-interest.”
— Jim Loehr & Tony Schwartz, The Power of Full Engagement
How do we “get”our employees to
engage?8
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How do we
engageour employees?
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
Under-Developed Areas
• Onboarding• Problem-Solving & Continuous
Improvement
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You had them at“You’re hired.”
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
To what degree do new hires receive all of the tools and information they need to function
effectively on day one?
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Always, Sometimes Rarely, Never
Before initial roundof improvementAfter initial round ofimprovement
14%
44%
63%
23%
© 2012 Karen Martin & Associates, LLC
Onboarding – Missing Pieces• Tools
– Physical (e.g. desk, etc.)– Technology (e.g. phones, computers, physical access,
access to applications needed, logins, etc.)– Identifiers (e.g. signage, business cards, etc.)
• General information– Company (e.g., customers, values, business goals, etc.)– Org charts– Phone directories
• Job-specific orientation– Documented procedures (standard work)– Apprenticeship approach: Observe, do with supervision, do– Clear understanding about what constitutes “success.”
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Metrics-Based Process Mapping
Problem: A gap between where youare and where you need to be.
Opportunity: A gap between whereyou are and where you’d like to be.
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Kaizen
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Kai = Change
Zen = Good
Continuous Improvement
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Develophypothesis
Conduct experiment
Measure results
RefineStandardize Stabilize
© 2012 Karen Martin & Associates, LLC
Enabling Engagement: A3 Management
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A3 Report
The vital role of the coach/mentor
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Kaizen Event – Definition
A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and
implements improvements to a defined process or work area, generating rapid
results and learned behavior.
Karen Martin & Mike OsterlingThe Kaizen Event Planner
Kaizen Events Offer Myriad Benefits
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
© 2012 Karen Martin & Associates, LLC
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“I went home yesterday and told my
family that it was one of the best working days I’ve ever had.
I was able to fully use my capabilities for three days.”
— Fred Valenzano, Professional Engineer
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Problem solving is a high.
The Next Frontier…
26The Middle Manager
Progressive Learning
27© 2012 Karen Martin & Associates, LLC
Enabling Engagement: The Three C’s
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Connection
ControlCreativity
© 2012 Karen Martin & Associates, LLC
Where to Start?• Improve your onboarding process.• Train a core group of middle managers and/or above
in problem solving and improvement coaching.• Transition your dedicated improvement
professionals from “do-ers” to “teachers.”• Hold a few kaizen events each year to instill new
behaviors & shift culture.• Make improvement part of everyone’s job. • Never, ever make process improvement without
deep involvement of the people who actually do the work.
• Advocate the truth that people aren’t the problem –systems are.
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Additional Resources
Signing in the SHRMStore
immediately after today’s session!
Also available in the SHRMStore
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Karen Martin, Principal7770 Regents Road #635
San Diego, CA 92122858.677.6799
ksm@ksmartin.comTwitter: @karenmartinopex
For Further Questions
Monthly newsletter: www.ksmartin.com/subscribe