Dis-Un-Engagement — Improving Motivation and Facilitating Workplace Improvement
Solutions to performance improvement are not always obvious and apparent and selecting an optimal approach often requires careful analysis and planning. Sometimes, the solution requires training of a skill while other times, it is simply about choosing an implementation strategy that is more effective in supporting behavior change.
In the case of workplace engagement, we are spending billions of dollars annually in surveys and training that is supposed to improve the feelings of involvement on the part of employees. Yet nearly every research study shows that many organizations and many people in most every organization, are dis-engaged and uninvolved.
In a 2012 Gallup research paper, involving 1.4 million people and almost 50,000 organizations, it clearly demonstrated the impacts of an involved workplace, studying 9 different performance outcomes. Here are the results when one compares the top 25% of organizations with the bottom 25%:
- 37% lower absenteeism
- 25% lower turnover (in high-turnover organizations)
- 65% lower turnover (in low-turnover organizations)
- 28% less shrinkage
- 48% fewer safety incidents
- 41% fewer patient safety incidents
- 41% fewer quality incidents (defects)
- 10% higher customer metrics
- 21% higher productivity
- 22% higher profitability
Many suggest that firing and hiring is the best solution to the issue of un-engaged workers. Jim Clifton, CEO of Gallup, suggests firing the 7,000,000 managers who are toxic and are poisoning 70,000,000 workers. Others blame the workers for the problem and suggest that hiring new people is the solution. (Ironically, Sirota Research found that it takes about 8 months for new hires to regress to the average performance levels of the rest of the workers. So, it seems you have to accomplish a lot of things in a narrow window of time.)
Let me propose a somewhat different framework:
If you put a gun to their head, could people do things differently?
This is an old thinking test that is attributed to Bob Mager that I first heard of back in the late 1970s. It is at the core of the issue of whether training is required for some behavior to occur. Could managers do a better job of engaging if their life depended upon it? My thinking is clearly YES and OF COURSE. But it seems very evident, looking at statistics, that they are choosing not to do so.
So, my reframing question is a simple one:
Can Each One Reach One?
Can each supervisor reach one non-engaged person in their workforce and take some action to involve and engage them? Without waiting for extensive training done by some outside organization or Human Resources? Can every single individual supervisor simply choose to do something differently?
Won’t people in the workplace naturally coalesce around the simple theme of making things better? Don’t most people have issues they would like to correct and ideas for improvement? Don’t most people like to solve puzzles and problems?
My approach is anchored with an illustration and a process of involving and engaging people to share their thoughts and ideas.
Our first illustration (1993) looks like this:
while our new approach uses this image:
And the lead-in question is a really simple one:
How might this represent how most organizations really work?
Without detailing the very simple training around how to facilitate the discussion and process the ideas for identifying and prioritizing the Square Wheels or designing approaches to successfully implement the Round Wheels and celebrate the successes and impacts, the basic concept is that any supervisor can be taught the facilitation skills and frameworks to make such a discussion process easy and straightforward.
With a little bit of customization, one can easily align the most successful implementation strategies to the organization’s culture of best practices and optimal ways to introduce new ideas in the workplace.
With a little imagination, the approach can be linked to the existing feedback and measurement systems to generate sustained improvement and congruence with existing expectations and desired results.
The approach that I envision is to initially get the buy-in from senior management to use this illustration and the concept that the Round Wheels are already in the wagon to develop an online training course on facilitation skills using these illustrations.
The program can be targeted to specific desired organizational outcomes around process improvement, service quality improvement, team building, innovation, process improvement or it can simply be used to generate some clear understanding of the issues that are perceived to be un-engaging and frustrating in the workplace and to allow team-based organizational improvement.
We would customize worksheets for collection of the general ideas as well as specific ones that people would like to work to improve. Issues not solvable at the supervisor level can be collected for manager resolution or escalated to higher levels of the organization as well as across organizational boundaries.
From these discussions, it is easy and straightforward to collect Best Practices that can be shared across teams of people doing similar jobs. It works well for addressing inter-departmental issues, since the language of Square Wheels is easily understood as something that works, but that does not work smoothly and efficiently.
The conversations also set up the reality of continuous continuous improvement, since the Round Wheels of Today will inevitably and invariably become the Square Wheels of Tomorrow.
Solution: I envision that we co-develop a simple online training program that would take a supervisor about an hour to complete and one that would offer them some options for how they might use the illustration in their workplaces, with individuals for coaching or for team building problem solving and roadblock management.
Square Wheels are the protected intellectual property of Performance Management Company and we have two decades of experience in using them for a wide variety of organizational development purposes.
I do see this issue of Dis-Un-Engagement as a specific approach to dealing with the less than involved and engaged employees, a group thought to represent roughly 70% of all workers across organizations. Your best managers may have higher levels of engaged people; your worse ones have more opportunities for improvement.
We can improve workplace facilitation of ideas, generate higher levels of intrinsic motivation, and do a better job of innovating.
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. Connect with Scott on Google+ — you can reach Scott at firstname.lastname@example.org
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Square Wheels® are the protected intellectual property of Performance Management Company and we have two decades of experience in using them for a wide variety of organizational development purposes. Please respect our copyrights and trademark.
Square Wheels® is a registered trademark of Performance Management Company
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Originally published at Performance Management Company Blog.