Staff engagement Tips and tricks on getting buy-in Logistics - - PowerPoint PPT Presentation

Staff engagement Tips and tricks on getting buy-in

Logistics

Please use chat for questions you have… … and for questions I have!

According to Merriam-Webster online

WORK is: An activity in which one exerts strength

• r faculties to

do or perform something:

sustained physical or mental effort to

• vercome obstacles and

achieve an objective or result activity that a person engages in regularly to earn a livelihood people looking for work a specific task, duty, function, or assignment

• ften being a part or

phase of some larger activity

What’s missing?

Fulfillment Joy Relationships Growth Balance with life Positive anything

About me

• Street Cred:
• Academic, Medical, Elementary School,

and Public Library experience

• 10+ years in retail doing customer service
• Passionate about workplace satisfaction

(presented at a few conferences about it)

• Love unicorns and pugs

Agenda/Overview

Burnout

I

Engagement

II

Culture

III

Implementation & Planning

IV

That’s the thing: you don’t understand burnout unless you’ve been burned out. And it’s something you can’t even explain. It’s just doing something you have absolutely no passion for.

Elena Delle Donne

What are some of the symptoms of burnout that you’ve personally experienced or observed in others?

POLL

The struggle is real

Burnout is characterized by three traits,

• ften measured

using a version

• f the Maslach

Burnout Inventory (MBI) (Maslach & Jackson, 1981): Emotional exhaustion: Often accompanied by physical exhaustion and cognitive weariness. Depersonalization: Others are perceived as or treated as objects; can manifest as social withdrawal, flat or irritable responses to

• thers, or as cynicism.

Inefficacy: One's efforts are felt to no longer have value or to make a difference.

In the long run

Low productivity High turnover Drop in quality of applicants Hiring and training new staff

$125 to 190 billion annually

Why do people leave?

Career growth opportunities Pay and benefits Manager or management Company culture Job fit

Choose a job you love and you will never have to work a day in your life.

Confucius

Why do people work?

POLL

The c e cave e dwel eller er

The e wa wader

The e swimme mmer

The d e diver er

The e me mer- pers rson

Why does knowing staff’s engagement matter?

Retention Team spirit Insight on performance Actionable information

Gallup’s 12 engagement questions (part 1)

01

I know what is expected of me at work.

02

I have the materials and equipment I need to do my work right.

03

At work, I have the opportunity to do what I do best every day.

04

In the last seven days, I have received recognition or praise for doing good work.

05

My supervisor,

• r someone at

work, seems to care about me as a person.

06

There is someone at work who encourages my development.

Gallup’s 12 engagement questions (part 2)

7

At work, my

• pinions seem

to count.

8

The mission or purpose of my company makes me feel my job is important.

9

My associates or fellow employees are committed to doing quality work.

10

I have a best friend at work.

11

In the last six months, someone at work has talked to me about my progress.

12

This last year, I have had

• pportunities at

work to learn and grow.

Culture eats strategy for breakfast.

• Peter Drucker

Does your organization have a mission/vision?

POLL

What kind of organization do you want to be?

S – Specific M – Measurable A – Achievable R – Realistic T – Time-bound

Follow through

Recognize and praise

when you see cultural effort

Do

what you said you would

Evaluate/assess

your staff’s engagement, and revise your plans regularly

Dedicate/allot

staff, time, and maybe $$

Hire

for culture

What to give your team

The expectations for their performance Recognition/praise for specific instances of excellence Support/empowerment Feedback/Responsiveness Flexibility Opportunities A safe space/boundaries Open communication

What to take from your team

Information about who they are The mission/vision – WHY they should do what they do Trust Feedback Their temperature

WIIFM

the culture

Market

exceptional performance

Recognize/Reward

them learn

Let

to them

Listen

Grant me the serenity to accept the people I cannot change…

Adapted Serenity Prayer

What do you do with your cave-dwellers?

expectations

Set

them accountable

Hold

them the tools they need for success

Give

them in regular conversations about their work, their aspirations (if any)

Engage

The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.

Gruenter and Whitaker

You’re the leader, not the boss

Questions?

Thank you and don’t hesitate to contact me

Pauline Stacchini Manager over Strategic Initiatives Dallas Public Library pcstacchini@gmail.com