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Using the research as a sales tool Presented by: David Fagiano , Chief Operating Officer

Using the research as a sales tool Presented by: David Fagiano , Chief Operating Officer. Using the Research. The research connects what we do – our WOW – to bottom line results

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Using the research as a sales tool Presented by: David Fagiano , Chief Operating Officer

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  1. Using the research as a sales tool Presented by: David Fagiano, Chief Operating Officer

  2. Using the Research The research connects what we do – our WOW – to bottom line results It provides teeth to our former positioning as your Global Engagement Partner by showing how we help create engagement It overcomes major objections to selling the Dale It provides a differentiator It reconnects us to our roots

  3. The WOW Our WOW has always been the emotional effect we have on participants on the dimensions of • Enthusiasm • Inspiration • Empowerment • Confidence Turns out these are what creates engagement

  4. Connect the Dots Companies with engaged employees outperform others by as much as 202% Sales people who are engaged produce 48% more revenue We are the only organization that drives development on the dimensions of empowerment, enthusiasm, inspiration and confidence We drive bottom line results

  5. Connect to the Heritage We have been developing engaged employees for 100 years because Dale Carnegie knew all about engagement 100 years ago. The just-completed research on attitudes of 1500 U.S. workers demonstrates that our core body of knowledge is foundational to your success. We will be adding a global component to this research in 2013

  6. Creating engagement for a century • Engagement means winning the hearts as well as the minds of employees • I understand vs. I believe

  7. Why is engagement critical Engagement is a hot topic all over the world because it pays off: • Companies with engaged employees outperform others by as much as 202% • Dale Carnegie has been advocating the drivers of engagement for 100 years • Creating engaged employees is our WOW. It is what we do and what sets us apart. We show managers how to treat employees as valuable people with skills rather than as people with valuable skills.

  8. The cost • Gallup estimates that unengaged workers in the UK cost • 43.2 billion • pounds/year

  9. Salary elasticity willingness to change jobs • The three groups have distinctive thresholds for changing jobs: • Roughly one-quarter of the Fully Engaged would move for a 5% salary increase compared to 69% of the Disengaged • However, about one-half of the Partially Engaged would be willing to change jobs for 5% • Engagement improvement has a multiplier effect on lowering turnover costs % Indicating “Yes” Would Change Q9a. Would you accept another job if offered a 5% increase? Q9b. Would you accept another job if offered a 10% increase? Q9c. Would you accept another job if offered a 20% increase? Q9d. Would you accept another job if offered a 50% increase?

  10. UK employee engagement ranking

  11. Employee Engagement by MSW Research for June, 2012

  12. Employee engagement index Analysis of employee responses to the two criteria questions shows three distinct groupings: Engagement Group: Fully Engaged - represents the most committed Partially Engaged - those that are positive to at least one question Disengaged - either neutral or negative to all responses Employee Engagement Index 29% Group A: Fully Engaged 29% Group B: Partially Engaged 45% Group C: Disengaged 26% Recommend Employer as a place to do business Recommend Employer to a friend as a place to work

  13. Actively Engaged More productive Make more money for the company Stay with organization longer Committed to quality Ethical and accountable

  14. Not-Engaged Concentrate on tasks not outcomes Want to be told what to do Do it – get paid – go home

  15. Actively Disengaged Sow seeds of negativity Undermine the work of others Express mistrust and animosity

  16. Profile of employee engagement eased on demographics Disengaged Partially Partial Fully Engaged Demographics

  17. Profile of employee engagement eased on demographics Partially Partial Disengaged Fully Engaged Time with Company

  18. Employee engagement index of emotions generated by management The Immediate Supervisor produces a polarizing Emotional response Partially Partial Disengaged Fully Engaged Fully Engaged Partially Engaged Disengaged

  19. Engagement by emotion caused by management Fully Engaged Employees express feelings of Enthusiasm, Being Inspired, Empowerment & Confidence based on their interactions with their managers. Disengaged Employees lack Interest and feel Insulted by their immediate supervisor. Fearful Vulnerable Anxious Irritated Manipulated Intimidated Uncomfortable Bored Disinterested Upset Apathetic Insulted Enthusiastic Empowered Happy Confident Valued Enlightened Excited Empathetic Hopeful Assured Connected Inspired

  20. Employee engagement functional correlation driver model Reflects the 20 Attributes That Have the Highest Correlation to Employee Engagement Confidence in the leadershipability of my IS (.78) My IS recognizes my contribution (.70) My IS isinterested in me as a person (.69) I trust my IS (.78) I learned a lot from my IS (.69) My IS sets a good example (.77) Satisfaction withImmediate Supervisor I believe senior leaders are moving the organization in the right direction (.76) I get the feedback & encouragement I need to enhance my job performance (.67) My IS treats mewith respect (.74) I have confidence in the leadership ability of senior management (.78) My IS communicatesopenly (.73) My IS cares about my personal life & the effect it has on my job (.66) .67 Satisfaction withSenior Management .69 Company encouragesopen communication (.68) Staff retention Employee Engagement Customer satisfaction Overall Satisfaction Satisfied with the input I have in decisions that affect my work (.62) Higher sales .61 Corporate philosophy reflectsmy own values (.67) .60 Looking forward to going to work (.69) All employees are treated with respect (.66) Proud to beWorkingfor Company Willing to put in effort to make the organization a success (.66) Energized Company cares about how I feel (.66) Energized by going to work (.65) My health & well being are supported and encouraged (.65) Proud of the contributions the company makes in the community (.65)

  21. I believe senior leaders are moving the company in the right direction What is the direction of the company? What is my role in getting there? Can I have input into our direction? Your role is to provide a clear direction and demonstrate how the individual‘s goals link to the corporate goals People support a world they help create – Dale Carnegie

  22. I understand my company’s goals

  23. I have clear goals

  24. How employees spend their time

  25. My manager recognizes my contribution Career plans Job rotation Training Project assignments Mentor roles Recognition Group awards Give honest and sincere appreciation – Dale Carnegie

  26. I have trust and confidence in my manager Leads by example – walk the talk Provides feedback and encouragement Gives me on-the-job coaching and training as my mentor Communicates openly and avoids hidden agendas Gets me the resources I need Clears away internal obstacles Give people a fine reputation to live up to – Dale Carnegie

  27. My manager is interested in me as a person Treats me as a valuable person with skills rather than a person with valuable skills Devote real time to listening to issues Tries to help with work/life balance issues Is concerned about my health and well being Become genuinely interested in other people – Dale Carnegie

  28. The company reflects my manager All employees are treated with respect My health and well being are supported and encouraged My company is a contributor to the community My values and the company values are aligned Appeal to nobler motives – Dale Carnegie

  29. The Impact Of Emotions Evoked By The Sales Manager On Employee Engagement Valued Confident Empowered Enthusiastic Engaged Inspired A good supervisor makes people feel Valued, this leads to Confidence, Empowerment, Enthusiasm and Inspiration which in turn leads to Engagement.

  30. We Can Help IGNITING WORKPLACE ENTHUSIASM • Creating engaged employees • is our WOW. It is what we do • and what sets us apart. We show • managers how to treat employees • as valuable people with skills • rather than as people with • valuable skills.

  31. Download the new Dale Carnegie Training White Paper WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS www.dalecarnegie.com/engagement

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