Colleges of the Fenway - Employee Engagement

What Managers Need to Know

What is employee engagement? 

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An emotional state in which employees are invested and motivated to go above and beyond the job requirements to contribute to the organization’s success.

Engagement leads to high productivity, increased morale and genuine commitment to the success of the organization.

The Colleges of the Fenway Employee Engagement Roadmap

The Colleges of the Fenway Employee Engagement Roadmap Defined

Compliant

• Compliant employees comply with the organization’s policies and procedures . They perform the duties of their job description but do not go “above and beyond” in their efforts.

Inspired

• Inspired employees share many of the attributes of Compliant employees but are driven by their individual contribution to the organization.

Dedicated Invested

• Dedicated employees have mastered the Compliant and Inspired stage but also have a strong identification and commitment to the organization.

• Invested employees have integrated their individual goals with those of their department, division and the organization.

They freely demonstrate a willingness to go the extra distance in executing projects and their regular duties. They serve as a role models for others.

COF Employee Engagement 
 Model Culture of Respect

Enhanced reputation of the institution Greater success in enrolling and retaining students Retention of valued employees Employee Engagement

How do we get there?

Destination:  Building a Culture of Respect and Employee Engagement Coordinates: 1. Hire the right people.

2. Orient and provide a comprehensive on-boarding experience.

3. Conduct performance appraisals regularly.

Costs of making a bad hiring decision  

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Lost productivity while the position is open Recruiting costs: advertising, agency fees, search firms Time spent reviewing resumes, interviewing, preparing for interviews Training the new employee. Reduced efficiency while the new hire learns the job Sometimes - higher salary costs

Planning for the Interview It has been said that “If you don’t know where you’re going, any place will do.” Planning is key to success, regardless of what you’re doing.

Interviewing is no exception.

Overview of the Planning Process 

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Analyze the job description.

Define job specifications.

Develop interview questions.

Analyze the Job and Define Job Specifications 

Review job description.

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Analyze the job.

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“Job Specifications” - key performance skills, technical skills, personal characteristics.

Develop Interview Questions

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Avoid asking “yes” or “no” questions.

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Keep your questions focused.

Types of Questions 1.  2.  3.  4.  5.  6. 

Open-ended Hypothetical work example Probing Behavior-based Contrary evidence Rapport-building

Avoiding Unlawful Discrimination   

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The key: keep your focus on job-related issues!

Don’t write on the resume!

Don’t fear legal consequences to the extent that you make poor decisions.

Don’t be afraid to tell a candidate that you need to get back to them about a question they asked.

Make sure that your notes relate only to the job.

Conducting the Interview    

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Introductions Lay a good foundation Probe for information Share information about the position, department and organization.

Explain the next steps in the process.

Evaluating and selecting candidates Are there warning signs?  Collect input.  Check references including a supervisor. 

Why do Orientations? 

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Effectively orienting new employees to the campus and to their positions is critical to establishing successful, productive working relationships.

Effective orientation effectively integrates the new employee into your organization and assists with retention, motivation, job satisfaction, etc.

Effective orientation quickly enables each individual to become contributing members of the work team.

Why do Orientations? 

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Every workplace comes with its own set of rules and regulations, benefits and bonuses, nuances and traditions.

Don’t make your new employees learn these things the hard way.

Effective orientations are a key step in performance management.

Objectives of Employee “On-boarding”*  

Helping the employee to identify with their new employer.

Allowing the employee to understand some of the institution's values and priorities.

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Building an optimistic attitude towards the institution.

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Avoiding misunderstandings.

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Helping the employee feel valued.

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Encouraging socialization and creating a sense of belonging.

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Reducing new employee anxiety.

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Setting of performance expectations.

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Decreasing the learning curve.

* Source: Money-Zine.com

Good orientation programs address: 

Institution / Departmental Overviews

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Job Expectations Policies and Procedures

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Administrative Housekeeping Items

The 10 Commandments for Successful Onboarding*          

Thou shalt not bear false witness against thy employee.

Thou shalt give a written plan of employee objectives and responsibilities.

Thou shalt give thy employ thy undivided attention.

Thou shalt have relevant paperwork ready.

Thou shalt introduce thy employee to thy neighbors.

Thou shalt set up thy employee's workstation.

Thou shalt schedule one-on-one time.

Thou shalt create a balance.

Thou shalt clarify the company culture.

Thou shalt think beyond the first few days.

*Source: CareerBuilder.com

But wait – there are a few more to consider… 

Thou shalt solicit the new employee's overall impressions.

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Thou shalt define probationary period.

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Thou shalt explain performance evaluation process.

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Thou shalt schedule future check-ins.

Cover the Basics…      

The institution in general, the department, (mission, purpose, responsibilities).

The important policies and general procedures (non-job specific).

The information about compensation and benefits.

The institution’s policies, rules, and regulations.

The employee and union issues (rights, responsibilities).

The physical facilities.

Cover the Job-Specifics… 

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The function of the organization, and how their role fits in.

Their job responsibilities, expectations, and duties.

Department-specific policies, procedures, rules and regulations.

The layout of workplace.

Their co-workers and other people in the broader organization with whom they will interface.

The Assessment Cycle Employee

Establishing • Performance Goals • Competency Indicators • Continuous Learning Goals

Performance

Coaching & Counseling

Preparing for Formal Feedback Session

Conducting Formal Feedback Session

Supervisor

Monitoring Performance and Gathering Information

Consolidating Information

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1. Pick the time carefully - not when you will be rushed or distracted.

2. Decide on the best place - it must be private.

3. Prepare the setting - arrange the furniture to put the employee at ease.

4. Gather information and materials - forms, work plans, documentation.

5. Plan the opening - state the purpose of the meeting.

6. Plan the approach - points of agreement first.

7. Give the employee appropriate advance notice and materials.

8. Plan the conclusion - action plans and goal setting.

9. Guarantee no interruptions.

10. Avoid inadequate preparation.

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Conducting the Appraisal Session 1. Discuss the job before you discuss the person’s performance.

2. Ask before you tell.

3. Listen - actively.

4. Use descriptive rather than evaluative language.

5. Focus on problem solving.

6. Show your interest - demonstrate empathy.

7. Be a supervisor, not a superior.

8. Don’t discuss other employees.

9. Be honest and specific - both positive and negative.

10. Develop action plans and follow-up systems.

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How are they doing?

• What accomplishments do you feel best about?

• What was your biggest disappointment in the past year?

• How would you change the job to obtain more effective results?

• In what areas do you need more training and experience?

• What are key behaviors that lead to success in this job?

• What have you done in the area of continuous learning and development?

• What are your professional goals for the next year and how will you accomplish them?

• How can I help you?

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What to do when an employee is not meeting expectations Analyze Problem Unable to do job

Unwilling to do job

Mutual Understanding of problem

Mutual understanding of problem

Training

Career exploration

Optional

Time frame

Career exploration

Counseling

Time frame for improvement Coaching Continuous feedback & coaching

Termination 31

Giving Constructive Feedback 1. Target one concern at a time - don’t overload with a laundry list.

2. Criticize the performance, not the person - it’s not a personal attack.

3. Check the employee’s perception of the problem - make certain you understand his/her viewpoint.

4. Express your understanding - you need not agree, but verify that you understand the concerns he/she has.

5. Discuss possible causes: Tools, Resources, Procedures, Knowledge? Look to the root of the problem.

6. Problem solve together - the employee’s perspective is very valuable.

7. Develop an action plan - the SMART format works to develop and check progress.

8. End on a positive note - focus on the future.

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Dealing With Disagreement 1. Listen: avoid having a defensive reaction.

2. Restate the employee’s position…make certain you have it right.

3. Confirm your understanding: do this with a direct question.

4. Pinpoint reasons for disagreement; look at facts, not emotions.

5. Discuss solutions…ask for the employee’s input.

6. Negotiate resolution…look for a win/win.

7. Be open to changing your view…did you have all the facts?

8. Reschedule if you don’t reach agreement…you may both need time to think it through.

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Being SMART: Goals/Action Plans/Results!!

Remember the SMART model in evaluating results and planning future goals and action plans: S pecific M easureable A ttainable R esults-oriented T ime-sensitive 34

Things to Remember About Performance Discussions  This may be the first formal feedback session for you and your staff - be sensitive to your employees’ concerns. 

Fix in your own mind the objectives to be accomplished during the discussion; this is more than a conversation.

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Explain the reasons for taking notes and don’t act like you’re taking dictation!

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Be conscious of your non-verbal communication: what messages are you relaying?

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Enter the discussion as a “joint venture” in problem-solving.

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Establish a climate that encourages an employee to express thoughts without fear of criticism.

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Be ready to hear a problem without pre-evaluation or pre-judgment.

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Resolve any barriers to effective communication.

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Clearly state and mutually agree upon the specific results of the discussion.

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Plan for the follow-up to the discussion; set a date now!

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we do not follow the map?

Trends in Employment Litigation 

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Median Jury award in employment cases increased from $151,000 in 1999 to $218,000 in 2000.

20% of jury awards in employment cases now exceed $1 million.

California Jury awards highest sexual harassment verdict ever: $30.6 million.

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New Disturbing Trends 

Retaliation Natural human reaction Very believable in court

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Email Trouble People assume privacy Send to unintended recipients Don’t realize permanence

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Internet misuse at work pornography lost productivity

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Additional Trends 

Workforce more diverse but raises new challenges

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More reverse discrimination lawsuits

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Smart people can do things that aren’t smart!

Source: United Educators Insurance Risk Retention Group

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What Does This Mean for Colleges? 

Skyrocketing insurance costs

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Average trial costs $200,000 if College wins

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Departing employees think entitled to $$$

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Process drains College’s money and time

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Constant fear of litigation bad for morale

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Avoiding Litigation Landmines Landmine #1: Failure to Document Performance Documentation  Do it regularly  Be objective  Give examples  Review with employee

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Avoiding Litigation Landmines Landmine #2: Failure to Train Employee Training

 Provide opportunities  Confirm training occurred  Evaluate training  Review with employee

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Avoiding Litigation Landmines Landmine #3: Failure to Keep Evidence Evidence

 Recognize it as evidence  Make a copy  Share with employee  Use as a teaching tool

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Avoiding Litigation Landmines Landmine #4: Grade Inflation Employee Evaluations  Be timely

 Be honest  Consider full evaluation cycle  Review with employee

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Avoiding Litigation Landmines Landmine #5: Failure to Consult Human Resources Human Resources

 View as an ally  Consult early on  Use their expertise

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Avoiding Litigation Landmines Landmine #6: Inappropriate Electronic Messages Electronic Messages

 Use as though public  Assume it can be retrieved  Consider how you say it  View as evidence

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Avoiding Litigation Landmines Landmine #7: Inconsistent Treatment Consistent Treatment  Be objective

 Treat like situations alike  Justify exceptions

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Avoiding Litigation Landmines Landmine #8: Inappropriate Talk When an employee leaves

 Keep situation confidential  Even with peers  Respect privacy  Refer questions to Human Resources

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Avoiding Litigation Landmines Landmine #9: Uncontrolled References Oral and Written References  Follow college policy

 You speak for the college  Assume remarks are public  Consult with Human Resources

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Arriving at Destination 

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Employee engagement begins with hiring the right people.

It is our job as managers to orient and integrate the new employee into our organization.

Effective communication, feedback and appraisal are critical to the employee’s success and growth.

Ensuring that employees are invested in our organizations leads to high productivity and satisfaction.