Key Takeaways: 1. Employee engagement is critical 2. Performance reviews suck 3. A social approach to feedback is key

1. David
Priemer
Enterprise
Engagement
&
Customer
Success

2. Key
take-­‐aways:
1. Employee
engagement
is
cri4cal
2. Performance
reviews
suck
3. A
social
approach
to
feedback
is
key
2

3. Top
2
management
lessons
learned
1.
It’s
not
about
you,
it’s
about
your
team
2.
Only
your
mother
cares
about
how
smart
you
are
*
*
2b.
Everyone
else
cares
about
results
.
3

4. but
results
begin
with…
Engagement
4

5. What
is
engagement?
“Engagement
is
about
aligning
individuals
with
the
mission
and
priori3es
of
the
organiza4on.”
Aberdeen
Group
study,
July
2009
Beyond
Sa4sfac4on:
engaging
employees
and
retaining
customers.
5

6. Engagement
reality
Only
21%
of
employees
are
truly
engaged
in
their
work
Towers
Perrin,
Global
Workforce
Study
of
90,000
workers
in
18
countries
(2008)
6

7. Engagement
is
really
about
“Discretionary
effort”
7

8. Engagement
=
results
Quality
Increased
customer
Loyalty
revenue
experience
Aberdeen
Group
study,
July
2009
8

9. Question
“How
do
we
drive
engagement?”
9

10. Answer
You
don’t!
10

11. Question
promote
“How
do
we
drive
engagement?”
11

12. Promoting
engagement
“success
depends
on
a
company’s
ability
to
unleash
the
ini3a3ve,
imagina3on
and
passion
of
its
employees”
-­‐ Gary
Hamel
WSJ,
Dec
2009
12

13. How
to
get
there
Listen…
be
open…
coach…
…create
an
environment
of
con4nuous
feedback
and
learning
13

14. Traditional
approach
Once
or
twice
a
year,
companies
stop…and
have
a
“focal
period”
14

15. Fill
out
lots
of
complex
forms…
15

16. …evaluate
people
on
abstract
skills
&
competencies…
16

17. 17

18. …&
give
lots
of
feedback
all
at
once.
“Here’s
all
the
feedback.
Now
use
it!”
*
*
“By
the
way,
here’s
your
raise/bonus…”
18

19. Performance
reviews
suck
“Get
Rid
of
the
Performance
Review!
It
destroys
morale,
kills
teamwork
and
hurts
the
boFom
line.”
“Now
is
as
good
a
Kme
as
any
to
think
about
giving
up
this
bankrupt
process.”
19

20. Not
surprising
Y
N
1. Easy
to
complete?
☐

2. Are
they
consistently
helpful?
☐

3. Is
the
experience
produc4ve?
☐

4. Are
insights
easily
assimilated?
☐

20

21. Why
do
we
do
it?
21

22. but…
…the
game
has
changed
22

23. Game
changers
1. Workforce
composi4on
2. What
mo4vates
us
3. Tools
we
use
23

24. Gen
Y
is
taking
over
Mentoring
Millennials
“In
four
years,
Millennials
will
account
for
nearly
half
the
employees
in
the
world.”
24

25. New
definition
of
feedback
The
Double
Meaning
of
Feedback
“When
a
‘Y’
says
‘I'd
like
more
feedback,’
they
are
expressing
a
desire
to
learn
more.”
25

26. Money
doesn’t
motivate
“Meaning
is
the
new
money”
26

27. We
use
personal
tools
at
work
27

28. Desired
future
state
1. Con4nuous
feedback/
coaching
2. Drive
business
results
not
just
ar4facts
3. Clear
benefit
to
the
employee
28

29. Solution
for
today’s
workforce
Promote
the
social
behaviors
that
drive
performance
and
results
29

30. Behavior
#1:
give
recogni3on
“The
number
one
mo5vator
of
people
is
feedback
on
results.”
Ken
Blanchard:
Author,
The
One
Minute
Manager
30

31. Behavior
#2:
have
frequent
1:1’s
“Encourage
managers
to
have
frequent,
ongoing
conversa5ons
with
their
staff.”
Jeffrey
Pfeffer:
Professor
of
Organiza4onal
Behavior,
Stanford
31

32. Behavior
#3:
get
ongoing
feedback
“Reach
out
to
co-­‐workers,
listen
and
learn,
and
to
focus
on
con5nuous
development.”
Marshall
Goldsmith:
CEO
coach
&
best
selling
author
32

33. The
problem
Exis4ng
tools
don’t
make
this
easy…
33

34. Why
don’t
these
tools
work?
•
email
•
unstructured
•
conversa4ons
•
difficult
to
organize
•
documents
•
too
infrequent
•
annual
reviews
•
hard
to
document
•
surveys
•
watered-­‐down
34

35. A
better
apporach
Leadership
Development
Behavioral
Science
Social
Media
35

36. 36

37. Simple,
fun,
public
recognition
37

38. Core
Values

Badges
38

39. Effective
1:1’s
39

40. Bionic
Memory
40

41. Confidential
personal
feedback
41

42. Do
everything
from
email
42

43. The
result
1. Promote
con4nuous
feedback
2. An
experience
that
delivers
results
3. Integrated
into
everyday
life
43

44. Haven’t
listened
till
now?
1. Employee
engagement
is
cri4cal
2. Performance
reviews
suck
3. A
social
approach
to
feedback
is
key
44

45. Questions?
45

46. Ping
me
anytime!
Email:
dpriemer@rypple.com
TwiMer:
@dpriemer
Phone:
416-­‐480-­‐6498
46