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Employee Engagement &
 Operational Excellence:
   Two Sides of the Same Coin

          Karen Martin




SHRM Annual Conference & Exposition
          June 26, 2012
“I’ve become a better person, a better husband, 
a better friend, from working at Gore.”

                 — Terry, a W.L. Gore Associate 




                                                   2
Energy Crisis: Widespread Disengagement




                                      3
• World-class organizations – ratio of
  engaged to actively disengaged
  employees is 9.57:1.

• Average organizations – ratio of
  engaged to actively disengaged
  employees is 1.83:1.
                     ― Gallup

                                         4
We Know It’s Important...




                            5
What is
          Engagement?


                    6
“To be fully engaged, we must be
physically energized, emotionally
connected, mentally focused and
spiritually aligned with a purpose
      beyond our self-interest.”

               — Jim Loehr & Tony Schwartz,
                The Power of Full Engagement



                                               7
How do we “get”
 our employees to

  engage?

                    8
How do we

engage
our employees?


                 9
Enabling Engagement:
   The Three C’s


       Connection




Creativity     Control


                         10
Under-Developed Areas

• Onboarding
• Problem-Solving & Continuous
  Improvement




                                 11
You had them at
 “You’re hired.”


                   12
Enabling Engagement:
   The Three C’s


       Connection




Creativity     Control


                         13
To what degree do new hires receive all of the 
          tools and information they need to function 
                     effectively on day one? 

  70.0%                                 63%

  60.0%

  50.0%                     44%
                                                                 Before initial round
  40.0%                                                          of improvement

  30.0%                                            23%           After initial round of
                                                                 improvement
                                                           14%
  20.0%

  10.0%

    0.0%
                   Always, Sometimes            Rarely, Never

© 2012 Karen Martin & Associates, LLC
Onboarding – Missing Pieces
• Tools
  – Physical (e.g. desk, etc.)
  – Technology (e.g. phones, computers, physical access,
    access to applications needed, logins, etc.)
  – Identifiers (e.g. signage, business cards, etc.)
• General information
  – Company (e.g., customers, values, business goals, etc.)
  – Org charts
  – Phone directories
• Job-specific orientation
  – Documented procedures (standard work)
  – Apprenticeship approach: Observe, do with supervision, do
  – Clear understanding about what constitutes “success.”
                                                           15
Metrics-Based Process Mapping




                                16
Problem: A gap between where you
are and where you need to be.


Opportunity: A gap between where
you are and where you’d like to be.



                                      17
Kaizen

          Kai = Change



          Zen = Good



Continuous Improvement   18
Develop
                                        hypothesis




           Refine
                                                      Conduct 
        Standardize 
                                                     experiment
          Stabilize




                                        Measure 
                                         results
                                                              19
© 2012 Karen Martin & Associates, LLC
Enabling Engagement: A3 Management

                            A3 
                          Report




     The vital role of 
    the coach/mentor

                                     20
Kaizen Event – Definition

A two- to five-day focused improvement
  activity during which a sequestered,
  cross-functional team designs and
implements improvements to a defined
process or work area, generating rapid
    results and learned behavior.
                    Karen Martin & Mike Osterling
                       The Kaizen Event Planner


                                                    21
Kaizen Events Offer Myriad Benefits
Enabling Engagement:
                                 The Three C’s


                                        Connection




                               Creativity       Control


                                                          23
© 2012 Karen Martin & Associates, LLC
“I went home yesterday and told my
family that it was one of the best
working days I’ve ever had.
 I was able to fully use my

capabilities for three days.”
     — Fred Valenzano, Professional Engineer




                                               24
Problem solving is a high.




                             25
The Next Frontier…




The Middle Manager   26
Progressive Learning




                                                   27
© 2012 Karen Martin & Associates, LLC
Enabling Engagement:
                                 The Three C’s


                                        Connection




                               Creativity       Control


                                                          28
© 2012 Karen Martin & Associates, LLC
Where to Start?
• Improve your onboarding process.
• Train a core group of middle managers and/or above
  in problem solving and improvement coaching.
• Transition your dedicated improvement
  professionals from “do-ers” to “teachers.”
• Hold a few kaizen events each year to instill new
  behaviors & shift culture.
• Make improvement part of everyone’s job.
• Never, ever make process improvement without
  deep involvement of the people who actually do the
  work.
• Advocate the truth that people aren’t the problem –
  systems are.
                                                   29
Additional Resources




  Signing in the     Also available in the 
   SHRMStore             SHRMStore
immediately after 
 today’s session!

                                              30
For Further Questions


        Karen Martin, Principal
       7770 Regents Road #635
         San Diego, CA 92122
            858.677.6799

        ksm@ksmartin.com
     Twitter: @karenmartinopex

Monthly newsletter: www.ksmartin.com/subscribe




                                                 31

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Employee Engagement & Operational Excellence: Two Sides of the Same Coin

  • 1. Employee Engagement & Operational Excellence: Two Sides of the Same Coin Karen Martin SHRM Annual Conference & Exposition June 26, 2012
  • 4. • World-class organizations – ratio of engaged to actively disengaged employees is 9.57:1. • Average organizations – ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 4
  • 5. We Know It’s Important... 5
  • 6. What is Engagement? 6
  • 7. “To be fully engaged, we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement 7
  • 8. How do we “get” our employees to engage? 8
  • 9. How do we engage our employees? 9
  • 10. Enabling Engagement: The Three C’s Connection Creativity Control 10
  • 11. Under-Developed Areas • Onboarding • Problem-Solving & Continuous Improvement 11
  • 12. You had them at “You’re hired.” 12
  • 13. Enabling Engagement: The Three C’s Connection Creativity Control 13
  • 14. To what degree do new hires receive all of the  tools and information they need to function  effectively on day one?  70.0% 63% 60.0% 50.0% 44% Before initial round 40.0% of improvement 30.0% 23% After initial round of improvement 14% 20.0% 10.0% 0.0%   Always, Sometimes   Rarely, Never © 2012 Karen Martin & Associates, LLC
  • 15. Onboarding – Missing Pieces • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) • General information – Company (e.g., customers, values, business goals, etc.) – Org charts – Phone directories • Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” 15
  • 17. Problem: A gap between where you are and where you need to be. Opportunity: A gap between where you are and where you’d like to be. 17
  • 18. Kaizen Kai = Change Zen = Good Continuous Improvement 18
  • 19. Develop hypothesis Refine Conduct  Standardize  experiment Stabilize Measure  results 19 © 2012 Karen Martin & Associates, LLC
  • 20. Enabling Engagement: A3 Management A3  Report The vital role of  the coach/mentor 20
  • 21. Kaizen Event – Definition A two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 21
  • 23. Enabling Engagement: The Three C’s Connection Creativity Control 23 © 2012 Karen Martin & Associates, LLC
  • 24. “I went home yesterday and told my family that it was one of the best working days I’ve ever had. I was able to fully use my capabilities for three days.” — Fred Valenzano, Professional Engineer 24
  • 25. Problem solving is a high. 25
  • 27. Progressive Learning 27 © 2012 Karen Martin & Associates, LLC
  • 28. Enabling Engagement: The Three C’s Connection Creativity Control 28 © 2012 Karen Martin & Associates, LLC
  • 29. Where to Start? • Improve your onboarding process. • Train a core group of middle managers and/or above in problem solving and improvement coaching. • Transition your dedicated improvement professionals from “do-ers” to “teachers.” • Hold a few kaizen events each year to instill new behaviors & shift culture. • Make improvement part of everyone’s job. • Never, ever make process improvement without deep involvement of the people who actually do the work. • Advocate the truth that people aren’t the problem – systems are. 29
  • 30. Additional Resources Signing in the  Also available in the  SHRMStore SHRMStore immediately after  today’s session! 30
  • 31. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex Monthly newsletter: www.ksmartin.com/subscribe 31