Employee Engagement Assessment and Strategies
In what ways does your organization need to develop? An employee engagement survey is a great place to start investigating. Gallup research suggests that only about 30% of employees are engaged in their jobs. What about the remaining 70%? Low engagement is linked to absenteeism, safety/security risks, quality issues, lower customer satisfaction, negative impact on morale, increased demand on manager's time for dealing with performance issues, re-work costs, and decrease in trust. Yikes.
The next natural question is - why are employees disengaged? Gallup's extensive research on employee engagement involving over 25 million employees all over the world has revealed 12 factors consistently linked to employee engagement. At Altius, we like to start by assessing an organization on these 12 factors using the Gallup Q12 Survey. Of the 12 factors, eight are related issues that are often under their managers' control (e.g., being appreciated, known, valued, invested in, having role clarity, being able to develop strengths). The other factors are related to having appropriate resources, feeling connected to an important purpose, and being in a high-performing environment. Based on the results of the survey, we partner with you to create an approach that addresses weak areas.
We want to help you create a culture where employees are primarily motivated intrinsically, not extrinsically. Intrinsically motivated employees typically outperform extrinsically motivated employees, and they are healthier physically and emotionally. Intrinsically motivated employees feed off of autonomy, mastery, and purpose. We want to partner with your managers to create a culture in which intrinsic motivation thrives.
Leadership Training & Coaching
Do you really want to wait until turnover costs escalate and morale plummets before investing in the development of your leaders? Given that 8 of the 12 key factors linked to employee engagement are largely determined by an employee's manager, investing in your managers is a powerful place to start. We use the following tools to develop leaders:
Energy Leadership™ is the process that develops a personally effective style of leadership that positively influences and changes not only yourself, but also those with whom you work and interact, as well as your organization as a whole.
As individuals, we view the world through filters (based on our experiences, values, assumptions, etc.). Those filters will either limit what we see (like tunnel vision) or expand what we see (like a prism) and, thus, impact how we perceive and what we think about our circumstances. This, in turn, impacts how we show up in different situations. The Energy Leadership Index assessment reveals what specific filters you’ve developed and how those filters are influencing the results you’re achieving.
Myers-Briggs Type Indicator® (MBTI®) Step I & II: Measures psychological type preferences in adults. Increases self-awareness - inherent strengths and blind spots. Is the most commonly used personality assessment in organizations today.
Emotional Quotient Inventory 2.0 (EQ-i 2.0) and EQ360 (EQ + 360 Degree Feedback): Reflects your ability to understand and manage emotions and to utilize them effectively in all areas of life. While emotional intelligence isn’t the sole predictor of human performance and development potential, it is proven to be a key indicator in these areas. Emotional intelligence is also not a static factor. To the contrary, one’s emotional intelligence can change over time and can be developed in targeted areas.
Strengths Finder 2.0: Assesses talent themes and identifies most powerful areas to focus development.
Start with Why: (Simon Sinek) Identifies the purpose, cause, or belief that most inspires you.
Teams are everywhere. We are frequently being thrown together with others and asked to work interdependently toward a common goal. The natural phases teams experience are succinctly captured in Tuckman's model of team development: Forming, Storming, Norming, Performing and Adjourning. The most overtly challenging phase to overcome is Storming, because tension and conflict can feel uncomfortable, stressful, and even hurtful. How teams work through this stage largely determines their potential for innovation and success. Will they cruise through it comfortably? Hopefully not. The goal is for every team member to share his/her ideas and feedback and to engage in stimulating ideological conflict, and for every team member to leave the experience energized and committed. This is our goal for your teams. This type of exchange seldom occurs without an investment in a team's development. Our team development process begins with increasing self-awareness and awareness of the impact of individual differences. Then, we break down the key components of successful teams and address the team's unique challenges.
Leadership Team Development and Coaching
An organization's culture and performance are a direct reflection of the organization's leadership. What is the current state of your organization? Referencing Patrick Lencioni's Five Dysfunctions of a Team and The Advantage, we help teams to identify areas in need of attention. The five dysfunctions include:
Lack of Trust/Invulnerability
Fear of Conflict/Artificial Harmony
Lack of Commitment/Ambiguity
Avoidance of Accountability/Low Standards
Inattention to Results/Status and Ego
By developing in these vital areas, teams can become healthier, innovative, and higher performing - which leads to a culture where employees are more engaged and productive.