2. Research on Employee Engagement
Fully engaged employees:
Perform 20% better and are 87% less likely to leave. Corporate Leadership Council, 2004
Feel more secure at work, are more productive, profitable, safer, and they create stronger relationships. Gallup Management Journal, 2006
Handle workplace stress differently—they report feeling better equipped to take on new challenges and opportunities. Gallup Management Journal, 2006
“Perhaps you have seen the recent research on Employee Engagement. If this data is true—and we can trust its validity given the research organizations who have done this work — Employee Engagement rightfully takes on new prominence in the strategic goals of American business.
Given that technology and information have made it more difficult for companies to distinguish themselves in terms of products and services, employee effectiveness/emplyee engagement may now be the most reliable method for creating and sustaining industry advantage, brand loyalty, and profitability.

3. Research on Employee Engagement
In a survey of 360,000 employees:
Those companies that had a high number of self-identified “disengaged employees” lost 2.01% operating margin and were down 1.38% in net profit during a three-year period.
During that same period, those companies that reported having a highly-engaged work force boasted a 3.74% operating margin and 2.06% net profit margin.
Human Resource Planning, 2004

4. Diversity
A successful Diversity initiative is typically measured by metrics that include: compliance, increases in representation in new hires and promotion, and retention of traditionally under-represented groups. It is also often measured by the level of compliance or attendance for Diversity Awareness training and events.
Success is largely defined by increases in numbers and percents.

5. Inclusion
A successful Inclusion initiative is typically measured by metrics similarly used to measure organizational health: contribution, commitment, engagement, efficiency, accuracy, and innovation.

6. Diversity and Inclusion
Diverse organizations aren’t necessarily inclusive.
Inclusive organizations aren’t necessarily diverse.
Diverse organizations do not out perform non-diverse organizations.
Well-managed and inclusive firms that are diverse out perform well-managed and inclusive firms that are not diverse.

7. The Results
Examined during a 10-year period, the 2006 DiversityInc Top 50 Companies for Diversity Index outperformed
the NASDAQ by 28.2%,
the Standard & Poor’s 500 by 24.8%
and the Dow Jones Industrial Average by 22.4%.
DiversityInc Magazine, 2006

8. The Solution
Leveraging Diversity efforts and Inclusion strategies separately will allow organizations to do both better.

9. 21st Century Workforce 3 to 4 generations
Gender, ethnic, and cultural diversity
Gay, lesbian, bisexual, and transgendered workers (GLBT)
Multi-lingual and migrant staffs
Differently-abled workers
Numerous economic and social classes
Varied work styles and religions
Many other aspects of diversity
*Briefly describe the current/future workforce present in American businesses—3-4 generations, gender ethnic and cultural diversity….
*“Our premise is that learning to manage inclusion is the most reliable method for getting our diverse workforce more fully engaged in the high value work of the company.
*Solicit and capture on flipchart examples of the unique advantages represented by such broad diversity. (Ex, creative ideas; consumer knowledge, varied perspectives)
*Solicit example of the potential types of managerial challenges that come along with this diversity. (Ex, varying points of view about how to get a task done; cultural and other clashes; team collaboration issues, etc)
*Next slide

10. MI&E Premise
Learning to Manage Inclusion is the most reliable method for getting our diverse work force more fully engaged in the high value work of the company.
Individually, each group brings to the business unique and valuable advantages and points of view.
Collectively, such diversity brings unprecedented managerial challenges.

11. Diversity & Inclusion
Diversity Any dimension that can be used to differentiate groups and individuals from one another
Inclusion Management practices and environmental influences that support and enable the full engagement and development of all associates

12. The Business Case Safety Profitability Quality Environment
Customer Service
Employees
Vendors
Community
Shareholders

13. People Engagement

14. Individuals in the House
are assigned Continuous Improvement projects related to business targets
take initiative to improve products, services, and processes
engage in Continuous Learning
understand business objectives and put forth the effort to achieve them
focus on understanding and meeting the needs of the customer/client
think of ways to reduce cost and increase profit

15. fe=c2 The Fully Engaged Employee
Fully Engaged (c2) employees demonstrate consistently high levels of contribution and commitment. They:
Pursue involvement in the essential work of the organization and actively drive toward business targets.
Sustain energy and passion, even in the face of change and challenge.
Think about their assignments in a holistic way.
Are innovative, taking responsibility for solving incidental and chronic problems.
Demonstrate loyalty, good judgment, and integrity.
Work collaboratively, often emerging as strong and positive leaders of others.
Make professional development a priority.
Say: “Fully engaged employees possess the qualities on your list, working with energy and passion—demonstrating consistent high levels of contribution and commitment…” (Trainer Note: Read list and add value.) (Trainer Note: Add value with your own crisp examples of this engagement type.)
Ask: What % of your work team would you say is fully engaged? (Trainer Note: Have participants record % on the LL p9)

16. fe=c2 Insight Full engagement is discretionary.
People make a choice each day about their contribution and commitment to the business.

17. fe=c2 Insight While people are responsible for their own c2…
…the nature of the work environment does play a part in the number of people who are fully engaged in the high value work of the business.

18. The Relationship
Position
Disposition

19. Position and Disposition
No feedback
Ambiguous expectations
Menial tasks
No support
No access to resources
Poor communication
No respect
Position Characteristics
Confused
Go through the motions
Do the minimum to get by
Unmotivated
Poor customer focus
Blame others
Feel like a “bit player”
Impact on Disposition

20. Position and Disposition
Consistent, balanced feedback
Clear expectations
Stretch Assignments
Support
Access to resources
Open communication
Position Characteristics
Confident
Engaged
Risk-taking
Motivated
Customer focused
Accountable
My efforts make a difference
Impact on Disposition

21. The Power Of Inclusion: Insight
Diversity unmanaged can have a negative impact on engagement and productivity.
We should strive to understand how organizations use inclusive leadership practices to engineer and inspire high levels of c2.

22. The Power of Inclusion
Success as an organization is based on achieving business targets.
Business targets are best achieved through fully engaged employees.
Engaged employees are the products of consistent quality treatment