1. They Don’t Make Them Like They Used To….. Employee Engagement in Today’s Marketplace January 20,2015 Facilitated by: Cheryl Chester & Leesa Schipani, SPHR KardasLarson, LLC www.kardaslarson.com All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

2. Who’s Sinking Your Boat? Bob Kelleher www.EmployeeEngagement.com www.EmployeeEngagement.com All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

3. Who’s Sinking Your Boat In your table teams, identify: 1-2 key learnings from the video What you can do to apply these learnings to inform the HR function All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

4. Session Objectives  Understand the four generations that comprise today’s workforce  Review the critical engagement factors for today’s employees  Evaluate your organization’s current approach to engagement  Apply specific engagement tools and techniques to your organization All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

5. Employee Engagement……. A mutual commitment between the company and its employees. All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

6. Employee Engagement  The emotional commitment the employee has to the organization and its goals. Forbes  The commitment employees feel toward their organization that promotes discretionary effort; going the extra mile. AON/Hewitt  NOT employee satisfaction All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

7. Gallup Research* 30% of workers are Engaged 52% are Disengaged 1 8 % are Actively Disengaged * State of the American Workplace, 2013 All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

8. Engagement Playbook High-Performance Culture Audit All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

9. So What? A Disengaged Employee costs the average organization $3,400 per $10,000 of annual salary! All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

10. Icebreaker Assign to groups based on which year you were born? - Group A: Prior to 1945 - Group B: 1946-1964 - Group C: 1965-1985 - Group D: 1986-early 2000’s Answer 2 questions -What keeps you engaged at work? -What challenges are your experiencing with co-workers? Designate a spokesperson All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

11. The Four-Generation Workforce All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

12. Traditionalists Born prior to 1945 CharacteristicsKey Engagement Drivers May have lived through the Great Depression and WW II Strong commitment to loyalty and hard work Many have made a lifetime commitment to one job or company Comfortable working on longer-term projects Respect from their peers and managers for their years of service and knowledge. Opportunity to train less experienced workers Flexible work schedule Retirement incentives All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

13. Baby Boomers Born 1946-1964 CharacteristicsKey Engagement Drivers Shaped by the Vietnam War, a time of great social change and uncertainty Known as the “me” generation Loyal to teams, not organizations or managers Comfortable in siloed organizations where their goal is to rise to the top of that function Many are workaholics Identify closely with their particular profession Participating in challenging projects with colleagues Face to face communications Recognition for their status and tenure Promise of future stability-retirement, pension, stock options All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

14. Generation X Born 1965-1985 All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC. CharacteristicsKey Engagement Drivers Grew up in homes where both parents worked Divorce was increasingly common “Latch key”; often fended for themselves Happy when working independently Don’t like authority figures or being told what to do Collaborative environment Autonomy Highly creative projects Respect earned through performance recognition and reward Work/life balance

15. Millennials (Gen Y) Born 1986-early 2000’s CharacteristicsKey Engagement Drivers Often raised by over-protected parents who lavished them with praise For many, their first job out of college is their first job ever Many have strong work ethic, but want to work on their own schedule 70% expect to stay in their current jobs for less than 5 years 71% expect immediate feedback from their managers yet are fragile when it’s not positive Are very clear on their work preferences Frequent communication with peers and managers Frequent rewards and recognition (instant gratification) Rapid development opportunities and career advancement Having their feedback acknowledged and acted upon Corporate citizenship/social consciousness All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

16. Key Imperatives for Engagement Apply the Five “I’s” of Employee Engagement: 1. I nform- provide employees with the information they need to understand the organization’s direction. 2. I nspire-connect employees to the organization’s vision so that they can take pride in their work in support of this vision. 3. I nstruct-support employees with the training, coaching and feedback they need to successfully perform. 4. I nvolve-take action to solicit employee feedback in improving work processes and solving work problems. 5. I ncent-deploy appropriate systems to measure, reward and reinforce desired employee behaviors and motivate employees to give their best All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

17. Engagement Playbook Evaluating Your Organization’s Key Engagement Imperatives All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

18. 2 Components of Engagement 1. Organizational Initiatives 2. Management Initiatives All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

19. Engagement Best Practices Organizational InitiativesManagement Initiatives  Conduct employee Focus Groups  Develop core management competencies  Implement a cross-training program  Provide clarity on performance expectations  Clarify performance standards Provide ongoing coaching and feedback  Formalize a rewards & recognition program  Recognize individual and team accomplishments  Identify growth advancement opportunities  Encourage peer-to-peer and cross-departmental work  Implement an ongoing Communication Process  Support employee skill development  Celebrate successes Be accessible and interested  Hold “skip level” employee meetings Provide ongoing organizational communication updates to your team All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

20. Engagement Playbook Evaluating your Organizational and Management Initiatives All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

21. HR Best Practices: Knowledge Transfer! Mentoring and Reverse Mentoring Phased Retirement Career Pathing Job Shadowing and Job Rotation Cross-generational team building events Integrating Project Teams All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

22. Engagement Playbook Engagement: Call to Action All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.

23. Thank you! Leesa Schipani leesa@kardaslarson.com 860-539-2922 Cheryl Chester cheryl@kardaslarson.com 860-306-5843 All material in this document is considered proprietary to KardasLarson, LLC. No section of this document may be duplicated or released to any third party without written permission of KardasLarson, LLC.