2-24-2011
Building a Strengths-based Organization
Diane L. Cox, MBA Novo Nordisk Pharmaceutical Industries Inc., Clayton, NC
NovoNordisk- Clayton
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Link Between Engagement and Business Results
Engaged Employees
Quality Customer Service Improved Product Quality Reduced Costs More Innovation Improved processes Shared Knowledge High Levels of Productivity Better Communication
Revenue Growth and Increased Profits
What is engagement? Hewitt Associates • Engagement is the state of emotional and intellectual commitment to an organization or group producing behavior that will help fulfill the organizations promises to customers and in doing, improve business results. Engaged Employees • Stay- they have an intense desire to be a part of the organization and they stay with that organization. • Say- They advocate for the organization by referring potential employees and customers, are positive with coworkers and are constructive in their criticism • Strive- They exert extra effort and engage in behaviors that contribute to business success.
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Engagement: Towers Perrin • Engagement is the extent to which employees put y effort in their work,, beyond y the required q discretionary minimum to get the job done, in the form of extra time, brainpower, or energy.
First Break All the Rules: Research by the Gallup Organization Gallup:
• • • •
Tested 1000 questions. Asked more than one million employees. Identified the questions which the most productive departments rated highest. The result was 12 questions measuring engagement.
The questions are continuously researched and tested in a rolling database and since 1996 the database consist of:
• • • • • •
4.51 million employees 423,000 work units 332 companies All major industries 37 different diff t languages l 112 different countries
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Gallup Q12® Engagement Pyramid 12 Opportunities to learn and grow 11 Progress in last six months
Growth
10 I have a best friend at work 9 Co-workers committed to quality 8 Mission/purpose of company 7 At work, my opinions seem to count 6 5 4 3
Teamwork
Someone at work encourages my development Supervisor/someone at work cares Individual contribution Recognition last seven days Do what I do best every day
2 I have the materials and equipment I need 1 I know what is expected of me at work
Basic Needs
Focused on People Management Humanising the manager-employee relationship Managing people as individuals
Engagement is not Satisfaction
satisfaction
high
high satisfaction low engagement
high satisfaction high engagement
No innovation or commitment Stay-ers: Retention is high Performance is mediocre
Innovation, commitment High Performance
explore ways to improve engagement, set higher expectations
These are your keepers, develop their skills, reward them, enrich their job roles
low satisfaction low engagement
low satisfaction high engagement
P f Performance is i poor Retention risk is highthank goodness!
some innovation low commitment Retention is at risk
manage them out of the organization
explore ways to improve satisfaction
low
engagement
high
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The Research • A worker that is engaged delivers 20% more than a disengaged employee • Only 15 % of employees say they’re fully engaged…..this resource is ready to harvest*
85% of our workers could be managed to deliver 20% more
“The ageless essence of leadership is to create an alignment of strengths in ways that make a system system’s s weaknesses irrelevant.” Peter Drucker *SHRM White paper- Employee Engagement and Organizational performance
The Paradox I want to be recognized as an individual
I want to be part of a group
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3 Things each of us wants….. • I want to contribute (add value) • I want to be part of a group (valuable organization) • I want to be valued
Focus on strengths!
The Gallup PathTM
To reliably influence these . . .
STOCK INCREASE
REAL PROFIT INCREASE
SUSTAINABLE GROWTH
ENGAGED CUSTOMERS ENGAGED EMPLOYEES
. . . these must be managed.
ENTER HERE
GREAT MANAGERS IDENTIFY STRENGTHS
THE RIGHT FIT
Copyright © 1996-2002 The Gallup Organisation, Princeton, NJ. All rights reserved.
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Our start on strengths • OD Consultant was certified by Gallup as a “Strengths Performance Coach” • S Senior i Leadership L d hi TeamT t k CSF Inventory, took I t there th was individual coaching and each created an IDP based on strengths (2 have been promoted since) • As follow-up after “First Break All the Rules” we distributed “Now, Discover Your Strengths” to all management staff. They took the CSF Inventory. • A workshop was developed and rolled out. • Managers began to develop and share tools to identify strengths and use the strengths language in discussions with employees.
Examples of Strengths-based activities at NNPII • Individual Activities • Identifying Strengths: Taking the CSF 2.0 • Identifying d f Strengths: h Reflected fl d Best Self lf • Understanding your signature themes (workshop) • One-on-one meetings with the boss • Management activities • Keeping charts and records to capture and organize employee talents • Using strengths language in performance reviews and IDP’s
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more examples of Strengths-based activities at NNPII • Team Activities • Workshops – Strengthsbuilder 1 & 2 • Sharing Sh i activity ti it and d teambuilding t b ildi • Job sculpting discussions • Organizational Activities • Re-organization, strengths were a valuable source of more information • Talent Pool mapping, capabilities and talents • Using strengths language in job descriptions and looking for strengtheners h during d i interviews i i with i h externals l • An IDP form and a process that focuses on Strengths.
Identifying Strengths • Self discovery, think of a best day at work, what specifically energized you? • Reflected best self activity • An assessment, one example is the Clifton Strengthsfinder Inventory • We used the book, Strengthsfinder 2.0 and the webbased CSF
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Presented workshops- 2 sessions • Small groups attended together and shared stories, revealed their strengths and validated the strengths of co-workers. • Viewed Marcus Buckingham’s DVD Trombone Player Wantedbased on the book, “Go Put Your Strengths to Work.” • Developed strength-building goals that became part of IDP’s • Used strengths to achieve goals in IDP’s • Looked for opportunities to add strengtheners and manage weakeners. (Job sculpt)
Hyperlinked IDP’s Strategies for strengths-based development plans g Strengths, g , build on them • Leverage • Manage weakeners • Gain skill and knowledge that will make you a more effective contributor in the future • Consider: • What you did well in the past and want to do more- plan activities, projects and experiences • What you did well and want to deepen and broaden knowledgeplan to work with experts, attend workshops, read books • What’s on the horizon? Consider your short and long term goals. What can you do now to prepare for the future?
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IDP’s
One Activity: Understanding your signature themes • Find your 5 signature themes in the Strengthsfinder 2.0 Books and mark the pages with a small post-it. • Take k the h highlighter h hl h and d highlight h hl h the h phrases h that h describe d b you best. • Find 1-2 of the bulleted activities under the Action Items that you think could be added to your development plan. Place a star next to those items; they will be used later to create an Individual Development Plan.
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Activity: Understanding the language is one of my signature themes. I own it!! People who have the talent of are seen as……..(describe the theme) An example of me displaying this theme is…….(give an example) Someone in the g group p validate this by y giving g g an example p of when you saw the theme owner demonstrate this theme.
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Developing Strengths • Learned to use strengths to reach goals…deploying strengths st e gt s beco becomes es the t e methodology et odo ogy to move o e further, u t e , faster • Another strategy is to “Job sculpt.” Purposefully add strengthening activities to a job role while decreasing the weakening activities. Reference: Job Sculpting: The Art of Retaining Your Best People, Timothy Butler and James Waldroop, Harvard Business Review Sept.-Oct. 1999
Love/ Loathe exercise • List the things you do at work • Place an s next to those things that strengthen you and a w next to those things that weaken you • Plan strategies to expand strengtheners and manage weakeners.
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6 Steps- The Discipline of Deploying Strengths From Marcus Buckingham’s ”Go Put Your Strengths to Work”
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Bust the Myths- So What’s Stopping You?
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Get Clear Clear- Do You Know What Your Strengths Are?
3.
Free Your Strengths- How Do You Make the Most of What Strengthens You?
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Stop Your Weaknesses- How Can You Cut Out What Weakens You?
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Speak Up- How Do You Create Strong Teams?
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Build Strong Habits- How Can You Make This Last Forever?
Deploying Strengths: The Right Fit • Reorganization • Opportunities to redesign , or sculpt jobs • Used comprehensive information to insure “fit” • Used to add targeted development opportunities for all and especially for high-potentials
• Selection process external candidates • Watched for body language and energy during behavioral interviewing
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Recognition and Sharing Best Practices • Engagement Stars- personal recognition from site VP and Directors; lunch celebration • DVD of best practices and tips for managers from managers, managers we we’ll ll add employee comments too • Continue to roll-out Strengthsbuilder Workshops to all 400 employees • Added drop-down menu’s and information in an appendix in our IDP’s • In 2009 we added an electronic IDP, and in 2010 we enhanced the system with assessments and more performance data a d a lending d g library b a y of o books boo and a d books boo on o CD • Created • We created teambuilding activities based on strengths and appreciating the diversity of others. The idea is not to add work, but to make what we do aligned, energizing and targeted.
The story continues….. • We continue to be the #1 NN site based on high productivity and low cost. • We have the shortest lead-time of all NN plants. • We have great momentum. • We continue to break records on insulin produced per shift and operating efficiency. • We are seen as one of the premier sites to launch new products.
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Questions?
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