Most companies conduct employee engagement surveys because they want to gather the opinions of their staff.  The challenge is then…

…that the senior team wants to use the data to make significant changes for the benefit of their staff, but they struggle. The struggle is because the senior team has no path to follow, no tools to use, and limited experience in implementing the findings to achieve a significant improvement in employee engagement.

‘Positive Production People’ (P3) Solves this Problem

P3 provides a structured programme for the senior team to implement. In essence, P3 is a three-year people engagement programme, investing in colleagues’ development, listening to colleagues, combined with a reward & recognition scheme. Ideal for factories of over 250 employees. A significant improvement of +20% people engagement was achieved in a case study with a Top 20 plc Supplier to Tesco. Complete the form below to read this case study:

The 7 Stages of Achieving a Significant Increase in Employee Engagement

Stage 1 – Objectives

Objective: To identify the level of people engagement wanted for each of the 3 years.

Description: Meet with the stakeholders and a cross-section of Learner to analyse the data, identify insights, and then identify the objectives.

 

Stage 2 – Listening

Objective: To design a buy-in campaign that works.

Description: Design a communication plan and activities that create the platform to achieve the objectives in Stage 1.

 

Stage 3 – Masterclasses

Objective: To upskill the Learners in 3 soft skills.

Description: Learners attend Masterclasses to develop 3 soft skills; Feedback, Coaching, and Teamwork.

 

Stage 4 – Sticky

Objective: To create training between the Masterclasses that sticks.

Description: Adapt the Sticky workbooks so that the Learners use the learnings from their Masterclasses.

 

Stage 5 – Recognition

Objective: To have a reward and recognition scheme that embeds the right behaviours.

Description: A scheme that highlights those that are using the right behaviours and those that are not.

 

Stage 6 – Results

Objective: To understand if the programme has achieved the agreed targets.

Description: Re-do the people engagement survey and analyse the results for positives and negatives.

 

Stage 7 – Build

Objective: To use the learnings from year 1 to build years 2 and 3.

Description: Using the engagement survey to steer years 2 and 3 towards even better people engagement.

Increased People Engagement Increases the Bottom Line 

There is an abundance of research supporting, happier employees equalling greater profits. Here are just 6 of the pieces:

  • A Gallup study in 2015 reports that 50.8% of the workforce in the US were ‘not engaged’ and another 17.2% were actively disengaged. These employees while not hostile, only meet the minimum required work with little effort to go the extra mile. They are more likely to miss work and jump jobs whenever the opportunity arises.
  • The Incentive Research Foundation compiled a study on the Cost of Employee Disengagement. In 2010, as much as $350 billion is lost annually to low productivity, theft, accidents and employee turnover in the US alone.
  • Disengaged Employees affects companies globally. In 2016, Gallup published a report on how Germany is negatively impacted by disengaged employees. 84% of employees in the country were considered ‘disengaged’ or ‘actively disengaged. This results in an estimated loss of 75 billion to 99 billion euros annually due to lost productivity.
  • In 2010, the University of Pennsylvania researchers affirmed Southwest Airlines founder, Herb Kelleher’s idea that corporate results have a direct correlation to workplace morale. In the study, the team found that the “Top 100 Best Companies to Work for in America” also had a 3.5% higher than average annual returns.
  • The Human Capital Institute reported these alarming numbers:
    • Fully engaged employees return 120% of their salary in value.
    • Engaged employees return 100% of their salary in value.
    • Somewhat disengaged employees return 80% of their salary in value.
    • Disengaged employees return 60% of their salary in value.
    • The problem is simple and still, many companies are failing in connecting with their workforce.
  • In their employee engagement research, the Corporate Leadership Council found that up to 76% of employees are “up for grabs” in terms of engagement, and could become engaged or disengaged. The potential financial impact of this could be substantial for your organisation.
  • These two images support this further:

Simply put, the research proves that more engaged staff equals better profits.

P3 Short Video

This 3-Minute video helps to further explain what P3 can do for factories of suppliers to UK Supermarkets?