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 positive changes for the benefit of their staff, but they struggle. The struggle is because the senior team has no path to follow and no tools to use. Furthermore, their experience in implementing the findings to better engage people is likely to be limited.
‘Positive Production People’ (P3) Solves this Problem
P3 provides a structured programme for the senior team to put in place. 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. In a case study with a Top 20 plc Supplier to Tesco, P3 was found to improve people engagement by 20%!
This 3-Minute video helps to further explain what P3 can do for factories of suppliers to UK Supermarkets:
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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.
Engage People for Higher Profits
Recent studies and research lend support to the simple fact that happier employees increase productivity. This, in turn, helps drive higher profits. Below, are just a few examples:
A Gallup study in 2015 reports that 50.8% of the workforce in the US were ‘not engaged’. Furthermore, another 17.2% were ‘actively disengaged’. These employees, while not hostile, did the bare minimum. They made little effort to go the extra mile. Moreover, they were more likely to miss work and resign.
Lack of employee engagement is a global issue. In 2016, Gallup published a report on how Germany is negatively affected by disengaged employees. 84% of employees in the country were considered to be ‘disengaged’ or ‘actively disengaged’. This results in an estimated loss of €75 billion to €99 billion annually from lost productivity.
The Human Capital Institute:
The Human Capital Institute reported the following data relating to employee engagement:
- 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 to connect with their workforce.
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. By 2017, Mind the Workplace, a study by Mental Health America estimates businesses lose between $450 and $500 billion a year due to low productivity from disengaged employees.
Also 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.
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.
Researchers at Dale Carnegie found that up to 69% of disengaged employees are willing to leave their current employer for a 5% pay increase. The good news is that according to the Work Institute, most employee turnovers can be prevented. Up to 75% of turnover cases can be turned around.
The potential financial impact of this could be substantial for your organisation. Simply put, the research proves that more engaged staff equals better profits.
This infographic summarises findings on the impact of engaged and disengaged employees:
Get in Touch with Us to Help Increase Employee Engagement
Feel free to get in touch to learn more about how P3 can help you engage people better. Or if you would like to learn more about any of our other training courses, simply fill out the form below, and we will be happy to get back to you with further information: