Finalizing Your Engagement Plan
Finalizing your Engagement Plan provides you the opportunity to put all of the pieces of the puzzle together and enables your plan to come to life. After a thorough edit and review, your finished plan is ready to be implemented. In this chapter, there is an example of a full Engagement Plan. There is also space to finalize your Engagement Plan.
Example: ABC Company Engagement Plan
Establishing Parameters and Defining Objectives
Engagement Philosophy
Employee engagement in our organization must be extraordinary for us to succeed. We must be inspired to produce amazing products and deliver unparalleled service to ensure we rise above the competition. Thus, certain guiding principles and behaviors must be established and followed, knowing that the engagement level of employees has the power to elevate performance and lead us to greatness or stifle productivity and destroy our ability to compete.
The following is our Engagement Philosophy. It represents our overarching beliefs on what we consider imperative for us to increase employee engagement and optimize workplace performance. This Engagement Philosophy provides everyone the opportunity to understand the actions and behaviors we should all strive to perform, what the company values, the actions expected from every employee, and how we can collectively make the organization thrive.
Everyone will:
Treat others with respect regardless of the situation, their status in the company, or how they treat you.
Ensure personal actions align with words.
Maintain accountability for their work and the people who work for them.
Be a positive role model and exhibit integrity.
Strive for excellence in everything they do.
The company places great value in:
Integrity. Doing what is right regardless of the situation is imperative. This enables a high-functioning organization to materialize, as all of us will be able to trust our fellow colleagues.
Servant leadership. Employees in the organization possess diverse skills and abilities, which consequently deliver value in various ways. It is important to build on this by selflessly empowering others to use their talents to benefit the company.
Compassion. Beyond merely completing assignments and fulfilling responsibilities, employees should work to enrich the lives of the colleagues they work alongside.
Sharing information. Being proactive about sharing information, both good and bad, is critical, and will enable the company to execute more seamlessly during success and mitigate challenges quicker when struggles are present.
Maintaining a positive attitude. There will be challenges and obstacles in the work we perform. The ability to maintain a positive attitude when facing these barriers is what will ultimately enable the team to pull through.
We expect everyone to:
Take initiative. Success only occurs when employees take action and are motivated to achieve.
Improve themselves and enhance their skills. Whether it is through formal education or self-study for personal growth, employees should constantly work to improve and evolve.
Own their job and career. Regardless of the aspirations you possess, the onus to reach these goals is on you. Work hard and develop a plan for how you will achieve your goals, and share with your supervisor and human resources how they can help.
Be humble and give credit to others. The whole is always greater than the sum of its parts. While we all bring different skills and abilities to the organization, in the end, success is a team effort.
Provide concise communication that delivers important information. Do not waste time or words; written correspondence should be direct and to the point, and meetings should be results-focused with specific action items that have deadlines.
Give and receive feedback. Feedback generates a stronger company. Give and receive feedback to ensure the organization will continue to be refined and improved.
We do not accept:
Employees being disrespectful, demeaning, or talking down to others.
Hypocrites that hold others to a higher standard than which they maintain themselves.
Selfish actions that provide an employee personal benefit while simultaneously hurting the company or colleagues.
Words without action.
Using power inappropriately.
Lying and sidestepping the truth.
Laziness or lack of progress.
By fulfilling these actions, the company will transform from a business with managers and subordinates to an organization filled with leaders. We invite you to join this effort as we strive for greatness and work to deliver superior results that inspire colleagues and customers, stakeholders and suppliers, and family and friends.1
Current Engagement Level
Overarching Engagement Level
Throughout certain stretches, the team does not work well together. While employees traditionally do their best to complete their part of a project, there are times they fail to see how their actions fit into the big picture, or worse yet, do not care about the end result; they are merely interested in fulfilling their responsibilities and getting a paycheck. This lack of interest creates duplication of work, restricts innovation, and minimizes employees’ willingness to go the extra mile. Additionally, the narrow focus does not enable them to gain a comprehensive understanding of the value they are providing to the organization or the importance of their work.
Strengths
There is a small subset of employees who are very passionate about the company and love what they do. Most have been with the organization for less than five years, work well with everyone in their department, and are willing to do whatever is necessary to help the company succeed. You can find these employees coming in early and staying late, involved in numerous special projects, and always volunteering to help the company improve. They are the backbone of the organization and make certain everything runs as it should. The only problem with these employees is that there aren’t more like them.
The company occasionally shows flashes of brilliance. There are times the company comes together to deliver exceptional results. This is typically when a deadline is approaching or a new product is being developed. When this occurs, it is clear everyone is putting forth his or her best effort, with productivity increasing dramatically. Sadly, this rarely happens. Instead, people have an increased interest in the job temporarily, then fall back into a state of indifference shortly thereafter.
Opportunities for Improvement
The success of the company is not a priority for employees. While most employees want the company to succeed, that interest pales in comparison to personal achievement. Employees are more interested in making certain their part of a project is completed correctly than if it meets the needs of the organization. Further, employees doing anything outside of their job description is usually met with resistance.
The relationship between management and employees is contentious. While everyone attempts to fulfill the mission of the company, there is an adversarial relationship between the two sides. Managers and employees do not see eye-to-eye on numerous issues. Additionally, no one openly shares what he or she is doing, for fear of someone taking credit for his or her part of an assignment. For the most part, the team mentality is not present in the organization.
Employees are unaware of why they must complete certain tasks. While it is obvious why most activities need to be completed, there are certain tasks employees are responsible for fulfilling that are met with resistance. This is primarily because employees lack knowledge on why they must do the activities they are assigned.
This information was acquired from the Climate Survey employees completed this past October.
Engagement Goals for the Future
Overarching Objective
People love coming to work and it shows. More than just a job, employees relish the opportunity to add value to the company by working on meaningful projects. This is enhanced by the strong sense of community in the organization. Further, the varied skills and abilities of each employee create a collaborative environment in which people are excited to work with one another. Everyone has a sincere passion for fulfilling his or her responsibilities and making the company better.
Engagement Goals
Company Success
Company success comes before personal accomplishments. Instead of merely focusing on individual accolades, members look at the success of the organization as their success. This eliminates employees concentrating on their personal accomplishments and creates a more team-focused environment. In essence, if the company succeeds, everyone succeeds.
Making a Difference
Everyone sees how his or her actions are making a difference and adding value to the company. By doing this, employees have a more profound appreciation for their role and their day-to-day responsibilities. Further, they see how their contributions have a direct impact on the organization.
Unity
The organization functions as a single entity and works together seamlessly. Employees possess a genuine interest in their colleagues and maintain a strong sense of comradery. This provides the opportunity to come together to deliver superior results.
Developing Positive Practices
Leveraging the Three Drivers of Engagement
How are you leveraging the Three Drivers of Engagement? What could you be doing better?
Serving a Valuable Purpose
Strengths:
The team is adept at delivering results and does an excellent job of coming together when deadlines approach. It is not atypical for everyone to put in long hours together to ensure a project is completed successfully. Additionally, when facing adversity, the team is resilient and always finds the best solution.
Opportunities for Improvement:
Many employees fail to see the value they provide to the company. While some members appreciate their role in the organization, many others do not see how they are making a difference. This causes a lack of interest in daily activities and failure to pay close attention to details.
Some employees, especially those new to the organization or lacking a strong network, are not always treated with a great deal of respect. Though everyone does not need to be close friends, employees do need to have a sense of belonging to be able to perform their best.
Being Empowered to Deliver Results
Strengths:
Employees appreciate the opportunity to fulfill their duties the way they feel is best. The autonomy employees are provided enables them to be innovative and produce results that wouldn’t be possible if they had overbearing managers.
Every day employees are provided the opportunity to use their unique skills to produce something that has value.
Opportunities for Improvement:
Some employees are complacent because they have been in their role for an extended period of time and no longer feel challenged. However, they do not possess an interest in learning new skills or changing jobs.
Working in a Fulfilling Environment
Strengths:
Clearly defined career paths enable employees to improve their skills and have ownership of their careers. This transparency strengthens members’ desire to work hard knowing they will have the opportunity to grow with the company.
Quality relationships have been built between colleagues throughout the years that have resulted in a strong workplace culture.
Opportunities for Improvement:
Management and employees do not have a good working relationship. While the two sides are able to put aside differences to accomplish the mission of the company (for the most part), the dysfunctional affiliation creates a stressful work environment and restricts willingness to put forth maximum effort.
What Positive Practices can you develop to improve leveraging the Three Drivers of Engagement?
Serving a Valuable Purpose
To ensure employees know they are making a positive impact, every month we will highlight a division in the company and show how that division’s actions affect the users of our products. We will use the bulletin board in the main lobby to display how the people in the division are making a difference. Additionally, at the end of the year, we will bring in someone who uses our products to personally share how our company has affected his or her life (see Appendix #2, Positive Practices; Motivate Through the Words of Others, page #165).
We will provide the opportunity for employees to build relationships during customary work activities (i.e., meetings) by setting aside time for personal interactions. Specifically, on Monday mornings during the first meeting of every week (prior to starting on business), everyone will share a 30-Second Celebration (see Appendix #2, Positive Practices; Enjoy 30-Second Celebrations, page #185).
Being Empowered to Deliver Results
Every quarter we will provide employees the opportunity to learn about different roles in the organization that extend beyond the department they work in. This will encourage employees to expand their knowledge of the company by learning about the many moving parts it takes to make this organization function. It will also enable employees the opportunity to see how their role fits into the big picture (see Appendix #2, Positive Practices; Incorporate Cross-Functional Exploration and Development, page #169).
Working in a Fulfilling Environment
We will define the top three issues that create contention between management and employees, and address them directly. Members of both sides will relocate to a neutral site to discuss challenges and identify solutions. Every month, the group will come together to analyze progress and assess if changes should be made (see Appendix #2, Positive Practices; Break Out of Complacency and Reach for Greatness, page #173).
Identifying What Employees Want
What do employees want?
Communication is not fluid and tangible information is not shared when it is needed most. Cross-functional projects require up-to-date information, thus, quality and timely sharing is imperative. While there are times information is shared openly, there have been too many occasions employees have had to search for important data or been provided information long after it could have been useful. More efficient and streamlined delivery of information is needed.
Certain employees are not held accountable for failing to meet deadlines. While some employees are required to meet deadlines (and disciplined if they fail to), others are provided leniency if they miss the mark. This lack of accountability pushes those who are dedicated to delivering results away from putting forth effort to meet deadlines.
Rewarding excellence does not occur as it should. The sales team has exceeded quarterly goals in each of the past four quarters, yet nothing has come of it. Acknowledgment for the great achievements has not been recognized. We want to celebrate what we’ve accomplished.
This information was acquired from the Climate Survey employees completed this past October.
What Positive Practices will give employees more of what they want?
We will develop more robust communication processes and procedures. Stand-up meetings that provide employees the opportunity to share what they have accomplished, what they are working on, and how others can help will occur throughout the company every day (see Appendix #2, Positive Practices; Ask Three Questions, page #166).
Every employee will be held accountable for his or her actions and will be reprimanded if he or she fails to meet deadlines or fulfill responsibilities (see Chapter #8, Leading with Values; Lead with Integrity and Maintain Accountability, page #62).
When a team or department meets or exceeds its quarterly goals, the company will host a luncheon. If the company reaches its collective goals for the year, we will have a companywide end-of-year party (see Appendix #2, Positive Practices; Celebrate for the Sake of It, page #202).
Addressing Unique Organizational Traits
Unique Organizational Traits
Longstanding employees and employees new to the workforce have opposing views on how to approach work. While all have a vested interest in producing the best results, their opposing views on how to get there contrast considerably. This is most obvious when new procedures or equipment are being discussed.
Remote employees have expressed that they do not always feel connected to the organization. They are concerned that they miss out on receiving important information that would help them do their job. Additionally, not being around others restricts their ability to feel as though they are a part of the team.
What Positive Practices will address our unique organizational traits?
The company will create and implement a collaborative mentorship program where employees who have been with the company for an extended period of time are paired with members who have less than five years work experience. We will provide employees two hours every week to work together. This ensures each pair will have the opportunity to expand their knowledge and develop new skills (see Appendix #2, Positive Practices; Create a Collaborative Mentorship Program: Share Institutional Knowledge with Youthful Expertise, page #182).
Supervisors who have remote employees will send out a biweekly newsletter. Information in the newsletter will include changes in company policies, updates on projects, upcoming events, new contracts signed, and introduction of new employees. The supervisors will ask for feedback from the recipients to ensure the most relevant (and sought-after) information is provided (see Appendix #2, Positive Practices; Ensure Remote Employees Are Plugged In, page #180).
Facilitating a Plan of Action
Structured Change
Create a Sense of Urgency
Our plan will be implemented at the start of the new year. Because of this, we gathered valuable information to make certain we will be prepared. Specifically, during the annual climate survey we sent out this past October, we included two sections that focused exclusively on engagement. Questions about the “Current Engagement Level” in the organization and inquiries “Identifying What Employees Want” were included. These sections provide us the opportunity to gain valuable information from members of the company, as well as promote this new initiative.
Build the Guiding Coalition
While it will take everyone in the organization to make this plan a success, our Guiding Coalition will take the lead on this initiative. These Change Agents will spearhead development and implementation of the Engagement Plan and make certain we are headed in the right direction. They are from numerous departments in the company and will help employees become immersed in their work. Each department in the organization will be assigned one member of the Guiding Coalition to help facilitate the execution of the Engagement Plan. The Guiding Coalition will meet every other week.
Form and Share the Strategic Vision and Initiatives
At the beginning of the year, we will host a companywide meeting where every employee will receive the company Engagement Plan. During the meeting, leadership will walk through the Engagement Plan, share Positive Practices the company will implement, formally unveil the members of the Guiding Coalition, and discuss everyone’s responsibility to ensure this initiative is a success. There will also be the opportunity to ask questions and identify how you and your department can become more actively involved.
Enlist a Volunteer Army
This is a team effort, thus will require everyone investing in the initiative for it to be a success. If you would like a more active role, connect with your supervisor or members of the Guiding Coalition to find out how you can become more involved.
Enable Action by Removing Barriers
Personnel who are stifling engagement and purposefully sabotaging the opportunity for others to be engaged will be disciplined accordingly. While it is not fulfilling to discipline (or lay off) employees from our organization, in order for this initiative to work, we need 100 percent buy-in from everyone.
Generate Short-Term Wins
We have 9 Positive Practices. Incorporating all 9 immediately is not a good idea. As a company, we will look to implement these Positive Practices first:
Positive Practice #1
We will define the top three issues that create contention between management and employees, and address them directly. Members of both sides will relocate to a neutral site to discuss challenges and identify solutions. Every month, the group will come together to analyze progress and assess if changes should be made (see Appendix #2, Positive Practices; Break Out of Complacency and Reach for Greatness, page #173).
Positive Practice #2
Every employee will be held accountable for his or her actions and will be reprimanded if he or she fails to meet deadlines or fulfill responsibilities (see Chapter #8, Leading with Values; Lead with Integrity and Maintain Accountability, page #62).
Positive Practice #3
The company will create and implement a collaborative mentorship program where employees who have been with the company for an extended period of time are paired with members who have less than five years work experience. We will provide employees two hours every week to work together. This ensures each pair will have the opportunity to expand their knowledge and develop new skills (see Appendix #2, Positive Practices; Create a Collaborative Mentorship Program: Share Institutional Knowledge with Youthful Expertise, page #182).
Department Specific Positive Practice:
Beyond Positive Practices the entire company will embrace, each department in the organization is welcome to incorporate a Positive Practice they would like to use as well. If you are so inclined, please e-mail the Positive Practice your department will use to the Guiding Coalition Representative who was assigned to your department.
Sustain Acceleration
After 90 days, we will look at the progress we have made and assess what actions to take. This includes modifying current Positive Practices and adding new Positive Practices. The following are the Positive Practices that will be considered later in the year:
We will provide the opportunity for employees to build relationships during customary work activities (i.e., meetings) by setting aside time for personal interactions. Specifically, on Monday mornings during the first meeting of every week (prior to starting on business), everyone will share a 30-Second Celebration (see Appendix #2, Positive Practices; Enjoy 30-Second Celebrations, page #185).
Every quarter we will provide employees the opportunity to learn about different roles in the organization that extend beyond the department they work in. This will encourage employees to expand their knowledge of the company by learning about the many moving parts it takes to make this organization function. It will also enable employees the opportunity to see how their role fits into the big picture (see Appendix #2, Positive Practices; Incorporate Cross-Functional Exploration and Development, page #169).
We will develop more robust communication processes and procedures. Stand-up meetings that provide employees the opportunity to share what they have accomplished, what they are working on, and how others can help will occur throughout the company every day (see Appendix #2, Positive Practices; Ask Three Questions, page #166).
To ensure employees know they are making a positive impact, every month we will highlight a division in the company and show how the division’s actions affect the users of our products. We will use the bulletin board in the main lobby to display how the people in the division are making a difference. Additionally, at the end of the year, we will bring in someone who uses our products to personally share how our company has affected his or her life (see Appendix #2, Positive Practices; Motivate Through the Words of Others, page #165).
When a team or department meets or exceeds its quarterly goals, the company will host a luncheon. If the company reaches its collective goals for the year, we will have a company wide end-of-year party (see Appendix #2, Positive Practices; Celebrate for the Sake of It, page #202).
Supervisors who have remote employees will send out a biweekly newsletter. Information in the newsletter will include changes in company policies, updates on projects, upcoming events, and anything else that could be valuable to the remote employee. The supervisors will ask for feedback from the recipients to ensure the most relevant (and sought-after) information is provided (see Appendix #2, Positive Practices; Ensure Remote Employees Are Plugged In, page #180).
Institute Change
Leadership and the Guiding Coalition will host monthly “Engagement Meetings” with directors and managers to provide updates on everything that is happening with implementation of the Engagement Plan. This includes changes in company policy, performance improvements because of the new engagement strategy, and modification of current Positive Practices.
Communications Strategy
To ensure communication remains fluid throughout implementation of the plan, all communication will be founded on clarity, consistency, and transparency.
Clarity
All official information regarding this initiative will be sent out through the Office of the President. Additionally, the Guiding Coalition will act as an information hub for the Office of the President, and will support distribution of information. To maximize effective communication, all personnel should address confusion, uncertainty, and potential challenges with your direct supervisor or a member of the Guiding Coalition.
Consistency
Communication will be distributed on a consistent basis:
Monthly e-mail updates will be provided by the Guiding Coalition through the Office of the President. Information will highlight specific actions teams are taking, snapshots into how the business is doing, and suggestions on positive practices teams can utilize.
Every quarter, leadership and the Guiding Coalition will send out information pertaining to the progress of the Engagement Plan, modifications of the current Positive Practices, and implementation of new Positive Practices.
Transparency
To ensure everyone remains engaged, leadership will be completely transparent with all activities pertaining to the Engagement Plan and will share how the initiative is progressing. Additionally, the company will measure its current operations against past performance. Metrics that will be analyzed are:
Company profits.
Retention rates.
Customer satisfaction.
Issues with products and services.
The work environment (via Climate Surveys).
Refining the Plan
The Human Resources Department will own the plan, and will help Executive Leadership and the Guiding Coalition refine the plan every quarter. Refining the plan includes:
Evaluating how the company is progressing with each Positive Practice.
Formally assessing whether Positive Practices need to be modified.
Addressing impediments that are restricting engagement (i.e., personnel, work schedules, failure to have appropriate resources, etc.).
Adding new Positive Practices.
After all of the changes have been identified, updates will be incorporated swiftly and seamlessly.
Developing a New Engagement Plan
A new Engagement Plan will be developed on an annual basis. HR and members of the Guiding Coalition will develop the new plan.
____________________ Engagement Plan
(Your Company Name)
Establishing Parameters and Defining Objectives
Engagement Philosophy
Current Engagement Level
Engagement Goals for the Future
Developing Positive Practices
Leveraging the Three Drivers of Engagement
Identifying What Employees Want
Addressing Unique Organizational Traits
Facilitating a Plan of Action
Structured Change
Communications Strategy
Refining the Plan