Sustaining Workforce Engagement How to Ensure Your Employees Are Healthy Happy and Productive 1st Edition by Lonnie Wilson ISBN 1138316032 9781138316034

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ISBN 10: 1138316032
ISBN 13: 9781138316034
Author: Lonnie Wilson

Sustaining Workforce Engagement How to Ensure Your Employees Are Healthy Happy and Productive 1st Table of contents:

Part I: Engagement Background and Theory
1: Background Information
Some history of human resource improvement programs
Why did these efforts die??
The bottom line to the failures
A word about “culture”
Cultural design
What it the key cultural change leading indicator??
Cultural characteristics
Culture and engagement
Engagement and the connection to lean manufacturing and “respect for people”
It’s not an initiative, it’s not a project – It is cultural change
Change, it’s more like evolution than revolution
But don’t treat it lightly
Russell Ackoff would say we are attacking “A Mess”
The irony, and the power, of improving employee engagement through cultural change
Employee engagement, its impact on business performance
The Gallup data
The business opportunities of improved engagement
Business behaviors that are engagement “killers”
Is this conscious behavior or not??
How does the dysfunctional culture play out at the behavioral level?
The science and the data used in this book
2: History and Current State
Engagement, are you aware of it?
The concept of engagement
Just what is this common (mis)understanding??
However, there are some metaphors we can explore to show “a passionate commitment”
The danger of “too many details”
History of engagement
It has been a valued trait forever – even if we did not know what to call it
What’s different
Before the Industrial Revolution … craft production
Taylorism becomes an industrial norm – Worker thinking is discouraged
Engagement – Current levels
The Gallup data
Engagement by company size
Engagement levels in manufacturing
Data from the scientists and scholars
Data from others, most notably Gallup
The Gallup results on engagement in manufacturing – Summarizing their hard data
3: Engagement Theory –  A Top-Down Perspective
This engagement stuff …  Where did it all start?
An effort to make psychology more balanced …  was initiated
Kahn’ s work catalyzed the “ top-down”  interest in engagement
Kahn’ s Work 
Kahn’ s conclusions in simple terms
Schaufeli, Salanova, Gonzalez-Roma and Bakker’ s work… 
My opinions on these two theories as “ helpful tools”  to drive to a fully engaged workforce
Schaufeli on “ positive, fulfilling, work-related state of mind” 
Engagement –  Worker and workplace health
Prior work on positive effects experienced by engaged workers
Issues amongst the scholars
They can’ t reach a common understanding on the definition of engagement
A word about constructs
Trait or state or ???
Other engagement stratifications
The theories seem to take some intellectual “ detours” 
Why the “ detours”  to the basic theory are just that, detours
4: Issues with The Theory
The scholars and the practitioners … Two different perspectives
Scholars and their “top-down” look
The business practitioners and their “bottom-up” look
The businessmen want “it”… regardless of what “it” is, as long as “it” helps
The disconnect
Once again Dr. Deming hit the nail on the head … (see sidebar)
What the scholars know that the practitioners should know – Engagement is the natural state
Just why has management forgotten that??
Regardless … they share some commonalities
What is everyone missing??
The special case of the Gallup survey and data
There is a concern that the Gallup data is not even engagement data …
The Gallup Q12 does not directly measure the engagement construct
Some more background on the Gallup Q12
Another possible explanation to the engagement connection
The “bottom line” to the Q12 survey and its data
General data … Its value to me as a consultant
Overall value judgments from bulk data
More stratified data are helpful
Using the Gallup Q12 to make meaningful business comparisons in a plant
The bottom line
Two big problems – The data and crazymaking
Data quality … No standards, variation gone wild
Strangely enough, it might still be “good enough”
Now for the real crazymaking … Comparisons
Your way out of the crazymaking … Managers beware!!
Gallup supports this position
The conundrum
So how do we break the conundrum?
A simple choice …
5: Toward a Practical Definition
A simple working definition
An example of “engagement in action”
Policies, rules, procedures and approvals galore tend to reduce engagement; unnecessary ones, kill e
Engaged people do the right things, in the right way, at the right time and for the right reasons
So what’s wrong with that definition? … Sounds pretty good to me
A better metaphor for engagement
First, the refinery manager and my discussion with a colleague
Second, leading with intent
The metaphor … An engaged worker will act like she owns the business
Regarding the accuracy of this metaphor
What data do we have to support this metaphor??
Just how useful is this metaphor??
The simplicity of the metaphor; the complexity of achieving it
Part II: Management Basics
6: Management 1.0, 2.0 and 3.0
The importance of the manager
Strong, effective management; where does it start?
Management evolution
There were harbingers, wise ones
The most direct harbingers
My position on these harbingers
Then there was management lethargy, indifference and resistance to change until …
What is Management 1.0?
What is Management 2.0?
What is Management 3.0?
Problems with Management 2.0
Management 3.0
A transformational management system and the “The Critical List of Six”
Management 3.0, Japanese management and the List of Six
The story of the Theta cell
From Management 1.0 to Management 3.0 and the results
What else happened in the plant, in addition to the huge productivity improvements?
Theta cell – Summary
7: Management and Leadership – The Basics
Managers, in the worst way, want engagement
What is the common denominator to supplying all these needs and doing it well?
So just what is the problem??
I think they are wrong … very wrong
The reality
Just why does management work to discourage engagement??
Misunderstanding of the concept of engagement
Misunderstanding of “the need for the engagement of managers”
Misunderstanding of the concepts of motivation
Management’s role: What are we talking about?
There is an increasing need for leadership skills
Times are changing rather dramatically
Is more leadership all we need?
The Six Skills of Lean Leadership
The importance of the management team’s behavior
Just what must the management team do??
Getting work done through others
Two realities managers need to deal with
It’s all about being successful
Supervision … The most basic task of management
The umbrella task of all supervisors … to create an environment where it is conducive to produce
Situational leadership
The underlying premise of situational leadership
Task behavior – The X-axis
Relationship behavior – The Y-axis
Situational leadership styles
The issue of supervisory responsibility – to Hersey
Toshi on supervision
The essence of situational leadership
Knowing the people
Knowing the work
Part III: The Six Eclectic Management Skills
8: Management and Leadership – The Two Lost Skills
The first lost skill – Technical competency among management
The case of the MBA gone awry
Where can we find managerial teams with high levels of technical competency?
Who, in my database, has high levels of technical competence in the management ranks?
What are the issues?
Toshi’s perspective on the importance of managerial competency – The needs of the people
The typical “shift” a manager makes as he becomes gemba focused
The effect of distance management
Distance management, Toyota and Genchi Genbutsu
Distance management and false economies
Wrapping up managerial technical competence
The second lost skill – Delegation
What is delegation???
The power of delegation
When to delegate??
The typical management errors in delegation
Work assignment versus work delegation
The elements of delegating work
Hoshin Kanri as a form of delegation
An example of poor delegation
A lesson in good delegation … A much-needed trait, but in short supply
Why is this type of delegation not the norm??
Technical competence, delegation, autonomy and employee engagement
The “kryptonite” to creating a fully engaged workforce – Micromanagement
What’s at the root of micromanaging
Organizational issues fostering micromanagement
How to create micromanagement – on steroids
Supervisory issues fostering micromanagement
Micromanagement and trust
Micromanagement and the persona – The pretenders
Situational leadership, micromanagement, intrinsic motivation and leader standard work
9: Management and Leadership – The Two New Skills
The first new skill – Creating a learning, teaching and experimenting culture
What does a learning, teaching, experimenting culture look like??
Just where is the teaching, learning and experimenting occurring?
What are the key technical topics to train on first?
Kaizen activity
Management kaizens
Deeper problem solving is needed to learn
Single-loop learning
The need for introspection
Double-loop learning
Practicing PDCA
Acting on the results and the means
PDCA and it imposters …
PDCA and prediction
The hazards of experimenting
Kaizens and PDCA and risk
JIT Training
JIT training and questioning
Growth and failure
The second new skill – Behavioral modeling
Why is modeling so important?
The anatomy of modeling – Social learning theory
Too much imitation
The key factor in modeling
10: Management and Leadership –  The Two Key Skills
The third new skill –  Promoting and participating in mentoring
What supervisory work are you doing to maximize the development of your people?
Five-year business growth and staffing plan
Job succession planning
Individual performance planning (IPP)
Individual five-year growth and development planning
Leader standard work (LSW)
Why is that not enough??
We need mentoring
Mentoring misunderstood?
What is mentoring??
What should the management team do to promote mentoring?
The fourth new management skill –  Inquisitiveness and Integration
You first must cover the “ givens” 
Toshi helped me out –  I found this trait several years ago, by pure luck. It is inquisitivenes
What do I hear from other senior managers??
What is the typical reality?
Strategic planning –  A contrast in management techniques, a cultural example
Company A –  HK planning done right
Company AJ –  Pseudo-HK planning
The contrast
Inquisitiveness and integrity manifest on the plant floor, at the work cell
Background on this plant
Background on the Theta cell
The kaizen event
Kaizens galore
We reflect on the all the kaizens
The cell productivity continues to improve
The Theta cell …  Summarizing
Inquisitiveness and integration at three different levels: individual; at the cell; across the entir
Why is inquisitiveness and integration so powerful?
Why is this trait not “ just how we do things around here” ?
Japanese on inquisitiveness and integration
Hansei
Nemawashi
The relevance of hansei and nemawashi
Inquisitiveness and integration –  Wrapping up
Part IV: The Role of Motivation in Engagement
11: On Motivation
Motivation
So why don’t managers have a better grasp on motivational concepts?
Why study motivation??
Applicability of motivational theory
Types of motivation
Maslow on motivation – His hierarchy of needs
The theory
Additional thoughts on Maslow’s hierarchy
Preconditions
Level five – The need for self-actualization
The appropriate management response to Maslow’s theory
Herzberg on motivation – His two-factor theory
The theory
The “motivators”
The “hygiene factors”
“Not a lawyer but a teacher I should be …”
More on Herzberg
The appropriate management response to Herzberg’s theory
Proper uses of “hygiene factors”
McGregor’s Theory X and X
The irony uncovered by McGregor
The appropriate management response to McGregor’s theory
Motivation, and the role of management
Three management rules on motivating the workforce
Rule number one – Don’t try to motivate people
Rule number two – Don’t demotivate the workforce
Rule number three – Manage to sustain this motivation
12: Intrinsic Motivation
Intrinsic motivation – The basics
Intrinsically motivated behaviors we have in common
The concept of “flow”
What is the relevance of “flow” psychology to engagement in the workplace?
Self-determination theory
The key role of autonomy
An example of the autonomy spectrum
Is SDT compatible with, and reinforcing of, other theories??
One more thing … Meaningfulness
Motivation, creativity and a fully engaged workforce
Intrinsic motivation, extrinsic motivation and creativity
Intrinsic motivation and engagement
Motivation and the “big question”
The correct question
Part V: Creating a Fully Engaged Workforce
13: Systems and Systems Thinking
Systems
What is a system??
Systems have some very distinctive properties
System elements
What is “not a system”?
Systems thinking
Linear thinking…
Uniqueness of systems thinking?
The “key” paradigm shift in systems thinking
Other issues to consider in systems thinking
Our system – the simplified view
Systems are described and studied using systems diagrams
14: System Dynamics and Engagement
Our system of engagement
Returning to our definition of a system
The simplified view
Engagement system elements
Stocks
Flows
Actions
Interconnections
Delays
Feedback
The dynamics of creating a fully engaged workforce – The players and the purpose
Who are the players?
The stocks
Who’s engaged and by how much??
What’s our purpose and how large is our challenge?
The disengagement loop
The default nature of the disengagement loop
The inherent power of negativity
The presence of negativity
What are the limits on negativity and positivity??
The “imbalance” that grossly favors the negative
The needed shift
How to manage the negativity and the positivity
The linear approach
Problems with the linear approach
Systems thinking and counterintuitive behavior of systems and people
First, most systems respond counterintuitively
Second, since system response is often counterintuitive, more often than not, to improve the system,
Third, since system response is often counterintuitive, to improve the system, even after they have
The proper way to deal with this issue of negativity
And what are those actions??
The engagement loop
The elements to the engagement loop
Closing the loop … The cultural network
The communications issue … Pay very close attention!!
The reality management must accept
A huge communications paradigm shift is needed
Now we are on our way to a fully engaged workforce
15: Activating the Engagement System
Getting full engagement – We will need three large cultural changes
Precursor no. 1 – Addressing three operational modes and making “normal” normal
Normal Mode
Normally not normal mode … (see sidebar)
Abnormal mode
The countermeasures that create “normal mode”
Precursor no. 2 – Creating the “new normal”, a culture of continuous improvement
The countermeasure to making “normal” normal
Some kaizens are more impactful than others
Precursor no. 3 – They need to know the context of the business
Activating the engagement loop
The Basics and Beyond
Activating the Five Basic Elements
Going Beyond the Basics – Five other elements
Hoshin Kanri (HK) planning
Don’t miss both the emotional and intellectual impact on engagement when everyone plans
Information sharing on a continuing basis
Leader standard work (LSW)
High-quality supervision
Visual feedback systems – Transparency
The concept of transparency
The purpose of transparency
The “scoreboard” metaphor
Motivational power of transparency
Transparency and secrets
The Intrinsic Motivational Loop – Its structure
The concept of meeting the intrinsic needs
The elements to the IML
The Intrinsic Motivational Loop – Its inherent power
So how can management turn this powerful knob to improve the motivation
Challenge
Activating the engagement loop and the role of management—Especially the supervisor
What kind of management is needed???
The special role of the first line supervisor
Just how important is the first line supervisor?
But what is really happening in the workplace??
How does Toyota develop supervisors?
The needed structure at the floor level
Two large problems … created by the structure
16: Completing the Engagement System
We have been making great progress …
Why is this not enough??
What’s the problem??
At this point, it is up to the management team to respond
Management feedback systems
The power of feedback
Lack of feedback is harmful
Workers “not knowing”
What is “typical” feedback?
Why is this inadequate?
Visual feedback techniques – Transparency
The role of management
Behavioral feedback techniques
Management “walking the talk”
More on the need for supervisory skills-relatedness issues
Trust in management
How management shoots itself in the foot, damaging trust
Creating bureaucracy
Acquisitions, spin offs, reductions in force and restructuring
Management bonuses
Some unfortunate but real issues you’ll need to address in creating trust
Trust, as a major problem … Some uniqueness
What should management do about trust issues in their organizations
The power of positivity and the essence of good management feedback
Part VI: Improving Engagement
17: Engagement and Your RES
Improving engagement
“Turning the knobs” – Simple to discuss, but a little more complicated to do
The “key knob”
What is the meaning of this correlation??
The concept of the Residual Engagement Strength
Calculating the Residual Engagement Strength (RES)
Getting the data for the HLP Grid
The kaizen factor
Calculating the transparency factor
Information at the cell, in the worker’s line of sight
Information at the Information Center
Getting the value for transparency
Calculating: Management walking the talk; supervisory feedback strength; and trust
Plotting data on the High Leverage Point Grid (Figure 17.6)
The RES calculation
Two case studies
Case study no. 1 – Early gains and then loss of management focus and support, Company AI
Case study no. 2 – Engagement improvement done well, Company F
18: The Action Plan
Get prepared
What not to do
Ok then, what do we need to do?
But where do we start??
Often this is a tough pill for management to swallow
If acceptance is tough, executing the change is even more so
Better management preparation is required
Interactive teaching
Group discussions
Gemba walks
In-field coaching
Creating and executing the plan
Find a skilled change agent – an outsider for sure
Complete your first engagement survey
Analyze your engagement survey, create action items
Taking action
Continuously improve
19: Final Thoughts
The power of employee engagement
It’s a joy to see it evolve
It is never easy
It takes a high level of management courage and trust
And what if you are the advisor in this cultural change?
Just how do you walk that tightrope??
The role of management in summary format …
A final word

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