What Queen Elizabeth can teach us about Employee Engagement

Last week, a pal from high school posted her engagement on Facebook. I’ve not seen her in years, but this was big news. I’m in my forties; most everyone is past this stage and their kids aren’t quite there yet. Of course, I’m in HR, so it got me thinking about employee engagement, which, like the marriage kind, is about knowing where you are heading and committing to it; understanding that it may be hard, but being compelled by what you will gain.

Queen Elizabeth is celebrating her Diamond Jubilee. Sixty years on the throne! This is a very wealthy woman who could get away doing a lot less than the hundreds of appearances, charitable activities and state events she completes each year. She’s engaged, and we can take a few lessons from her:

“Begin with the end in mind”: Do I sound dated quoting Steven Covey? Don’t care! He got it right. The key to engagement is starting with a clear view of what is ahead. Queen Elizabeth was born and raised knowing what her future might hold and had lots of time to understand why it mattered. In today’s “buyers’ market” for talent, there’s a temptation to skip over the sell; employees and prospective employers should be grateful for a job. In fact, it is now more important than ever to focus every employee and prospect on what the company, the team and their job/prospective role is all about. A tough economy calls for clarity, focus and excellence from every player on the team.

“Respect the individual”:  Not everyone in Britain believes in the monarchy, or agrees with everything it represents. Despite this, the Queen relies on certain courtesies. Respect for the individual is a core value, or at least claimed, but some companies fail to recognize how this fuels engagement. Most employees understand that times change, and they may be asked to produce more and adapt over time. Many understand that their employers can’t promise raises, promotions or even continued employment in today’s market. No matter the challenges, respect can always be offered in the workplace. You don’t need to bow, curtsy or call your people “Ma’am”, just listen to them, share openly and frequently, treat them fairly and do as you say.     

“Work hard”: Katie Couric asked a member of the Queen’s staff, “….400 events a year and there are only 365 days. Do you ever ask her to take it easy?” After an uncomfortable giggle, the answer was “no”. Too often, employees are constrained by managers, co-workers, unions and HR departments. Employers need to strike a balance between focus and constraint: employees are in it to win, and they demand license to exceed expectations.

“Celebrate”: I’m pretty sure that Queen Elizabeth could live happily without ever attending another party or ball. I’m sure she has enough jewels, has knighted enough luminaries, bestowed enough medals and invited enough celebrities to tea. She doesn’t stop, though, and I’ve even seen pics of her chatting with Lady Gaga! The Olympics are in London this summer, so Britain really doesn’t need another reason to celebrate, but celebrate it will! Queen Elizabeth won’t get a raise in her allowance for reaching 60 years, (in fact, she’s reduced her spending in respect of austerity measures). She will get a parade, and there will be many parties which she will never reach or see. Engaged employees are supported by celebration and recognition, and it doesn’t just impact their personal commitment, but draws others into the fold.

 Four simple steps to a “royally engaged” workforce!

Engagement with a Vengeance

Have you seen the movie The Avengers? While I'm generally more inclined toward romantic comedies, I had occasion to see the film this past week. I'm sure there are a myriad of fables in this Marvel masterpiece, but I was struck by the film's message on employee engagement.

You see, there are these super-heroes. They are all completely involved in their own agenda. They understand their skills and capabilities. They understand each other's skills and capabilities and, in some cases, flaws and opportunities. What they don't understand, at first, is why they should put themselves out there. Why should they take a risk? In some cases this is a "what's in it for me", while in others it's a "I don't think I can succeed" obstacle.

Then it gets personal. Each of the super-heroes has a reason to get involved, and they pull together as a team and win.

And that's the lesson. Corporate Social Responsibility efforts are on the rise because people care about improving the world more than they care about shareholder dividends. Passion "to do" can be driven by passion to "do good".

I love the new GE commercials. There is one where we learn that GE doesn't make beer, but makes the machines that make it possible to make beer, and, at least for the folks in the ad, that's something worth working for!

Speaking with HR leaders, I hear a lot about employee engagement. Primarily, I hear about "our score" and whether it is trending up or trending down. Very rarely do I hear a concise or clear description of the company's goal. Engaged employees can succeed with a vengeance, if they know what it is they are fighting for! Perhaps it's time for HR to focus less on reporting the score and to spend more time defining what game is being played?

Testing Performance Review

Testing Performance Review

Last week, the New York City Department of Education released a database containing the historical standardized math and reading test scores for teachers whose students complete these tests. While hailed by many (see New York Times) as an heroic first step in teacher accountability, others see this as more political posturing. A stormy debate is raging over teacher performance and accountability; a debate with some worthwhile insight for corporate performance management!

Measure what Matters

Do test scores matter? Whether the tests referenced are useful predictors of future success or not, they do guide the schools, programs and opportunities available to pupils. For this reason alone, it makes sense to evaluate teachers, at least in part, on the scores their students attain. Should teachers, then, “teach to the test”? There are probably a lot of reasons they shouldn’t, BUT (yes- a big BUT), if teachers are evaluated on the basis of test scores, then they will "teach to the test". Wouldn't you?

Accountable for Controllable

Teachers rarely pick the students they teach. Teachers rarely work with a student group for more than a single academic year. Shouldn't the metric be the delta or 'change in score' year over year rather than the students' raw scores? If Johnny scored in the 49th percentile, and we hold Mrs. Apple accountable for that score, we've got to assume that Mrs. Apple is less competent than 51% of the teachers, BUT (another big BUT) if Johnny scored in the 40th percentile the year before, then Mrs. Apple had a positive impact of +9 percentile points in one year. Looking at it this way, Mrs. Apple may well be a star teacher!

Informed for Action

The rationale for publishing the scores is empowerment of parents and taxpayers. If public funds are being used, shouldn't we know how well they are being used? Well yes, we should. The average test scores of students taught by a teacher is, however, a great deal different than an Assemblyman’s voting record. The Assemblyman’s record is entirely ‘in his control’ and (a big AND) voters who have this information can take decisive and meaningful action with this information (vote for or against in the next election). How will parents and taxpayers use the test score information? Parents and taxpayers aren’t empowered to hire and fire teachers, (and, as we all know, even principals and School Boards are vexed in this regard by the UFT J). Should parents be allowed to decide which teacher will teach their kids? Can you imagine the administrative requirements?  Assuming it could work (parents selecting their children’s teacher), it is reasonable to assume that kids with parents who get them into a good classroom are likely to score higher than kids with parents who don’t bother. In the end, test score differences are likely to say little about the students or the teachers, and most about the parents. This is not conjecture, but supported by research: involved and interested parents raise kids who perform better academically.

Good Performance Management

I’m not opposed to making these scores available, just as I’m not opposed to sharing a customer accolade or complaint at the workplace. It’s good practice to share point-in-time results to spur discussion and exploration. It’s just not a viable performance management approach. The public school system exists to build good citizens, and that requires a good math score and a whole lot more. Alice may score in the 99^th percentile but be dealing drugs in the playground. We need Alice’s teacher to be focused on her math class and the playground (nice if her parents are engaged as well). A good performance management system looks at results, behaviors and skills applied across all relevant job requirements. The New York City Department of Education has allowed the public insight to only one small component of each teacher’s performance. It’s shocking for me to agree with the UFT, but, in this matter I believe the City has unleashed an unwieldy force that is likely to make managing teacher performance and accountability a whole lot harder in the weeks and months ahead.  

Exactly What It Says On The Tin.....

Ed arrived at work RAVING about his new Gillette razor. It actually provided a clean, smooth shave. He was so pleased he bought shares in the company.



I bought a Mr. Clean Magic Eraser and was absolutely blown away by its impact on my flat's scuffed walls; it really did work like magic!



Why are we so surprised when our experience is “Exactly What It Says on the Tin”?

1.     We're tech-savvy: Technology has expanded our definition of "truth in advertising". We bought applicant tracking software in the early nineties. A few days after installation, we discovered that applicants were being dropped from the database. We were told it was "a glitch”. The provider hoped to have a solution in a few months and would provide it with the next release. I am reminded of this at least once every week, when my Adobe or Windows updates are applied. We’ve grown accustomed to getting something that is "very nearly what it says on the tin".

2.     We’re outsourcers: I recently met with an organization that retained a search firm to fill several critical roles. The organization’s leadership is insanely busy, so they hired a consultant to liaise with the search firm. Is it even remotely surprising to learn that they have had several “finalists” prove unsuccessful in leadership interviews? The best outsourcing providers will tell you that they are only successful when they integrate fully with their clients. We’re so reliant on others that we fail to do our part to get “what I think it says on the tin.”

3.     We’re in a rush: We’ve recently moved to a ‘full service’ building. Trash and recycling is handled by the building’s fabulous service team. Of course, we need to separate our disposables; bottles and cans go on a shelf; boxes and cardboard on the floor; paper in the bin; trash down the chute. My neighbor stood by the refuse closet attempting to categorize and store all items for several minutes, then sighed, dropped all his trash in a sack and shoved it down the chute. “Who has the time?” he queried. We’re in such a rush to get it done we have “no idea what it says on the tin.”

Want to get exactly what it says on the tin?

1.     Be smart: Learn what it really ‘says on the tin’ and determine if the product/service is really what you need.

2.     Integrate: Outsourcing, even delegation, can not only expand your capacity, but also your knowledge base. Don’t assume, however, that your provider knows all that you know; effective outsourcing is not reliant on division but integration and teaming.

3.     Invest the time: For the first time in a long time, farmers are making money. Take a lesson from those who grow for a living; cultivation takes time. Invest in understanding what is in the tin, and whether it really does work for you.