Engaging Service Employees in a Changing Higher Education Landscape

Elizabeth Kiss President Jay Lemons President David Roemer VP of Human Resources January 5th 2013

Presentation Agenda

I.

Importance of Employee Engagement

II.
III.

Institutional Perspectives
Service Provider Engagement Model

What Is Employee Engagement?

Employee Engagement
The emotional and rational commitment that an employee has, which can influence performance, discretionary effort, and their intent to stay.

State of Engagement Among US Workforce

70% of U.S. Workers Not Reaching Full Potential

30%
ENGAGED
Loyal and psychologically/ emotionally committed. More productive, higher retention.

55%
NOT ENGAGED
Productive, but they are not psychologically/emotionally connected to their company. Miss more workdays, more likely to leave.

15%
ACTIVELY DISENGAGED
Physically present, but psychologically/emotionally absent. Unhappy and insist on sharing this unhappiness with others.
Copyright 1993-1998, 2008 Gallup, Inc. All rights reserved.

Benefits of Engaged Employees

Highly Engaged Employees Try 57% harder

Perform up to 20 percentile pts. better Are 87% less likely to leave (Retention)
*Corporate Leadership Council Research Data ,2005

Engagements Impact on Performance and Retention

Impact on Performance (Productivity)
Productivity Days Lost to: Presenteeism (physically present, mentally absent) Absenteeism Total Productivity Loss Highly Engaged Employees 7.6 3.2 10.8 Disengaged Employees 14.1 4.2 18.3

Impact on Retention
Retention Likelihood to Leave in 2 Years Willing to Stay Even if Have Another Offer Highly Engaged Employees 18% 72% Disengaged Employees 40% 28%

Source: Towers Watson 2012 Global Workforce Survey

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Sobering Service Employee Statistics

Impending Skilled Trades Shortage Skilled trades demand to increase by 2018 APPA / Bureau of Labor Statistics 1/3 of skilled trades over the age of 50 Bureau of Labor Statistics Skilled Trades = #1 hardest job to fill Manpower Group: 2012 Talent Survey
Higher Ed Not Focused on Employee Recruitment and Retention Only 9.4% of HR Officers view retirement as a pressing concern 21% of Private institutions planning for succession among senior officers (29% Publics) 22% of Private institutions investing in Leadership Development programs (44% Publics)
- InsideHigherEd Survey of Human Resource Officers

Institutional Perspective

Creating an Engaged Workforce in a Service Environment

Copyright 1993-1998, 2008 Gallup, Inc. All rights reserved.

Employee Engagement Model

Definition: The emotional and rational commitment that an employee has, which can influence their performance, discretionary effort, and intent to stay.

Two Commitment Levers

Rational Commitment
Extent to which employees believe that managers, teams, or the organization has their self-interest in mind (financial, developmental, or professional).

Four Focal Points of Commitment

Day-to-Day Work

Outputs of Commitment
Discretionary Effort
Employees willingness to go above and beyond the call of duty

Outcome

Performance

Team

Emotional Commitment
Extent to which employees value, enjoy, and believe in their jobs, managers, teams, or the organization.
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Direct Manager

Intent to Stay
Employee desire to stay with the organization

Retention

Organization

ARAMARKs Employee Engagement Model

Brand Promise

Key Stakeholders

EMPLOYEES

CUSTOMERS

CLIENTS AND PROSPECTS

COMMUNIITES

Behavioral Framework Program Elements

LEADERSHIP BEHAVIORS

ASSOCIATE BEHAVIORS

Wages, Benefits, Communications, CSR, Diversity & Inclusion, Reward & Recognition, Safety, Transition, Training & Development Communication and iTHRIVE Manager Tool Kit

Implementation
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Employing the Behavioral Framework

Specific Behaviors to which Every Employee Can Aspire Bring our Brand Promise to life on a daily basis Drive Positive Outcomes

Drive Employee Retention

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Passionately Committed

Example: Passionately Committed

What Does That Mean?

I am passionately committed to my job. I bring positive energy to my work and do my absolute best every day. I am responsive and considerate of my customers. I show pride in my work and let my customers know that I enjoy what I do. I show passion for the campus I serve

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Passionately Committed

Example: Passionately Committed

What Are The Behaviors & Outcomes?

Leadership Behaviors Show passion for achieving University goals Show you are committed to ARAMARK values Become involved in student organizations and activities Support campus culture & participate in traditions Bring positive energy to your work and team
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Associate Behaviors Bring positive energy to your work Do your best every day Always be present at work Be responsive and considerate of your customers Show passion for the campus you serve

Resulting Outcomes Improved employee retention A company where the best people want to work Increased customer advocacy Customers, clients, & employees who refer us to others An enriched sense of community

Implementation: How Do We Do It?

COMMUNICATION
- Frequent - Regular Cadence - Reinforce Key Topics
Quarterly Training
- Skills Training: New or Refresher - On-line Enterprise Training - Leader-led training

Daily Pre-Service Meetings

- Safety Tip-of-the-Day - Review Prior Day Good/Bad - Days Events

Weekly Team Meeting

- Review Events for Next Week - Questions & Feedback - Recognition: Employee of the Week

Semester (Bi-Annual) Meeting

- Semester Kick-off - Employee Appreciation / Team Building - Recognition: Employee of the Semester

Monthly Team Meeting

- Update from Corp / Regional Leadership - Safety Focus Topic - ARAMARK Social Responsibility - Recognition: Employee of the Month

Annually
- Performance Reviews - Merit Increases - Survey / Focus Groups

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Supporting Program Materials: iTHRIVE Toolkit

Web-based Library of Strategic Topics Implementation Calendar Sample Meeting Planner Communication Tracker

Reward and Recognition Thank You Cards

Certificates Magnetic Communication Board

Communication Templates

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Video: How Does Employee Engagement Sound?

Closing Thoughts
Employee Engagement: Three Steps to Success
1. Identify your promise to your customer.
2. Identify those behaviors you want all employees to exhibit. 3. Encourage and reinforce those behaviors.

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Engaging Service Employees in a Changing Higher Education Landscape

Elizabeth Kiss President

QUESTIONS

Jay Lemons President David Roemer VP of Human Resources

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