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Empower Managers to Take Ownership of Employee Engagement

Transfer the ownership of employee engagement from HR to team managers.

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Contributors

  • Linda Stewart, CEO, Interaction Associates
  • Melodie Barnett, Managing Partner and Change Communicator, Pivot Communication Inc.
  • Dr. Kyle Lundby, Ph.D., Principal, Global Aspect Human Capital Advisors
  • Vince Molinaro, Principal and National Practice Lead – Organizational Solutions, Knightsbridge Human Capital Solutions
  • B. McLaughlin, former Management Consultant
  • Fadel Matta, Assistant Professor, Terry College of Business, University of Georgia

Your Challenge

Managers often fail to take steps to improve the manager relationships driver for the following reasons:

  1. They don’t understand the impact they can have on engagement.
  2. They don’t understand the value of an engaged workforce.
  3. They don’t feel that they are responsible for engagement.
  4. They don’t know what steps they can personally take to improve engagement levels.

Our Advice

Critical Insight

  • Managers have a large impact on employee engagement and retention. According to McLean & Company’s engagement data, every 10% increase in the category “my manager inspires me to improve” resulted in a 4.15% increase in an employee’s intent to stay (N=113,245; 2017).
  • To improve the manager relationships driver, managers cannot abdicate the responsibility of strengthening relationships with employees to HR – they must take the ownership role.

Impact and Result

  • When an organization focuses on strengthening manager relationships with employees, HR should act as a facilitator and empower managers to own their impact.
  • McLean & Company recommends starting with the three most important actions to improve employee trust and therefore engagement: inform employees of the why behind decisions, interact with them on a personal level, and involve them in decisions that affect them (also known as McLean & Company’s 3i model).
  • Use this deck to prepare to train managers on how to apply the 3i model and improve the score on this engagement driver.

Research & Tools

1. Understand key concepts and HR’s role

Learn the McLean & Company 3i model and understand HR’s part as a role model for engagement.

3. Track training success metrics and follow up

Determine ways to track the impact the training has on employee engagement.

Guided Implementations

This guided implementation is a three call advisory process.

Guided Implementation #1 - Understand key concepts and HR’s role

Call #1 - Gain advice on the 3i’s and how they can be applied by both HR and managers.

Guided Implementation #2 - Plan the training session and customize the materials

Call #1 - Gain advice on setting the logistics for the training and modifying the deck with your own engagement data.

Guided Implementation #3 - Track training success metrics and follow up

Call #1 - Discuss how to track the impact the training has on employee engagement.

Onsite Workshop

Discuss This Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Prepare to Implement Manager Training

The Purpose

  • Use McLean & Company’s advice to get past pain points with managers.
  • Become familiar with the content in the training deck and ensure the provided examples are appropriate.

Key Benefits Achieved

  • Logistics planned for your training session.
  • Your case made more powerful by adding your own engagement data to the training deck slides.
  • Improved delivery of training, making it more impactful and engaging for participants.

Activities

Outputs

1.1

Establish high-level training objectives.

  • High-level objectives outlined
1.2

Set benchmark metrics and take baseline measurements.

  • Benchmarks and baselines set to make the case for manager-driven engagement
1.3

Review content and customize training material.

  • Become familiar with and prepared to take managers through key training exercises
1.4

Plan out training material.

  • Deliver a smooth and successful training session

Module 2: Follow Up After Training

The Purpose

  • Determine ways to track the impact the training has on employee engagement.
  • Understand how to apply the 3i’s principle across HR functions.

Key Benefits Achieved

  • Measured the value of engagement training.
  • Received immediate feedback on employee engagement with the McLean Employee Experience Monitor.
  • Determined how HR can support managers in building stronger relationships with employees.

Activities

Outputs

2.1

Prepare to follow up on managerial behavioral change and impact on the business.

  • A plan to follow up on training and ensure success