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Alignment presentation

Jan 22, 2015

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  • 1. Stanley Labovitz [email_address] 1-866-616-5552

2. Engagement / Alignment?? What is it & Why Should we care.. Defined : Employee engagement is a combination of perceptionsincluding satisfaction, commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals. 3. Engagement / Alignment?? What is it & Why Should we care.. Defined : Employee engagement is a combination of perceptionsincluding satisfaction,commitment , pride,loyalty , a sense of individual purpose andwillingnessto be anadvocatefor the organization to go beyond normal expectations , displayingpersonal initiative , effort and persistence, that isdirected toward organizational goals . 4. Engagement / Alignment?? Why Should we care.. 50 % Spread in PerformanceCompanies with high levels of employee engagement improved 19.2% in operating income while companies with low levels of employee engagement declined 32.7%.Towers Watson 5.

  • Wealth Creation
  • Earnings per share (EPS) growth of 89 organizations found that the EPS growth rate of organizations with engagement scores in the top quartile was 2.6 times that of organizations with below average scores.
  • Gallup

Engagement / Alignment?? Why Should we care.. 6. Productivity Engaged employees are consistently more productive, profitable, safer, healthier, and 87% less likely to leave their employer. Corporate Leadership Council & Fleming & Apslund Engagement / Alignment?? Why Should we care.. 7. Safety Those with engagement scores in the bottom quartile averaged 62% more accidents. Gallup Engagement / Alignment?? Why Should we care.. 8. Engagement / Alignment?? ~ Myths to Debunk

  • The Drivers are the Same across all Organizations
  • Engagement Drivers are the Same as Business Drivers
  • Employee Engagement should be Maximized

McBassi & Co 9. Engagement / Alignment?? ~ Myths to Debunk

  • The Drivers are the Same across all Organizations~They need to be set within the context of your Main Thing
  • Engagement Drivers are the Same as Business Drivers~They are very different from Business Drivers and need be integrated
  • Employee Engagement should be Maximized~Engagement bears costs and needs to be targeted & optimized to your needs

McBassi & Co 10. Two Types of EngagementDrivers~ Emotional & RationalCanadian Conference Board Research 4 Emotional Engagement Workforce / Managers Extra Discretionary Effort 4 Rational Engagement Intent to Stay High Performance Workforce Retention Types of Engagement Outputs of Engagement Audience 11. Canadian Conference Board Research Line of Sight Inspiring Vision Goal Clarity Task Relevance Access to Information Performance Indicators Nature of Work Understanding of passions Sense of Autonomy Decision Making Authority Sense of Security Challenging Work Development Specific Job Knowledge Ongoing Performance Feedback Recognition of Capability Input into Individual Plan Defined Career Path Career Opportunities Opportunity for Promotion Performance/Compensation Alignment Tools and Resources Effective On-Boarding Trust and Integrity Values/Behavior Alignment Consistent Communication Sense of Empathy Openness to Feedback Strong Follow-Through Co Workers Mutual Trust Open, Candid Communication Support & Encouragement Energetic Positive Environment Teamwork & Collaboration Pride in the Organization Organizational Success Effective Leadership Efficient Management Community Involvement Relationship with Leader Inspiration Clear Communication Commitment to Diversity Adaptable to Change Resourceful Predominant Engagement Drivers (& Whats Measured) Emotional Drivers Rational Drivers 12. Engagement / Alignment?? So How do we get it..How do we Measure it? Engagement, Sustained Growth & Profit are delivered by creating alignment between engaged people, customers, strategy and process.toExecute with Excellence . Sustained Excellence emerges when all the key elements of a business are connected to each other & are linked to the marketplace.George Labovitz ~ The Power of Alignment How do I Align the Execution of my entire Organization with the Coherence of a LaserBeam? 13. Key Business ElementsRelation to Alignment & Creation of Engagement Strategy People Processes Customers (Members / Chairs) Leadership Culture 14. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business ElementsRelation to Alignment & Creation of Engagement Align culture to Strategic Vision Communication Strategy Training in response to a rapidly changing operating environment 15. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business ElementsRelation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems Create a shared strategic visionDeploy Strategy to enhance execution Identify critical success factors Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to close the gaps Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems Core process identification Process improvement Design of metric systems Identify critical strategic customers Identify customer delight factors Gather actionable customerdata and use it to deliver value Design of metric systems Align culture to Strategic Vision Communication Strategy Training in response to a rapidly changing operating environment 16. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business ElementsRelation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to close the gaps Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems Core process identification Process improvement Design of metric systems Identify critical strategic customers Identify customer delight factors Gather actionable customerdata and use it to deliver value Design of metric systems Align culture to Strategic Vision Communication Strategy Training in response to a rapidly changing operating environment 17. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business ElementsRelation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to close the gaps Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems Core process identification Process improvement Design of metric systems Identify critical strategic customers Identify customer delight factors Gather actionable customerdata and use it to deliver value Design of metric systems Align culture to Strategic Vision Communication Strategy Training in response to a rapidly changing operating environment 18. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business ElementsRelation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to close the gaps Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems Core process identification Process improvement Design of metric systems Identify critical strategic customers Identify customer delight factors Gather actionable customerdata and use it to deliver value Design of metric systems Align culture to Strategic Vision Communication Strategy Training in response to a rapidly changing operating environment 19. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business ElementsRelation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to close the gaps Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems Core process identification Process improvement Design of metric systems Identify critical strategic customers Identify customer delight factors Gather actionable customerdata and use it to deliver value Design of metric systems Align culture to Strategic Vision Communication Strategy Training for Leadership & Chairs inrapidly changing operating environment r 20. Alignment~Its all about Measure