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Worker’s are more Disengaged than Ever WHY -- Is it what we are measuring or what we are doing? § “Broadly, organizations face something we’ve labeled an "engagement
gap."… only 21% of our sample are engaged,… Worse yet, fully 38% are either wholly or partly disengaged” Towers Perrin
§ “One-Third of Companies Are Troubled by Low Employee Engagement…
Employee engagement—the willingness of workers to go the extra mile at work—took a big hit during the recession and has not bounced back…” BCG and WFPMA
§ “Low employee engagement is pervasive — nearly half of the world's employees are not engaged. This means that for every employee who is contributing to the success of your organization, there's another employee not putting forth maximum effort.” Aon Hewitt
What is Employee Engagement? 4 Types of Engagement Drivers Were mentioned consistently § Work Engagement – A connection and appreciation for the work
being accomplished, and a connection to individual performance. § Company Engagement – A connection and appreciation for the
company, its goals, its leadership and its future. § Social Engagement – A connection and appreciation for the people
an employee is working for and with on a daily basis. § Employment Fundamentals – A satisfaction level with base
compensation, safety, healthcare and work environment. A growing trend is to assess not only an employee’s feelings and perceptions on these drivers, but to also assess their actual behaviors in relation to these drivers.
Global Talent Deficit India Graduates Millions, but Too Few Are Fit to Hire 75% of technical graduates and 85% of general graduates in India are unemployable by India’s high-growth industries, including IT and call centers.
BofA’s retail wealth management arm, Merrill Lynch, plans to hire 2,400 trainees in 2011, a 50 percent increase over last year.
“We are entering the era of unparalleled talent scarcity, which will put a brake on economic growth around the world, and will fundamentally change the way we approach workforce challenges.”
China
The Cultural Revolution created a “missing
generation” of talent between 40-55, so expatriates fill most
jobs at the top
Young workers flooding the marketplace, yet most have
inferior preparation, language skills, and technical skills.
Employees Understand their Own Value They are looking for a new value proposition
§ Respect and Partnership § Transparency and Sincerity § Communications § Clearly Defined Expectations § Feedback and Recommendations § Work that is Engaging § Social Environments that are Engaging § Balance in Life and Work § Empowerment § Opportunities and Development § A Focus on their Resume
"To the extent necessary for an understanding of the company's development, performance or position, the analysis [in the annual review] shall include both financial and, where appropriate, non-financial key performance indicators relevant to the particular business, including information relating to environmental and employee matters" (Directive 2003/51/EC)
§ Financial analysts are more likely to look at non-financial performance indicators in their valuations when companies are already trending up
§ Business leaders are looking for ways to show the overall strength of their talent in their financial evaluations. Succession Planning and Engagement are the key metrics.
Case in Point, Marriott Calgary Driving Engagement for Everyone
Company: • Fortune:12th Yr. Ranked Most Admired Lodging • 2,800 Hotels World-Wide • Philosophy – “If we take care of our associates, they’ll
take care of our guests”
Goals: • Increase Employee Engagement Scores of 67% in 2007 • Increase focus on company Core Values • Increase rewards for the entire organization, even back
of the house roles (improve peer & manager feedback)
2010 - 83% (15% increase in Total Rewards Score) • Increased “Back of the House” Recognition • Increase in incentivized upselling - $50,000 increase in
upselling revenue
“ Associate engagement and satisfaction is just as heavily weighed as financials and guest satisfaction, on our balanced scorecard.“ HR Leader
Make sure to look at: § Their experience and background – both breadth and depth; § Science behind their engagement theories; § Services offered prior to assessment efforts; § Assessment services and tools – data gathering methods; § Analysis approach, services, tools, and outputs; § Communication and planning services § Cultural fit!
People Culture and Performance Needs Culture is set by behaviors and behaviors create desired performance § Corporate Values –Vital few beliefs regarding what is important, which all members
of the organization are expected to live by and demonstrate daily,
§ Corporate Principles – Principles are beliefs about what is always true. For example, “The customer is always right,” is a statement of principle.
§ Global Awareness – The level of multicultural and global understanding and appreciation within your organization.
§ People Brand – People brand is the concept of the “brand” of people who work for your organization.
§ Business Performance Expectations – Business results that can be directly attributed to the culture and people within the organization.
Feel free to contact Stacey Harris with Questions or Comments at: [email protected] Or Connect on LinkedIn: http://www.linkedin.com/in/staceyharris Or Follow at @StaceyHarrisHR