Kellogg: Organizational Development Dialogue Staff Engagement, Retention, and Recognition July 21, 2010
Kellogg: Organizational Development Dialogue
Staff Engagement, Retention, and Recognition
July 21, 2010
Agenda
Topic for Discussion
Kellogg’s Needs: Rewards and Recognition
Overview of Employee Engagement
Overview of Rewards and Recognition
Foundational Elements for Success
Rewards and Recognition Next Steps
Kellogg’s Needs in Regard to Rewards and Recognition
The Model: Burke-Litwin Model of Organizational Performance and
Change
Overview of Employee Engagement
Overview of Employee Engagement
Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization manager, or co-workers that, in turn, influences him/her to apply discretionary efforts to his/her work.
Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006
Drivers of Employee Engagement
Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006
Role and Importance of Management
ole of employee in organization
Enabled employee
Overview of Rewards and Recognition
Building a Successful and Responsible Rewards Strategy
Building a Successful Rewards Strategy
1. Enables the long-term sustainable success of the organization.
2. Pays out over the same timescale that organizational value is created in.
3. Is linked to a bundle of performance measures that reflect the impact of the activity not onlyOn organizational value but on the bigger picture.
4. Does not enrich management and employees to the detriment of the organization.
5. Takes account of the extent to which performance is driven by external factors beyond management or the employee’s control.
6. Takes account of the risks inherent and capital employed in the business, and the impact this has on the returns required by the university.
Building a Successful and Responsible
Rewards Strategy Continued
Building a Successful Rewards Strategy
7. Achieves an appropriate balance between individual, team, and School performance.
8. Is competitive enough to attract the talent the School needs.
9. Encourages rational thinking about the unique combination of economical and societalresponsibilities of the School.
10. Is justified in differentiating between the highest and least well paid by impact, workload, intensity, and personal risk.
11. Is actively, effectively, and repeatedly communicated to employees and organizational stakeholders.
12. Recognizes that reward is more than pay.
Review Client Indentified Concerns Regarding Employee Engagement
and Effective Rewards & Recognition
Review Client Indentified Opportunities Regarding Employee
Engagement and Effective Rewards & Recognition
Addressing Client Indentified Concerns Regarding Employee
Engagement and Effective Rewards & Recognition
Data Gathering
Data Gathering: A Suggested Approach
Data Gathering/Research/Analysis
Questions and Next Steps