Tri-State SHRM Conference

SHRM 2012

Tri-State

Conference

April 25-27, 2012

Rebounding: HR’s Pivotal Role

in the New

Business Playbook

Sheraton Springfield Hotel &

MassMutual Convention Center,

Springfield, MA

Organizational Engagement:

What is getting in your way?

Presented by:

Nancy J. Di Dia, Amy Fry, and David C. Thompson Boehringer Ingelheim Pharmaceuticals, Inc.

SHRM 2012 CT, MA, RI

Tri-State Conference

About Us

• Nancy J. Di Dia

• Amy Fry

• David C. Thompson – about.me/dcthompson

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SHRM 2012 CT, MA, RI

Tri-State Conference

I was told to keep this at the graduate level

• Particles in a Box

• With exact solutions we can extract the correlation energy – The „Stupidity Energy‟ [1]

– Important for „realistic chemistry‟ e.g. bond forming/breaking

• We can evaluate the performance of theoretical models [2-4]

ji j i

N

1i

i

2

i|rr|

1rˆ

2

1H

extv

elsewhere:

volumeconfining inside: 0rˆ

extv

[1] R. P. Feynman, Statistical Mechanics, 1989 [2] D. C. Thompson and A. Alavi, Phys. Rev. B 66, 235118 (2002) [3] D. C. Thompson and A. Alavi, Phys. Rev. B 69, 201302 (2004) [4] D. C. Thompson and A. Alavi, J. Chem. Phys. 122, 124107 (2005) 3

SHRM 2012 CT, MA, RI

Tri-State Conference

Engagement is „wicked‟ hard (perhaps)

• „Tame‟ problems:

– Well-defined, stable problem statement

– We will know when a solution is reached

• „Wicked‟ problems:

– Ill-defined and ambiguous

– Complex interacting issues dynamically evolving

– Context is critical

‘Dilemmas in a general theory of planning’ – H. W. J. Rittel and M. M. Webber, Policy Sciences 4 (1973), 155-169

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SHRM 2012 CT, MA, RI

Tri-State Conference

The Dilbert Index

“I look for the number of Dilbert comics and that seems to be inversely proportional to the level of morale. A lot of Dilbert comics seems to be like a passive aggressive way of an employee complaining.” -- Damon Beaven

http://www.freakonomics.com/2012/02/23/the-dilbert-index-a-new-marketplace-podcast/ 5

SHRM 2012 CT, MA, RI

Tri-State Conference

Just because it‟s hard, doesn‟t mean we

shouldn‟t think about it

Definition of Employee Engagement: An engaged employee exhibits a combination of intellectual connection and emotional commitment - which together motivate and drive everything they say and do.

Employee Engagement is a Leading Indicator of Financial Performance

By industry, organizations with engaged employees have 3.9 times the earnings-per-share growth rate of organizations whose employees are less engaged

88% of fully engaged employees believe they can positively impact the quality of their organization’s products and services.

• Only 38% of disengaged employees feel the same way.

Two-thirds of highly engaged employees have no plan to leave their current jobs; versus one-third of the moderately engaged and12% of the disengaged.

Engaged Employees Are Motivated, Creative and Productive

Engaged Employees Stay

Towers Watson

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SHRM 2012 CT, MA, RI

Tri-State Conference

It‟s just like selling Coca-Cola

Aware of the brand

Consider the brand

Preference for the brand

Buy the brand

Loyal to the brand

Action

Rational Linear

Chaotic Non-linear

Grouped: How small groups of friends are the key to influence on the Social Web Paul Adams, http://amzn.to/siyTk4

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SHRM 2012 CT, MA, RI

Tri-State Conference

How it happened …

Hello Colleagues!

Got a minute? We’ve got some

questions.

Of course, happy to give

our views! Thanks for

asking.

Survey ran from June 2 – 23 2010 67 fixed-response questions 1 free text write-in: ‘What is one change you would recommend to make Boehringer Ingelheim a more innovative company?‘ All part-time and full-time BI-US employees Internet Administration 9183 eligible, 8765 responded; 95% response rate

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SHRM 2012 CT, MA, RI

Tri-State Conference

Frustrated Effective

Key Driver of Engagement or Enablement

Effective Frustrated Gap

44The work flow is well organized for a quality job (smooth work flow,

good methods, no duplication of effort, etc.)70% 23% 47%

45My work group receives high quality support from other units on

which we depend72% 34% 37%

41 We have enough people to get the job done on my team 68% 37% 32%

36 I have the information I need to do my job well 91% 60% 31%

57I have opportunities to achieve my personal career objectives at the

company77% 47% 30%

7 Rate your company on being effectively managed and well-run 62% 32% 30%

46The people on my team have processes in place to ensure that we

deliver our products and/or services "right the first time"88% 59% 29%

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Engagement & Enablement: Sources of

frustration

SHRM 2012 CT, MA, RI

Tri-State Conference

Action planning

Three organizational priorities were identified following the 2010 U.S. Engagement Survey: • Trust and Confidence in Leadership • Work, Structure, and Process • Teamwork and Collaboration

The Work, Structure, and Process sub-team focused on a grassroots approach for

affecting change: • 60+ cross functional colleagues from across the U.S. • Engaged with Business Resource Groups and the Office of Diversity, Inclusion,

and Engagement • Empowered Employees through an implicit adoption of ‘Commander’s Intent’;

provided enough structure and guidance to enable, without dictating explicit solution

• Experimented with Internal Social Media tools to ask questions, and solicit feedback, in the spirit of continuous improvement

• Sought to ensure institutionalization of outcomes

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SHRM 2012 CT, MA, RI

Tri-State Conference

What is this?

1. A dynamic and engaging way to foster audience participation 2. The secret to a rich career and continued professional development 3. The least compelling visual I have seen in this deck so far 4. A side-view of some BI ‘employees’ (think about it …)

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SHRM 2012 CT, MA, RI

Tri-State Conference

You say potato, and I say potato

Objective Subjective

+ +

708 potentially actionable items

+ ( (

X 7

6 potential areas of focus

3 areas of focus in 2011

“What is getting in your way?”

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SHRM 2012 CT, MA, RI

Tri-State Conference

And the winners were …

• Meeting Effectiveness - Improve meeting practices and reduce times – identify why this continues to be a barrier for many

• COMMITED - Enable communications and organizational productivity through technology

• Policy Process Review - Review policies to simplify and keep those which are most essential and current

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Social media is a great way to reach the right people. Consider the following …

Following the 2010 U.S. Engagement Survey, the topic of Work, Structure, and Process was highlighted as an area of organizational frustration. This is a pretty broad topic though, and the Work, Structure, and Process team needed to identify the root causes of the frustrations we all expressed and try to find ways to fix them.

So, the team did the sensible thing, and simply asked. On Thursday, November 4th 2010 the first ever all Employee online discussion was run using

EmployeeCONNECT (Ask BI back then). During this discussion, Scott Lanzilotta, a colleague at Ben Venue Laboratories, self-identified as an expert in Business Process excellence, and shared a number of insightful comments around Meeting Effectiveness. This was a known issue for the Work, Structure, and Process team, who subsequently approached Scott to lead a team around that very problem. Throughout 2011, Scott and colleagues estimated that approximately two million Effort Hours were used on ineffective meetings and have fashioned a strategy, toolkit, and communication plan, which they rolled out across the U.S., to support the reduction of ineffective meetings by 20% by April 2012.

Through social media an expert was found and organizational efficiencies realized.

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SHRM 2012 CT, MA, RI

Tri-State Conference

Meeting Effectiveness

• Scott Lanzilotta and a team of 5

• Evaluation of meeting practices identified approximately 2 MM Effort Hours (1,040 FTEs) associated with ineffective meetings

• Strategy, toolkit, and communication plan rolled out to support the reduction of ineffective meetings by 20% by April 2012

• Launched meeting effectiveness toolkit via desktop icon in September 2011

• Worked with Corporate Communications to orchestrate targeted messaging through existing channels (e.g. , email lists, standing meetings, OCS calls, etc.)

• Provided Site Business Partners, VTI team members, ERGs and other “championing” groups with “plug-and-play” style communications

• December 2011 survey executed and data analyzed

– Effective meetings goal of 20% improvement was exceeded

– 37% increase in meetings with agenda, exceeding goal of 20%

• Currently working with leadership to ensure sustainability

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SHRM 2012 CT, MA, RI

Tri-State Conference

COMMITED

• 16+ members, rolling

leadership

• Enablement of the BlackBerry

camera, video, and Wi-Fi

functionality

• Creation of a BlackBerry

Application store

• Single Sign On enabled for many

applications

• Enablement of the OCS

Emoticons for U.S. colleagues

• Vetting and governance structure

delivered to ensure

institutionalization

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SHRM 2012 CT, MA, RI

Tri-State Conference

Policy Process Review

• Tyson Ardo & David Thompson as team leads

• 2 ‘consultants’

• 17 ‘kaizen’ participants

• Roughly 5% of all of the free text Engagement Survey comments expressed frustration around ‘Policy’ *

• Using a 1 day kaizen event, with ‘Policy’ experts as participants, define scope of this problem as team deliverable

• Elements of scope: – Communication

– Content

– Process

• Follow-up organizational survey to validate scope

– Low response rate (58 completed surveys)

– 81 % of responders thought we had captured the scope of the problem

Review policies to simplify and keep those which are most essential and current

*For ‘Policy’, read any written guidance to ensure our work is completed in a compliant fashion

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SHRM 2012 CT, MA, RI

Tri-State Conference

Cultural Highlight # 1

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http://www.kaggle.com/c/bioresponse

SHRM 2012 CT, MA, RI

Tri-State Conference

Cultural Highlight #2

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http://www.voca-people.com/

Voca People!

SHRM 2012 CT, MA, RI

Tri-State Conference

Thank You!

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