Managing Employees In Turbulent Times Pdf

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A summary of slides presented at an international conference on employee engagement in Ghana May 2009

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Managing Employees In Turbulent Times Pdf

  1. 1. Welcome Managing Employee in Turbulent Times • Employee Engagement • Stakeholder Communication • Performance Management • All Aboard..! Creating Involvement
  2. 2. Who is Bob Hayward..? Creating Involvement
  3. 3. What is his track record..? Creating Involvement
  4. 4. Why should I listen to Bob..? If you have come to help me you can go home again. But if you see my struggle as part of your own survival then perhaps we can work together.' Australian Aboriginal Women Creating Involvement
  5. 5. How is it for you..? • What are some of the problems you face managing employees during these “turbulent times?” – Globally... – Your organisation... – You personally... Creating Involvement
  6. 6. Key Leadership traits Research has uncovered four key drivers of effective leadership during times of significant change: – Cognitive abilities – Dealing with ambiguity – Resiliency – Authenticity Creating Involvement
  7. 7. Key Business Themes Customer Innovation Business Delight Employee Satisfaction Creating Involvement
  8. 8. L Research on Key Business Themes • BAIN Consulting, USA (1999-2002) • Interviewed over 130,000 customers, 400 companies, 28 industries • Searched to find a clear, tangible, unambiguous measurement that linked customers experience with growth Creating Involvement
  9. 9. T Growth linked to customer experience • Link of a satisfied customer to growth is weak • Repurchase is not a true indicator of loyalty • Link between customers that recommend, and business growth is strong • World class loyalty = net promoter score 75-80% • Average net promoter score 16% Creating Involvement
  10. 10. Price linked to customer experience Creating Involvement
  11. 11. Who determines Customer Experience..? CEO The thin red line Front line staff Customers Creating Involvement
  12. 12. Core Problem 1 • I can not create customer experience alone... • I have the vision and the strategy... • ...but to execute, to implement I need others! • I need everyone on board... Creating Involvement
  13. 13. Core Problem 2 Effective leadership has a dual role: – be good stewards, managing risk, generating strong financial results, demanding integrity, being prudent. – create an engaging environment that encourages and rewards an employees desire to expend discretionary effort. Creating Involvement
  14. 14. Chicken or Egg..? Apply pressures to hit the numbers of Employee sales and savings... Satisfaction Increase the effort to win hearts and minds on values and vision... Creating Involvement
  15. 15. Push hard on the numbers..? Creating Involvement
  16. 16. Who let the dogs out..? Pace Costs Quality Creating Involvement
  17. 17. Who let the dogs out..? Pace Costs Quality Morale Employee Satisfaction Creating Involvement
  18. 18. Who let the dogs out..? Pace Costs Quality Discretionary Morale Effort Employee Satisfaction Creating Involvement
  19. 19. Push hard on the numbers..? Customer Satisfaction Pace Costs Quality Discretionary Morale Effort Employee Satisfaction Creating Involvement
  20. 20. Go for hearts and minds Engage head and heart Employee Satisfaction Creating Involvement
  21. 21. Go for hearts and minds Engage head and heart Employee Satisfaction Morale Discretionary Effort Creating Involvement
  22. 22. Go for hearts and minds Engage head and heart Employee Satisfaction Pace Morale Discretionary Costs Effort Quality Creating Involvement
  23. 23. Go for hearts and minds Engage head and heart Employee Satisfaction Pace Morale Discretionary Costs Effort Quality Creating Involvement
  24. 24. Core Problem 3 Creating Involvement
  25. 25. Which way do you see it..? Creating Involvement
  26. 26. Which way do you see it..? Creating Involvement
  27. 27. Core Problem 3 Creating Involvement
  28. 28. Issues around hierarchy 4% 9% 74% 100% Research by Sidney Yoshida Creating Involvement
  29. 29. When you broadcast the many duck..! Message Sender Receiver Feedback Creating Involvement
  30. 30. When you broadcast the many duck..! Message Sender Receiver Feedback Creating Involvement
  31. 31. Personal issues Ignore Accept Argue Explore Creating Involvement
  32. 32. Problem Summary • I can create customer experience alone... – I need to lead and work with a team • Dual role (Manage Vs Engage) conflicts... – Put pressure on performance = it goes down • We are collectively rubbish at communicating... – Don't see things the same / Context / Intent / Filter – Iceberg of Ignorance / You broadcast = I duck..! Creating Involvement
  33. 33. Possible answers..? • Develop the Vision • Develop the Strategic Plan • Execute the plan – Recruit the talent – Focus the talent – Engage the talent – Listen inside and out – Manage the performance Creating Involvement
  34. 34. Recruit with listening Quality Technology Driving Exclusivity Performance Creating Involvement
  35. 35. Recruit with listening FRESH GUTSY EXCITING MUSCULAR Personality on wheels DEMOCRATIC SPIRITED WARM IRREPRESIBLE Creating Involvement
  36. 36. How to Focus Talent values roles goals plans schedule delegate Creating Involvement
  37. 37. Delegation & Involvement • C. W. T. – Can..? – Want..? – Trust..? Creating Involvement
  38. 38. RARE Delegation • R. A. R. E. – Results ~ why ~ what ~ when – Ask for plan ~ how – Review plan ~ add & shape – Evaluation ~ co-design process Creating Involvement
  39. 39. Focus the Talent • Three levels of internal communication – Enterprise wide – Local Teams – Supervisor 1-2-1 Creating Involvement
  40. 40. Enterprise wide case study • Brand position survey conducted – Yr 1 • Position + Promise chosen formulated – Yr 2 • Global organisation, 40 subsidiaries & independent agents • Complex and intangible message • Objective Yr 3 – Align our organisation behind the chosen brand promise Creating Involvement
  41. 41. The Method in a case study Creating Involvement
  42. 42. Creating Involvement
  43. 43. Creating Involvement
  44. 44. Internalising a message My message Corporate message easier exceeds expectations intelligent solutions more efficient professional people leading authority Personal values and motivation pride Work-unit climate and leadership Creating Involvement
  45. 45. Engage the Talent • Walk the talk • Involve rather than broadcast • Speed of communication • Formal and Informal channels • Upward and Downward options Creating Involvement
  46. 46. Formal Downward Communication • Everyone gets the strategic business plan • Receives an employee handbook • Receives a basic set of procedures • A copy of their job description & org' chart • Orientation programs • Regular departmental management meetings Creating Involvement
  47. 47. Formal Downward Communication • Full departmental staff meetings every month • Communicate while walking around • Celebrate major accomplishments • Performance reviews • Every major decisions and policies change • Planned recreational events Creating Involvement
  48. 48. Upward Communication • Regular project status reports • Supervisors must use one-on-one meetings • Use staff meetings to solicit feedback • Respect the quot;grapevinequot; – Listen to it and learn from it Creating Involvement
  49. 49. Employee Engagement • Employees are emotionally & intellectually committed to the organisation • Psychologically and physically deliver the discretionary effort of superior performance. • Everyone top to front-line realise the full potential ~ theirs and the company's Creating Involvement
  50. 50. Employee Engagement • On average 1 in 3 are engaged • High engagement produces on average 200% more productivity Creating Involvement
  51. 51. Influence the Work Unit External environment Transformational change Leadership Organisational Mission and strategy culture Management Structure practices Support systems Work unit climate Transactional Task requirements change Individual needs and and individual Motivation values skills/abilities Individual and organisational performance Creating Involvement
  52. 52. Simple version External environment Leadership Individual performance Business system and processes Work unit motivation Creating Involvement
  53. 53. Motivation Theories • Basic Needs ~ Maslow, Hertzberg, – Self esteem and primary drives matter • Need – Achievement ~ McClelland – High achievers want stretching goals, they believe in & feedback • Equity – Comparable fairness matters • Expectancy – Belief in effort, linked to reward, they consider valuable • Attribution – Being able to link persistence, intensity, choice to results Creating Involvement
  54. 54. Simple version I like the customers I like my boss I like myself and what I do I like way the company works I like my work mates Creating Involvement
  55. 55. • D W A measure of motivation How can I grow? The Summit Camp Two Do I belong here? Camp One What can I give? Base Camp What can I get? Creating Involvement
  56. 56. Improve motivation by listening • Let your listeners speak..! – Focus groups – Town Hall Meetings – Workouts – Open Space / World Cafe – Internet ~ Blogging Creating Involvement
  57. 57. Managing Performance Creating Involvement
  58. 58. Manage the Performance CAR Competencies Activity Results Creating Involvement
  59. 59. Performance model A C H I E V E Creating Involvement
  60. 60. Performance model Ability Clarity of goals Help Involvement Environment Values & Valued Evaluation Creating Involvement
  61. 61. Costs of getting in wrong..? • Increase in staff turnover – £2.4 billion – 9.2% of the impact • Increase in sickness absence – £8.4 billion / 8 days pp.pa – 32.4% of the impact • Increase in Presenteeism ~ reduced effort – £15.1 billion – 58.4% of the impact Creating Involvement
  62. 62. Impact of the Recession • 78% of internal comms managers report budgets frozen or cuts... – 60% report swapping to low cost channels • 33% of HR managers report plans to reduce head count... – 67% report plans to increase activities around engagement and retention of talent Creating Involvement
  63. 63. Impact of the recession • 53% of employees report an increase in stress • 91% of managers report working extra hours – 42% above working hours – 21% loss in productivity Professor Cary Cooper, Senior UK Government Advisor Creating Involvement
  64. 64. Specific Recommendations • Analyse your entire operation • Determine you have sufficient resources • Change credit terms • Reassure all customers and suppliers • Communicate with ALL your stakeholders Creating Involvement
  65. 65. Specific Recommendations • Three levels of communication – Enterprise – Team – Individual • Influence the Work Unit – Direct Supervisors are key • Top down AND Bottom up • Involve rather than “broadcast! • Let your listeners speak • Feed the grapevine fast Creating Involvement
  66. 66. Questions for Bob..? Creating Involvement
  67. 67. Some Questions for you... • Did you enjoy this session? • Did you learn something? • IF I came back – would you..? Creating Involvement
  68. 68. Final offer • If you'd like a copy of the slides and a FREE copy of the “All Aboard” OPC Report (normally £45)... • Please ensure I have your business card Creating Involvement
  69. 69. Welcome Managing Employee in Turbulent Times • Employee Engagement • Stakeholder Communication • Performance Management • All Aboard..! Creating Involvement

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