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Empowering a High-Performance Organization
 

Empowering a High-Performance Organization

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This presentation will discuss employee education, developing Cisco leaders and other success factors.

This presentation will discuss employee education, developing Cisco leaders and other success factors.

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    Empowering a High-Performance Organization Empowering a High-Performance Organization Presentation Transcript

    • Empowering a High-Performance Organization Nitin Kawale, President Cisco Canada Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 1
    • Let’s talk about… Employee Engagement Developing Cisco Leaders and Managers Other success factorsPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 2
    • Best in the World, Best for the World  Worldwide leader in networking  140+ acquisitions for the Internet  650+ active suppliers  Founded in 1984  86% of products distributed via channel  $100+ billion market capitalization  100,000+ employees and contractors  $40 billion cash/cash equivalents  Headquartered in San Jose, CA  $5.3 billion a year in R&D  Global presence in 165 countriesPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 3
    • We are Cisco Canada Established in 1992 1,200+ Employees 3rd in Cisco total revenue 1,700 Cisco certified partners 16,000 Networking Academy studentsPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 4
    • “ Exceptionally high employee engagement scores - Cisco scored 90%” Key success drivers: - Corporate culture that empowers employees to work for positive change - Challenging and engaging opportunities to transform governments, businesses and communities across Canada - Encouragement to take on leadership roles through boards, business strategy councils and work-life initiatives - Empower employees to adopt a flexible work schedulePresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 5
    • The new “employee contract” Autonomy, Mastery and Purpose The # 1 motivator for employees is progress – the feeling of moving forward and achieving a greater goal “On days when workers have the sense they’re making headway in their jobs, or when they receive support that helps them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak.”Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 6
    • What is employee engagement? Think Feel Engagement Act The emotional and intellectual investment employees make to help realize Cisco’s visionPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 7
    • What drives employee engagement? Focus on customers Quality relationships Senior Provide leaders who learning and provide clear Leaders who communicate growth direction and effectively are 4.5times opportunities expectations more likely to report high levels of employee engagement Manager’s who listen to feedback Good cross-functional and have frequent, collaboration with authentic and shared purpose transparent communicationPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 8
    • Attributes of attraction, retention and engagement Attraction Retention Engagement  Care About People  Challenging Work  Career Development  Community Reputation Opportunities  Paid Time Off  Professional Growth  Satisfaction with  Career Advancement Business Decisions  Autonomy and Authority Opportunities in Job  Relationship with  Convenient Location Manager  Timely Resolve  Flexible Schedules Customer Issues  Satisfaction with  Company reputation Company’s People  Career Advancement Decisions Opportunities  Competitive Pay  Work Life Balance  Impact Product/Service  Competitive Benefits Quality  Fair Compensation  Caliber of Co-Workers  Social Responsibility  Encourage New ideas Reputation  Reputation—Good  Senior Management Place to Work Decisions  Greater purpose Adapted from Towers Perrin, December 2007Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 9
    • Why employee engagement matters It impacts financial performance High Employee Engagement Low Employee Engagement 40 30 20 27.8 19.2 10 13.7 Percentage 0 -3.8 -11.2 -10 -20 -30 -32.7 -40 12-Month Change in 12-Month Net 12-Month EPS Operating Income Income Growth Rate Growth Rate A 12-Month Study Across 50 Global Companies Source: Towers Perrin-ISRPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 10
    • Where Innovation Comes From External sources of ideas and innovation Business partners Customers Consultants Competitors Associations, trade shows, etc. Academia 0% 5% 10% 15% 20% 25% 30% 35% 40% Internal sources of ideas and innovation Employees (general population) Sales or service units Internal R&D 0% 5% 10% 15% 20% 25% 30% 35% 40% Source: IBM, “Global CEO Study 2006: Expanding the Innovation Horizon” Source: IBM, “Global CEO Study 2006: Expanding the Innovation Horizon”Presentation_ID Cisco Systems, Inc. Systems, Inc. All rights reserved. © 2011 Cisco All rights reserved. 11 © 2006
    • Cisco employees are multi-generational Traditionalist Boomer Generation X Generation Y Conformity  Personal and social  Free agency and  Hope about future expression independence Stability  Collaboration  Idealism  Street-smarts Upward mobility  Social activism  Health and wellness  Friendship Security  Tolerance for  Youth  Cynicism diversity Economic success  Family centricity Born 1928–1945 Born 1946–1964/5 Born 1965/6–1980 Born 1980–2000 Four generations are co-existing Source: Based in part on “Meeting the Challenges of Tomorrows Workplace,” CEO Magazine, 2005Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 12
    • The voice of Cisco’s employees How we work Is changing How Employees’ Work Is Changing  63% of time is spent communicating and collaborating  Collaborative work is more often virtual (35%) than face-to-face (28%) Cisco Technology Enabling Mobile, Collaborative Work “Styles”  56% of work is done away from their Cisco desk  43% have a remote manager  85% telecommute part of the time  24% of work is done from home, 48% outside business hours Mobility Maximizes Productivity And Achieves Work/Life Integration  Average commute time is 1.4 hours a day  Employees report being more productive outside the office  70% would prefer to WFH at least two or more days a week *Cisco Workplace Resources Work Profile Survey, 2008Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 13
    • Developing leaders and managers at CiscoPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 14
    • The role of a Cisco leader Set Vision Collaborate and Strategy Operationalize StrategyLearn Attract and Behaviors Role Engage theExecute of a of a Best Talent Leader Leader CommunicateAccelerate Executive Messages Operate with Disrupt Executive MaturityPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 15
    • Leadership versus management Leadership Management  Cope with complexity  Effectively deal with change and drive predictability  Create vision  Plan and budget  Develop people to vision  Fit people to jobs  Transform people into  Develop employee skills new roles  Focus on controlling  Focus on inspiring tasks and outputsPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 16
    • Other success factorsPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 17
    • Technology is competitive advantage Recruitment Training Business Updates Interviews/Offers eMentor Me Live Cisco TV Via TelePresence Coaching Sessions with Global ManagersPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 18
    • The power and success of acquisitions Since 2002, more than 80% of workers acquired by Cisco have stayed with the company An average of 1 deal every 6 weeks for 14 years 1 in 5 employees are from an acquisition Equates to 15% of Cisco’s leadership World-class retentionPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 19
    • Cisco areas of focus Build Attract and Develop and Inclusivity Select Diverse Engage Diverse Through Talent Talent Behavioral ChangePresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 20
    • Cisco respects and appreciates differences based on race, color, religion, national origin, sex, sexual Cisco orientation, gender expression, age, physical abilities, culture, occupation, Defines position, education, work, and Diversity behavioral styles, and the perspectives of each individual shaped by his/her nation and experiences. Resource Groups: 1. Women in the Workplace 2. Early in Career 3. Persons with Disabilities 4. Visible Minorities 5. Gay/Bisexual/Lesbian/TransgenderPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 21
    • Responsible business practices and social investmentsCanadian CSR programs during the past year…  25 Transformational Canadians Honoring those driving transformational change  David Suzuki Foundation TP helping to extend organizational reach  Emergency Alert System Community alerts from Toronto police to residents of Regent Park  Big Brothers/Big Sisters A commitment of support through monetary and technology donations, and employee volunteerism CSR underpins our employee engagement – our corporate personality. Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 22
    • Parting thoughts: The future of work means rewiring the organization http://www.slideshare.net/marknadsstodPresentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 23
    • Presentation_ID © 2011 Cisco Systems, Inc. All rights reserved. 24