The Post GFC Leader

  • 460 views
Uploaded on

Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial …

Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.

This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.

More in: Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
460
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
7
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. The Post GFC LeaderIdentifying and equipping leaders to engage, motivate andretain talent in the post GFC landscapeAaron McEwanDirector, Hudson Talent ManagementDr Ben PalmerCEO, Genos International
  • 2. Hudson 20:20 Series Whitepaper“Positioning for Growth – Building a Dynamic Workforce in a New Economic Era”Assessed the fallout of the downturn in Australia and NewZealand’s businesses and workforces, with specific focus ontoday’s increasing labour market liquidity Surveyed: 574 Employers 1633 EmployeesProvided recommendations on how to find and retain highperforming employees in an increasingly competitive, skills-short market
  • 3. The GFC: What did employers experience? 37% implemented pay freezes for some/all staff 50% roles were merged or made redundant 43% workloads increased 11% of overall workforce lost 59% say they are now under-resourced 32% market has become more competitive
  • 4. The GFC: What did employers experience? 50% roles were merged or made redundant More than 3500 candidates completed Hudson outplacement programs – mostly middle managers Many outplacement candidates changed careers/industries – not coming back Retirement plans shelved due to impact on super – ageing workforce issues postponed
  • 5. Business As Usual? “WE’RE NOW PLANNING FOR A PERIOD OF GROWTH, THERE’S AN OPTIMISTIC AIR IN THE COMPANY THAT WE’VE MISSED” CMO, Sales, Marketing & Communications
  • 6. The New Workload Regime 62% of employees believe they are working harder as a result of changes made during the GFC
  • 7. Employee Loyalty and Motivation Post GFC “THE DOWNTURN HAS MADE A BAD IMPRESSION ON MY EMPLOYEES AND WE KNOW NOW THAT WE’RE BEING HELD TO THAT IMPRESSION” HR Manager, Office Support
  • 8. Talent Exodus Arrives Around 61% of employees plan to be in a new job within the next six months
  • 9. Reasons For Change
  • 10. Skills Shortage Returns
  • 11. Employers Now Focussed On Getting The Right Team 43% do not have the right team in place 84% made too many redundancies 23% of losses were high performers 34% says teams are now weaker 83% are focussed on building the right team for growth
  • 12. What is a High Performer? High performers are engaged, they’re inspired and they expend discretionary effort
  • 13. Employee Engagement and Discretionary EffortOnly 11% of a typical workforce is highly engagedEngaged employees can yield up to 57% more discretionary effortThis discretionary effort can improve performance by 20%73% of engagement is explained by actions or behaviours exhibited by leaders High Engagement Low Engagement Financial Metric Companies Companies (12 month change) (%) (%) Operating Income + 19.2 - 32.7 Net Income Growth + 13.7 - 3.8 Earnings Per Share + 27.8 - 11.2 Towers Global Workforce Study (2008)
  • 14. Retention – Keeping high performers engagedDrivers Environment•  Right People in the Right Jobs •  Aligned Effort and Strategy•  Leadership Excellence •  Empowerment•  Organisational Strategies and •  Collaboration Systems •  Growth and Development •  Support and Recognition Employees are four times more likely to leave a job with a Manager that has poor Coaching and Interpersonal Skills (Cherniss & Goleman, 2001)
  • 15. The Post GFC Leader has to function in an environment where…There is very little certainty - world economy is unstableThere is opportunity for growth and market share gainBusiness is highly complex with multiple, global and diverse interactionsand interconnectionsGFC downsizing cut deeply into ‘muscle’Turnover and workforce fluidity are highCompetition for high performers and ‘talent’ is fast approaching pre-GFClevelsEmployee engagement and loyalty is declining yet critical to success
  • 16. What Makes an Engaging Leader? – Understated AuthenticityIntellectual Agility - Navigates complexity, integrates complexinformationResilience - Copes with ambiguity and continuous change, stress resistantSelf Awareness - Seeks feedback to improve interactions with others,accurately describes how others view his or her capabilitiesRelational Transparency - Says exactly what he or she means, iswilling to admit mistakes when they are madeBalanced Processing - Solicits views that challenge his or her deeplyheld positions, listens carefully to different points of view before coming toconclusionsInternalised Moral Perspective - Demonstrates beliefs that areconsistent with actions, makes decisions based on his/her core beliefsSource: Prof Paul Evans Journal of Human Resource Management (2003)
  • 17. What Drives Leadership Performance?
  • 18. The traditional method Employee engagement Perform Praise Perfect Universal drivers of Executive LeadershipCommunication motivation LeadershipDecision MakingRole-Clarity Career OpportunitiesWorking Conditions Interdepartmental CooperationPerformance Management ResourcesStrategy Mission/Vision/ValuesReward & Recognition Change ManagementLearning & Development
  • 19. Employee engagement Praise Perfect time PerformThe traditional method Universal drivers of motivation
  • 20. What about individual drivers of motivation? Employee engagement Employee engagement Perform Perform Praise Perfect Praise Perfect Universal drivers of motivation + Individual drivers of motivation
  • 21. Individual motivational drivers
  • 22. Motivational fit and engagement Amount of variance in engagement explained 100% 80% 60% 53% 45% 40% 27% 21% 20% 0% Manager Team Organisation Role
  • 23. What happens when you achieve it?
  • 24. New methods Individualising employee engagement Develop managers emotional intelligence Facilitate individual motivational fit engagement reviews and monitor the impact
  • 25. Individualise employee engagement Employee engagement Perform Praise Perfect Individual drivers of motivation = Shared ownership
  • 26. New methods - develop manager’s emotional intelligence r = .48 r = .45 r = .56 r = .58 r = .52 r = .48 r = .53
  • 27. EngagedNearlyEngagedNotEngagedDisengaged
  • 28. Facilitating individual engagement – five step process1.  Purpose & Outcomes2.  Present your own analysis3.  Individual motivational fit activity4.  SMART Goal action planning5.  Monitor
  • 29. Summary1.  Individualising employee engagement2.  Develop managers emotional intelligence3.  Facilitate individual motivational fit engagement reviews and monitor the impact