Your SlideShare is downloading. ×
0
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Engagement and Future of Work
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Engagement and Future of Work

791

Published on

Keynote for SD Worx Thesis Award 2011

Keynote for SD Worx Thesis Award 2011

Published in: Business, Technology
1 Comment
1 Like
Statistics
Notes
No Downloads
Views
Total Views
791
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
21
Comments
1
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. SD Worx Thesis Award 2011
  • 2. Context | ... CONTINUOUS GLOBALISATION INDIVIDUALISATION HUMANISATION DEMOGRAPHICS CHANGEHow can you make What really motivates How can you How can you How can you align your organisation every individual create commitment promote and retain your employees with and your employee? and solidarity? the talent in your your organisation’s employees more organisation? vision and productive? objectives?Engagement is a major key to future success
  • 3. Context | Value creation Meaning Innovation Self development Continuity Employer Win-Win Sustainable Employee RecognitionProductivity Results Passion in jobCompetitiveness Work-Life Balance Labor market Global Economy Individualisation
  • 4. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
  • 5. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Building teams, Mentor Optimising collaboration, UsingPilot participative decision-making, managing conflict Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
  • 6. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Living with change, Pilot Thinking creatively, Mediator Creating change Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
  • 7. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Understanding self and others, Mediator Communicating effectively, Coordinator Developing subordinates Productor Controller None — What roles are still too few in your organization for optimal performance?
  • 8. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Visioning, Planning and goal-setting, Coordinator Designing and organising, Productor Delegating effectively Controller None — What roles are still too few in your organization for optimal performance?
  • 9. Engagement, more than satisfaction | 61% 22% 17%dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
  • 10. Engagement, more than satisfaction | 61% 22% 17%dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
  • 11. Engagement, more than satisfaction | Initiative peopleOrganisational Value Transforming HR 61% Agile Step 2 Turn your employees into intrapreneurs who initiate change people (Re)vitalising HR Step Make your employees agile to 22% 1 Inflexible 17% cope with changes people dissatisfied satisfied engaged Employee Value Source: SD Worx – Engagement Study ©
  • 12. Impact on Engagement | ... Job Esteem Opportunities for growthScores items Mission, vision & strategy Culture Support Social environment Working conditions Comp & ben Job security Impact on engagement Source: SD Worx – Engagement Study ©
  • 13. Engagement drivers |Satisfied employees Engaged employeesDo what they are asked to do Voluntarily make extra effortsFulfill expectations Are involved Are passionate Offer added value Satisfaction basics Engagement drivers
  • 14. 1 Stronger customer relations Engaged employees maintain much better relations with your customers. They consider the communications with and understanding of customers to be excellent in no less than 98% of all instances. engaged 2% 98% satisfied 7% 93% dissatisfied 34% 66% Customer relations are rather bad Customer relations are rather good Source: SD Worx – Engagement Study ©
  • 15. 2 Loyal builders of the future Engaged employees have no intention to leave the company. At the same time you ensure that your investment in your human capital bears profit in the future and that your organisations continuity is assured. 98% Engaged 6% 2% 87% 17% Satisfied Intends to stay with the 3% organisation for a long, indeterminate period 31% 47% Dissatisfied 14% Is looking for another employer Is actively looking for another employer Source: SD Worx – Engagement Study ©
  • 16. 3 Productivity Engaged employees perform better. Growth and engagement go hand in hand. Engaged employees are 50% more productive than colleagues who are +13% increase in productivity not engaged 40% 10% 50% 50% 10% 40% dissatisfied satisfied engaged
  • 17. 4 Lower costs Engagement also offers advantages on the expenses side. Dissatisfied employees are absent twice as often from work as their engaged colleagues and have a substantially greater intention to leave the company. The costs of absenteeism and employee turnover are huge and therefore an even bigger reason to develop engagement. Sick leave Dissatisfied employees are sick twice as often as engaged employees number of sick days annually (short-term) 4.3 3.3 2.8 dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
  • 18. 5 Innovation & optimisation Employee engagement drives innovation and optimisation. It is no surprise that in traditional organisations the number of engaged employees is 8 times less than in innovative organisations. Innovative organisation 7% 69% 24% Traditional organisation 47% 50% 3% dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
  • 19. 6 Image & reputation And finally, engaged employees help you build your image. They will actively promote their organisation in their own surroundings. Organisation with 10% 68% 22%good reputation and image Organisation with 53% 45% 2% bad reputation and image dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
  • 20. Autonomyby minimizinghierarchical structuresand rules
  • 21. Strength Based WorkdesignOrganising workmatchingindividual strenghts andorganisational objectives
  • 22. CollaborationAmplifyingcollaboration bystimulating dialogue,interaction andknowledge sharing
  • 23. A Future of Work... |«Social Business»A business philosophy that emphasizes employee trust andautonomy as an alternative to hierarchical command and controlmanagement. Additionally, the philosophy views customers andbusiness partners as trusted components of the organization,not as external constituents.The philosophy should be supported by appropriate organizationaldesign, culture, business process, and technology strategiesand investments.
  • 24. Prof. Dr. Luc Dekeyser Frédéric Williquet Directeur Kenniscentrum HR Managing Consultantluc.dekeyser@sdworx.com frederic.williquet@sdworx.com @lucdekeyser @fredericw

×