13. Items That Differentiate High Performing Local Cultures
High
Performing
Work
Groups 1 2 3 4 5
Average
Performing
Work
Groups
Q1.
“I
feel
I
am
paid
the
right
amount
for
the
job
I
do…”
Q2.
“My
manager
really
knows
me…”
14. “I know the outcomes for which I am accountable.”
“My manager really knows me.”
“My talents and abilities are fully utilized.”
Cultural
LOCAL
Little C
“My successes are recognized by my manager and coworkers.”
“My manager does a good job of coaching me to build on my strengths.”
“Of all the managers I’ve had, my current manager is the best.”
“Every day, I see clearly the value that I bring to this organization.”
“I am a member of one of the strongest teams in this organization.”
“In the past year, I have grown professionally more than any other year.”
MACRO
Culture
“I am extremely satisfied with this organization as a place to work”
Big C
“I have full confidence in our leaders’ decisions and direction.”
16. India Research Study
Overall Satisfaction*
5.0
4.5
4.12
3.82 4.0
3.67 3.5
3.0
Coffman Benchmark
Coffman Benchmark
India Research Study
50
PCTL
75
PCTL
41
PCTL
*Overall, I am extremely satisfied with this organization as a place to work.
17. India Research Study
Overall Satisfaction By City*
5.0
4.5
4.12
3.82 3.90
3.71 4.0
3.68 3.66
3.52 3.60
3.5
Coffman Coffman India Research Study 3.0
Benchmark Bangalore Chennai
Benchmark Delhi/ NCR
for Business Kolkata Mumbai
for Business
50 75 41 41 58 40
PCTL
32 37
PCTL PCTL PCTL PCTL PCTL PCTL PCTL
*Overall, I am extremely satisfied with this organization as a place to work.
18. India Research Study
Confidence in Leaders’
Decisions and Direction*
5.0
4.5
3.95 4.0
3.52
3.71 3.5
3.0
Coffman Benchmark
Coffman Benchmark
India Research Study
50
PCTL
75
PCTL
60
PCTL
*I have full confidence in our leaders’ decisions and directions.
19. India Research Study
Confidence in Leaders by City
5.0
4.5
3.95
3.71 3.86 4.0
3.52 3.63 3.75
3.65 3.65 3.5
Coffman
Coffman
Benchmark
for Business
Benchmark India Research Study
Bangalore 3.0
for Business Chennai
Delhi/ NCR
Kolkata
Mumbai
50 75 60 57
PCTL PCTL PCTL
69
PCTL
64
PCTL
58
PCTL
58
PCTL
PCTL
*I have full confidence in our leaders’ decisions and directions.
20. India Research Study
Overall
Engagement
*Derived by taking the average of the nine engagement items
21. India Research Study
Overall Engagement*
5.0
4.6
4.2
3.7 3.95
3.8
3.84
3.3
2.9
Coffman Benchmark 2.5
Coffman Benchmark
India Research Study
50
PCTL
75
PCTL
62
PCTL
*Derived by taking the average of the nine engagement items
24. The Engagement of Three Employees
Productive in:
-Relationships
-Innovation
* India Study = 52%
-Efficiency
-Impact
-Holding Pattern
* -No Attachment
-Negative or Positive
India Study = 26% -Options = “I’m gone”
Unproductive
-Unhappy
India Study = 22%
* -Acts Out
-Miscast
-Stuck “Problem Mode”
*Normative Comparison Data
Goal between Engaged and Actively Disengaged should
be 3.5:1; current India ratio is 2.4:1
25. Engagement Compared to Target Goal 3.5:1
The Coffman Benchmark
TCO Benchmark
Overall India Bangalore
N America/Europe
29% 23%
22%
52% 27%
40% 26%
31% 50%
1.07:1 2.41:1 2.21:1
Engaged
Not Engaged
Actively Disengaged
26. Engagement Compared to Target Goal 3.5:1
The Coffman Benchmark
Delhi/NCR Chennai Mumbai
19% 18% 23%
56% 59% 48%
25% 23% 28%
2.96:1 3.38:1 2.10:1
Kolkata
26%
47%
Engaged 27%
Not Engaged
Actively Disengaged
1.82:1
27. India Research Study
Each Engagement Item By City
5
4
54th 73rd 57th 60th 49th 46th 70th 72nd 62nd 62nd
3
Outcomes Mgr Know Me Talents Utilized Recognized Coaching - Strengths Best Manager See My Value Strongest Team Grown More Ov Engagement
Coffman Benchmark 50th Pctl Coffman Benchmark 75th Pctl India Research Study Bangalore
Chennai Delhi/ NCR Kolkata Mumbai
Information Technology Property Development Performance Improvement
32. Traditional Engagement Approaches Put All the Emphasis On the Survey
Engagement
Treated
Like
an
“Event.” Oops… Time
Take The
100% to re-survey
Survey
90%
80% Distribution
of Results
70%
60%
FOCUS
50%
40%
30%
20%
10%
P C I-C O F F M A N
33. In the
“old days”
The Employee Survey WAS the Intervention
The Action Plan WAS the Answer
The Seminar WAS Development
P C I-C O F F M A N
34. Even when engagement scores went up,
performance rarely did
$
Customer Loyalty
Engagement
P C I-C O F F M A N
35. India Research Study
1985 - Quality Process
1993 - Customer Satisfaction
1997 - Employee Satisfaction
2000 - Employee Engagement
2010 - Leading 2 Engage
37. Today We Know
Itʼs CULTURE that drives success.
And Culture has 2 critical dimensions:
1. Big C - leadership, strategy, and vision; and
2. Little C - local work teams, close to the action
P C I-C O F F M A N
38. So…
How Do We Continue to Build and Sustain
A High Performance Culture?
Research Methodology,
Analysis and Executive Reporting
Developing Manager Impact
39. Engagement as a way of achieving your goals
But…
we were missing
one critical
DRIVER
P C I-C O F F M A N
40. Engagement as a way of achieving your goals
Engagement 2nd Year
Survey MNGR
Planning Meeting
Engagement
100% Begins
Sustained Planning
Engagement
90%
80%
70%
60%
FOCUS
50% Product
MNGR
40% Results in Launch
Meeting
30% 14 Days
L2E Impact
20% Session
10%
Your
Manager Connection
Organization
P C I-C O F F M A N
