Association for Talent Development APAC Conference Taipei 2016

Reconciling individuals & organizations
for a new employee experience
An innovative model to monitor sustainable engagement
Bernard Coulaty
International HR Leader, Author & Speaker
Founder & CEO, MOST engaged consulting Ltd

AGENDA
1. Engagement is being challenged
o Organizational view
o The other side: the Employee Experience
o A proposed Engagement Model
2. Engaging & Engaged Actors: a proposed model
o Engaged Individual
o Engaged Team
o Engaging Manager
o Engaging Organization
3. HR systems : are they Engaging enough ?
o Engagement, Talent and Performance
o How to revisit HR to boost Engagement
Q1
Q2

Copyright MOST engaged consulting ©2016 – All rights reserved
Engagement
is being challenged
1

FUTURE @ WORK TRENDS
TECHNOLOGY
o 60% of jobs will be replaced by computers by 2030
o Rise of digitally enabled workers
o Connected workplace
SPEED
o More changes in next 10 years than in 100 last years
o Average life of a company 15y in 2015 vs 67y in 1920
o 49% will be new companies by 2020
FROM WORKPLACE TO WORKSPACE
o Work is not a place anymore
o From personal desk to collaborative space
o Wellness @ work
GENERATIONS
o Millennials: work/life, relationships, technology, CSR
o Seniors : life-long education & employability

Employer's
quest
(West)
Employer's
quest
(East)
Employee's
quest
(West)
Employee's
quest
(East)
Low/moderate
employee engagement
Long Term
Employment
& Security
Short Term
Employment
& Flexibility
Full/high
employee engagement
War for
talents, attract
and retain
Productivity,
flexible
organizations
Low loyalty,
weak mobility,
money-driven
Work-life
balance, job
security
ENGAGEMENT FROM WEST TO EAST

High
employee
engagement
“Start-Up”
Virtuous Circle
Sustainable Performance
Low
employee
engagement
Vicious Circle
Decline
“Administration”
Low
organizational
efficiency
High
organizational
efficiency
ENGAGEMENT & ORGANIZATION

EVP – EMPLOYEE VALUE PROPOSITION
THE EMPLOYER VIEW

EVP – EMPLOYEE VALUE PROPOSITION
THE EMPLOYEE VIEW
Internal EVP
External EVP
Joining a Company ……
…… leaving a Manager !

?? ??
EVP –THE EMPLOYEE EXPERIENCE

•Job security
•Working conditions
•Salary level
•Relation with others
•Personal life
Satisfaction
•Job interest
•Career development
•Recognition & Reward
•Responsibility
•Personal growth
Motivation
•Belief in goals and values
•Emotional connection
•Extra effort to make a difference
•Meaningful journey
•Ownership
Engagement
SATISFIED ? MOTIVATED ? ENGAGED ?
???

In this list select the 5 items
defining engagement
(the others defining satisfaction or motivation) (Multiple Answer)
o Job security
o Career development
o Salary level
o Extra effort
o Personal growth
o Emotional connection
o Relation with others
o Job interest
o Ownership
o Responsibility
o Recognition & reward
o Personal life
o Belief in goals and values
o Meaningful journey
o Working conditions
Q1

•Job security
•Working conditions
•Salary level
•Relation with others
•Personal life
Satisfaction
•Job interest
•Career development
•Recognition & Reward
•Responsibility
•Personal growth
Motivation
•Belief in goals and values
•Emotional connection
•Extra effort to make a difference
•Meaningful journey
•Ownership
Engagement
SATISFIED ? MOTIVATED ? ENGAGED ?
The organization
belongs to me
I belong to the
organization

Actors
Engaged – Engaging
A proposed engagement model
2 M O
S T

Engaging
Manager &
Organization
Engaged
Self &
Team
MOST – ENGAGEMENT MODEL
HUMAN
CAPITAL
EMPLOYEE
EXPERIENCE

Actors : Engaged & Engaging
Engaged Individual :
Sustainable Body & Mind Model
M O
S T

“WHAT” IS ENGAGED ?
DIMENSIONS OF SELF ENGAGED1

LEVELS OF SELF ENGAGED2
“HOW MUCH” IS ENGAGED ?

TERRITORIES OF ENGAGEMENT3
“WHERE” IS ENGAGEMENT ?

ENGAGEMENT PROFILES4

Enthusiastic
Loyal
Connecting
Growth Mindset
Proactive
Full Ownership
Role Model
Altruist
Satisfied
Passive
Contractual Time
Low Connection
Unhappy
Passive
Checked Out
Bored
Hostile
Actively Disengaged
Undermine Others
Survival Mode
Over Active
Hyper Sensitive
Culture Extremist
Peer Pressure
Over Heating
Beyond Limits
Unable to Cope
Needs Help
Engaged Alumni
Emotional Bonding
Unsatisfied
Frustrated
ENGAGEMENT PROFILES4

WHAT IS YOUR
ENGAGEMENT PROFILE
@ WORK ?
FIND OUT MORE HERE
ENGAGEMENT PROFILES
“A must read for anyone interested in
people management and leadership”
“An invaluable model, a practical set of tools for
organizational leaders, HR professionals, or employees
seeking a way to think about their own engagement”
YOUTUBE VIDEO  PROFILES
www.mostengaged.com
WEBSITE  SELF ASSESSMENT

Engaging Manager :
Building the Team’s Self
M O
S T

Sustain
Invest
Manage
Leave   Stay
Organization’sintent
Employee’s intent
Destroyer
Fanatic
Check Out
Burn Out
Nine to Five
Dilemma
Builder
Alchemist
Engagement vs
Performance
Unlock Individual
Potential
Individual
Engagement
ENGAGING MANAGER: TEAM’S DIVERSITY

FROM DISENGAGED TO OVER-ENGAGED
ENGAGING MANAGER: TEAM’S ENGAGEMENT

 Team legacy
 Inspiring vision, clarity and purpose
 Shared values, mindfulness
 Team achievement
 Goal setting, performance management
 Creativity, problem solving
 Team life
 Relationships, emotional bondage
 Care, harmony
 Team energy
 Entrepreneurship
 Wellness, flexibility workspace and time
Spirit
Mind
Head
Brain
Heart
Emotion
Soma
Body
Meaningful
journey
Growth
mindset
Collaboration
mindset
Work
Life
ENGAGING MANAGER: TEAM’S SELF

Engaging Organization :
Designing a unique Employer Brand
M O
S T

M O
S T
Engaging
Manager
Engaging
Organization
Engaged
Self
Engaged
Team
Individual
Collective
Engaging
Engaged
 Building the team’s identity
 Engagement vs performance
 Unlocking individual potential
 Inspiring vision, clarity & purpose
 Role model, leadership model
 Resilience, stress/energy
 Organizational efficiency
 Meaningful journey
 Values, culture
 Workplace, flexibility
 EVP & talent growth
 Engagement monitoring
 Mindfulness
 Ownership
 Learning & self achievement
 Body-and-mind management
 Wellness
 Happiness at work
 Team’s life, connections
 Team’s self management
 Engagement mix & diversity
 Entrepreneurship
 Creativity & problem solving
 Multi-cultural Teams
STRATEGIC ENGAGEMENT

What are the top 2 critical missions today
for your organization and for you as HR ?
(Multiple Answers)
o Build an engaging organization
o Develop engaging managers
o Encourage individuals to engage
o Foster engaged teams
Q2

STRATEGIC ENGAGEMENT
Where
are we
Today
?
3
It is our
key
strength
2
We are
OK
1
We are
weak
1
No,
not a priority
2
Yes,
partially
3
Yes, key
factor of success
Is it critical for the Organization ?Q1
Q2
Areas of improvement

HR systems
Are they engaging ?
3

Sustainable
Engagement,
Talent &
Performance
M O
S T
Monitoring
Performance
Manager
to Leader
Engaging
Manager
Sustainable
Performance
Growing
Talents
Engaging
Organization
Self
Achievement
Learning
Journey
Engaged
Self
Winning
Team
Best
Team
Engaged
Team
Individual
Collective
Engaging
Engaged
ENGAGEMENT
TALENT
PERFORMANCE
ACTORS & SYSTEMS

HR SYSTEMS & ENGAGEMENT
2
3
Extra effort
I am ready to invest more of
myself to support my company
Emotional connection
I am proud of my company and
would recommend it outside
Engagement
Ownership
I act daily in my company as if
it was mine
Belief in goals and values
I fully support my company’s
goals and believe in its values
Meaningful journey
I feel empowered when my
company has a clear purpose
Talent
Attraction
Recruitment
On Boarding
Integration
Culture & Values
Talent
Development
Performance
Management
Recognition
& Reward
What is the employee
experience of these systems ?
Are these systems increasing
or discouraging engagement ?
How to (re)design HR systems
for a more engaging employee
experience ?
1

Key take-aways
for today & tomorrow

VISION
In this context, HR will need to re-invent itself to
design a new employee experience at work
• Engagement, not process, has become a top priority on the HR agenda,
especially in Asia where retention has reached its limits.
• Is HR a real “business partner” today, or rather a “business servant” based on
transaction and process? Time to move to a “strategic partner” attitude
supporting the engagement of key stakeholders.
VISION
Reshaping the Employee Experience
The future of work is already shaping the way
organizations respond to the current trends
• Acceleration, need for agility, speed of action, clarity and purpose.
• Technology, digitally enabled workers and connected workplace.
• Work is not a place anymore: manage work in space and time.
• Challenge of mixing generations to reach sustainable performance.

VISION
Human Capital vs Employee Experience
• Human capital processes (performance, talent, reward…) address
the business needs and drive organizational performance.
• However, these solutions/tools can be acquired externally or
designed internally, and the main differentiator of sustainable
organizational performance remains employee engagement.
• Understanding the “employee experience” of these HR systems is
key to build a sustainably performing organization.
VISION
A
NEW
VISION

SERVICESSERVICES
Consulting – Learning – Speaking
Raise awareness on a
key topic of the people
agenda internally
SPEAKING
@ Internal
Meetings/Seminars
Design learning journeys to
support talent, performance
and engagement
LEARNING
Development
Programs/Platforms
Drive the business agenda
through tailor-made
organizational & HR solutions
CONSULTING
Strategic
HR Advisory

SOLUTIONSSOLUTIONS
Global HR agenda – Engagement – Talent – Performance
PERFORMANCETALENTENGAGEMENT
ORGANIZATION
MANAGER
SELF
TEAM
Engaging
Manager
Manager to
Leader
Monitoring
Performance
Engaging
Organization
Growing
Talents
Sustainable
Performance
Engaged
Self
Learning
Journey
Self
Achievement
Engaged
Team
Best
Team
Winning
Team

CONTACT US
bernard.coulaty@most-engaged.com
www.mostengaged.com
http://hk.linkedin.com/in/bernardcoulaty

Association for Talent Development APAC Conference Taipei 2016

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