EngagementEngagement
Nazeer Sultan, Delta 55
HRMATT’s 9th
Biennial Conference
Hilton Trinidad & Conference Center
May 2013
Agenda
1) What is Engagement?
2) The Case for Engagement
3) Traditional Offerings
4) Fundamental Contradictions
5) The Fut...
Point of View
What is wrong is not trivial
-something is amiss at the core.
-we have built entities to deal with control, ...
Engagement
 A “workplace approach designed to ensure that
employees are committed to their organization’s
goals and value...
Embeddednes
s
 Workers daily decisions and behaviours support
the firm’s competitive intentions… Employees ‘get
it.’
 Wh...
Strategy Derailers- The Case for Engagement
Factor Mean (standard
deviation)
Percent agreeing
factor is derailer of
strate...
The Impact of Engagement
GALLUP Percentage of employees
Drivers of Engagement
The Organization Management and
Leadership
Working Life
 Organizational
culture
 Values and vision...
Engagement Model
Source: Jon Ingham
Engagement Model
 Clear communication of goals and strategy,
creating purpose
 The tools, opportunity and accountability to do
what is as...
Engagement Programmes
MELCRUM
Percentage of respondents
Knowledge WorkersKnowledge Workers
Knowledge workers desire:
-Flexibility/ work life balance
-Personal growth/ fulfillment...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14
Fundamental Contradictions
 The Hierarchy vs. the Network.
 ‘One Way’ vs. Collaboration.
 ‘Things of production’ vs. ‘H...
What is VUCA?
Think of VUCA as a “post-modern SWOT analysis”.
Volatile
Uncertain
Complex
Ambiguous
Organizational Design
 The 21st
Century will force us to evolve toward a
fundamentally new form of organisation.
 Struct...
Strategic Alignment
Star Model
Scenario #1Scenario #1
C.E.O.
Who made you the boss?
One question that has percolated throughout the
Management Century, some times just below the
surfa...
Motivation today
1. Autonomy- People want to have control over
their work.
2. Mastery- People want to get better at what t...
Maslow on
itshead
Designing the Workplace
‘AT WORK’ - (TODAY)
 The factory, the fort
 Command and control
 Core values (consistency, comp...
Mix Hackathon
 Decentralization
 Democratization
 De-siloization
 Mashup
 Hackathons
 Self Organization
Kill the Company
1. Everyone is a Change Agent
2. Created by Employees, for the
Employees
3. Little Changes, Big impact.
4...
Designing the Workplace
‘AT WORK’ – (FUTURE)
 Design studio
 Empowerment, self-management, co-creation
 Core values (co...
Brain Stem
Amygdala
Neo Cortex
Social neuroscience
… the way we relate (biological foundation)
… driving social behaviour.
• Minimizing threats and maximizing reward
• Social needs are treated in much the same way in
...
Approach/ Avoid Matrix
Response Synonyms in
Literature
Which traditional
primary factors
activate the
response
What social...
Design-Criteria SCARF
Status
Certainty
Autonomy
Relatedness
Fairness
Current Success Criteria
 Control the situation
 Get to the Top
 Restrain Your Emotions
 Aggressively Compete
 Compar...
The new Leader
 Shares Leadership
 Collaborates
 Serves others
 Values driven
 Engaging
 Self-effacing
 Connections...
A new way of leading and managing
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33
CHIEF HAPPINESS OFFICER
(C.H.O)
Happiness is…
An activity you absolutely love from which you earn a sense of purpose. The ...
Purposeful Abandonment
“Areour practicesand programmesstill
serving their purposes?”
Embrace & Avoid
Which of these do you need to eliminate?
1. Use command and control
2. Rely on your power and authority
3....
Which of these do you most need to embrace?
1. Invite choice
2. Provide rationale and informational feedback
3. Show empat...
In summary…
How much do we value Freedom; a quality if mind
and heart so absent in our work. We have been
hating our jobs ...
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39
Phone: 1 868 741 5454
E-mail: nazeer.sultan@gmail.com
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  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • HR UPGRADED...v2K13 and Beyond -- HRMATT's 9th Biennial Conference
  • Engaging the Future - HRMATT

    1. 1. EngagementEngagement Nazeer Sultan, Delta 55 HRMATT’s 9th Biennial Conference Hilton Trinidad & Conference Center May 2013
    2. 2. Agenda 1) What is Engagement? 2) The Case for Engagement 3) Traditional Offerings 4) Fundamental Contradictions 5) The Future Workforce 6) Case Study (Local) 7) Final Words
    3. 3. Point of View What is wrong is not trivial -something is amiss at the core. -we have built entities to deal with control, constancy and predictability. -we have erected fortresses with command and control as the dominant D.N.A. Fixing it through dress-down days and pep talks will not do the job AND one size fit all doesn’t work.
    4. 4. Engagement  A “workplace approach designed to ensure that employees are committed to their organization’s goals and values, motivated to contribute to organizational success, and at the same time to enhance their own sense of well-being.” -MacLeod Report
    5. 5. Embeddednes s  Workers daily decisions and behaviours support the firm’s competitive intentions… Employees ‘get it.’  Why do some employees get it and others don’t? -C. Galunic
    6. 6. Strategy Derailers- The Case for Engagement Factor Mean (standard deviation) Percent agreeing factor is derailer of strategy Budget/funding 2.96 (1.17) 29 percent Our past/habits 2.93 (1.23) 35 percent Economic climate 2.93 (1.13) 29 percent Company culture 2.61 (1.19) 23 percent The way we work together 2.51 ( 1.21) 20 percent Our customers 2.36 (1.04) 14 percent Senior management team 2.33 (1.21) 18 percent Lack of confidence 2.27 (1.06) 13 percent Technology 2.27 (1.0) 11 percent Our employees 2.26 (.88) 7 percent Middle management 2.21 (1.01) 9 percent Our policies 2.16 (1.03) 11 percent Our CEO/ President 1.94 (1.23) 13 percent Human resource management in our company 1.88 (.96) 7 percent Our reputation 1.84 (.98) 7 percent
    7. 7. The Impact of Engagement GALLUP Percentage of employees
    8. 8. Drivers of Engagement The Organization Management and Leadership Working Life  Organizational culture  Values and vision  The brand- organizational  Senior management leadership  Line manager commitment  Communication Recognition Supportive colleagues Developing potential Clarity of expectations Flexibility Work/life balance Involvement in decision making Working environment
    9. 9. Engagement Model Source: Jon Ingham
    10. 10. Engagement Model
    11. 11.  Clear communication of goals and strategy, creating purpose  The tools, opportunity and accountability to do what is asked effectively  Meaningful feedback on and acknowledgement of performance  Opportunity for autonomy  The opportunity to learn and master subjects
    12. 12. Engagement Programmes MELCRUM Percentage of respondents
    13. 13. Knowledge WorkersKnowledge Workers Knowledge workers desire: -Flexibility/ work life balance -Personal growth/ fulfillment -Connectivity/ remote work -Chance to give back/ volunteer -Time to explore passions/ other interests -Heightened sense of obligation -Teamwork and community
    14. 14. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14
    15. 15. Fundamental Contradictions  The Hierarchy vs. the Network.  ‘One Way’ vs. Collaboration.  ‘Things of production’ vs. ‘Humanity of production’  Repeatability vs. the ‘new/different’  Positional authority vs. Human Initiative/ Will  Work vs. Well Being
    16. 16. What is VUCA? Think of VUCA as a “post-modern SWOT analysis”. Volatile Uncertain Complex Ambiguous
    17. 17. Organizational Design  The 21st Century will force us to evolve toward a fundamentally new form of organisation.  Structure  Leadership  Culture  Learning & Feedback
    18. 18. Strategic Alignment Star Model Scenario #1Scenario #1 C.E.O.
    19. 19. Who made you the boss? One question that has percolated throughout the Management Century, some times just below the surface is: -What are the sources, moral and otherwise of corporate authority? -W. Kiechel
    20. 20. Motivation today 1. Autonomy- People want to have control over their work. 2. Mastery- People want to get better at what they do. 3. Purpose- People want to be part of something that is bigger than they are. -Pink
    21. 21. Maslow on itshead
    22. 22. Designing the Workplace ‘AT WORK’ - (TODAY)  The factory, the fort  Command and control  Core values (consistency, compliance, control)  Predictable routines with thinking at the top  The hierarchy with its leaders  Managers who grant fixed assignments  System/programme-centered thinking  Driven by rites rituals and power  Space (workstation… at work)  Organizational man, standardized, compliance and followership  Work and life
    23. 23. Mix Hackathon  Decentralization  Democratization  De-siloization  Mashup  Hackathons  Self Organization
    24. 24. Kill the Company 1. Everyone is a Change Agent 2. Created by Employees, for the Employees 3. Little Changes, Big impact. 4. Evolve and Iterate
    25. 25. Designing the Workplace ‘AT WORK’ – (FUTURE)  Design studio  Empowerment, self-management, co-creation  Core values (collaboration, innovation, flexibility)  More sophistication, knowledge required at all levels  Networked, hyperlinked and spaghetti with colleagues  Workers organize themselves, around projects and leaders  People-centred thinking  Driven by values. Principles and insights  Space (boundaryless… limited by connectivity)  Individualized, customized and divers  LIFE
    26. 26. Brain Stem Amygdala Neo Cortex
    27. 27. Social neuroscience … the way we relate (biological foundation)
    28. 28. … driving social behaviour. • Minimizing threats and maximizing reward • Social needs are treated in much the same way in the brain as the need for food and water (same brain networks)
    29. 29. Approach/ Avoid Matrix Response Synonyms in Literature Which traditional primary factors activate the response What social factors/ situations activate the response Approach Advance, attack, reward, resource, expand, solution, strength, construct, engage. Rewards in form of money, food, water, sex, shelter, physical assets for survival Happy, attractive faces. Rewards in the form of increasing status, certainty, autonomy, relatedness, fairness Avoid Withdraw, retreat, danger, threat, contract, problem, weakness, deconstruct Punishment in the form of removal of money or other resources or threats like a large hungry predator or a gun. Fearful, unattractive unfamiliar faces. Threats in the form of decreasing status, certainty, autonomy, relatedness, fairness.
    30. 30. Design-Criteria SCARF Status Certainty Autonomy Relatedness Fairness
    31. 31. Current Success Criteria  Control the situation  Get to the Top  Restrain Your Emotions  Aggressively Compete  Compare (status, income, level)  Direct/ Mandate  Authoritarian, Aggrandizing, Arrogant  Distance Leadership
    32. 32. The new Leader  Shares Leadership  Collaborates  Serves others  Values driven  Engaging  Self-effacing  Connections  Community Leadership
    33. 33. A new way of leading and managing HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33
    34. 34. CHIEF HAPPINESS OFFICER (C.H.O) Happiness is… An activity you absolutely love from which you earn a sense of purpose. The answer is your calling Becoming the C.H.O.* at ABC Advertising is… Making the happiness you find contagious. ABC Advertising seeks the services of an executive who is qualified to inspire happiness and positivity among a group of high energy, zany, creative and often unpredictable performers and certified perfectionists. Candidate must demonstrate spontaneous ability to create and promote unique, compelling happiness generating initiatives for every member of staff and the world in which they live. Some of the qualifications would be: An unshakeable belief in all that is good in human nature, a reluctance to follow the norm, a rejection of the negativity and a positive outlook as broad as both the shoulders to carry the responsibility and the smile worn in doing it. *Chief Happiness Officer (Source: Daily Express, Wednesday 20th March, 2013) AD
    35. 35. Purposeful Abandonment “Areour practicesand programmesstill serving their purposes?”
    36. 36. Embrace & Avoid Which of these do you need to eliminate? 1. Use command and control 2. Rely on your power and authority 3. Insist that business and work be impersonal 4. Be negative about self and others 5. Overemphasize individualism 6. Promote relentless mantra of productivity and results 7. Have narrow tunnel vision 8. Act as judge and jury 9. Focus only at micro-level
    37. 37. Which of these do you most need to embrace? 1. Invite choice 2. Provide rationale and informational feedback 3. Show empathy and caring 4. Deepen interpersonal openness and appreciation 5. Foster aligned or integrated identity with group 6. Demonstrate commitment to mutual purpose 7. Stimulate initiative and creativity 8. Foster increased confidence 9. Emphasize continual learning Embrace & Avoid
    38. 38. In summary… How much do we value Freedom; a quality if mind and heart so absent in our work. We have been hating our jobs for generations. Longing to speak in our voices… resisting attempts to tame, domesticate, make it more familiar; to shoot I, stuff it, and mount it as trophies of corporate conquest. … Inertia is a powerful force. Let’s design better workplaces.
    39. 39. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39 Phone: 1 868 741 5454 E-mail: nazeer.sultan@gmail.com

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