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Daiga Ergle
SVP HR
airBaltic Corporation
Latvia
A Cook-Book for Your Unique
Employee Engagement Menu
1
Is There a Universal Menu?
2
The ♯ 1 Driver of Emloyee Engagement is …
…top 10 Google search results yield 9 different answers:
• Empowerment
• Leade...
 Personal growth
 Ambassadorship
 Recognition
 Feedback
 Relationship with colleagues
 Relationship with managers
 ...
What drives engagement to the
company
4
69%
70%
70%
71%
Business goals are communicated
company wide and understood
Indivi...
 involvement in decision making
 the extent to which employees feel able to voice their
ideas, and managers listen to th...
 1 Do I know what is expected of me at work?
 2 Do I have all the tools I need to do my work right?
 3 Do I have opport...
Only 13 % of employees globally are
truly engaged with their organizations
WHY?
7
We know it all. Still…
 Looking for the right solution, perhaps, is ...
?
8
Lack of knowledge is not the problem…
 Different generations
 Different values
 Different income
 Different family situations
 Different experiences
 Diff...
Conceptual Age Requires Androgynous
Minds (6 senses by D. H. Pink)
 Design
 Story
 Symphony
 Empathy
 Play
 Meaning
13
What is Gen Z?
Gen X = 1962 – 1977/79
Gen Y (Millenials) 1978/80 – 1994/96
Gen Z (0) = 1995/97 – 2010/12
14
Why Care?
Conceptual Age (D. Pink)
Concerns of global managerial thought (teachers, managers, marketing
professionals)
...
15
Characteristic of Gen Z (R. Branson, J.
Oelwang, 2014)
Remote work options
Personal development
Continual feedback
Rapi...
Comparison of Y & Z
(partly based on J.C.
Meister, K. Willyerd)
Gen Y
• Community service, CSR
• Cyberliteracy
• Tolerance...
17
Findings – Focus Group Discussions
20 students, born 1995
Questions asked about
• Learning experience
• Work experience...
18
Findings – Learning Experience
No clear goals defined for studies
Career as a process of continuous development
Study c...
Findings - Work Experience & Expectations
1. I highly value remote work options
2. I care about personal development very ...
Findings – HR View
Questions
Top 3 HRM related challenges in their
organizations today
Unpcoming top challenges within nex...
21
Findings – Teachers’ View
Inability/ unwillingness to keep focus for a longer period of time
Disrespect for rules & reg...
 …is there a Universal Solution possible?
22
With all these diverse influencers…
23
27.05.2014
24
24
Among TOP 10 innovative airlines
First
airline
accepting
Bitcoin
Meal
selection
during
online
check-in
airBaltic Engagement Issue
Employee Demographics
44% 46% 43%
36% 36% 38%
11% 10% 11%
9% 8% 9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012 2013 2...
Projects Ask a
colleague
Airbaltic
challenges
Account
290
Pins
Profile:
Right predictions
Wrong predictions
Likes
Answers
...
28
A Sample Project and Forecast
How should we deal with over capacity
Glenda
Lucky Guesser
FAQ & Rules Account Dashboard
Show my suggestions
summary
Total...
Coalition Rewards
FFP SFP Coalition
SHOPPER FLYER PROGRAM
Shopper Flyer Program
• Shared currency between airline and
partners, various bran...
Vision:
To be the most successful
coalition loyalty company in
Northern Europe & selected
other markets, servicing
custome...
0
20
40
60
80
100
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
34
Coalition Rewards Engagement Issue
Base: n=694
airB...
35
How Officevibe helps CR Team
 Personal growth (6.6)
 Ambassadorship (6.4)
 Recognition (7.2)
 Feedback (7.9)
 Relationship with colleagues (6.4)
...
37
General Improvement Areas with Future in Mind
Research
• Gen Z needs to be further researched with the same rigor as ge...
 Employee Engagement cook-book needs to be rewritten
 Frequently
 With every new employee
 With every significant chan...
39
Your Unique Menu …
40
daiga.ergle@airbaltic.lv
A Cook-Book for Your Unique Employee Engagement Menu
A Cook-Book for Your Unique Employee Engagement Menu
A Cook-Book for Your Unique Employee Engagement Menu
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A Cook-Book for Your Unique Employee Engagement Menu

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…top 10 Google search results yield 9 different answers:
•Empowerment
•Leadership
•Recognition
•Employee well-being
•Ability to grow and develop
•Strong developmental relationship between
a leader and subordinates
•Managers
•Senior Management’s interest in employee well-being
•Trust

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A Cook-Book for Your Unique Employee Engagement Menu

  1. 1. Daiga Ergle SVP HR airBaltic Corporation Latvia A Cook-Book for Your Unique Employee Engagement Menu
  2. 2. 1 Is There a Universal Menu?
  3. 3. 2 The ♯ 1 Driver of Emloyee Engagement is … …top 10 Google search results yield 9 different answers: • Empowerment • Leadership • Recognition • Employee well-being • Ability to grow and develop • Strong developmental relationship between a leader and subordinates • Managers • Senior Management’s interest in employee well-being • Trust
  4. 4.  Personal growth  Ambassadorship  Recognition  Feedback  Relationship with colleagues  Relationship with managers  Happiness  Wellness  Satisfaction  Company Alignment 3 10 Key Metrics Of Employee Engagement (Officevibe)
  5. 5. What drives engagement to the company 4 69% 70% 70% 71% Business goals are communicated company wide and understood Individuals have a clear understanding of how their jobs contributes to the overal strategy Senior leadership continually updates and communicates Strategy Recognition of high performance Harvard Business Review: The impact of employee engagement on performance, 2013
  6. 6.  involvement in decision making  the extent to which employees feel able to voice their ideas, and managers listen to these views, and value employees’ contributions  the opportunities employees have to develop their jobs  the extent to which the organisation is concerned for employees’ health and wellbeing. What drives engagement to they company The Drivers of Employee Engagement, Robinson D, Perryman S, Hayday S. Report 408, Institute for Employment Studies, 2004
  7. 7.  1 Do I know what is expected of me at work?  2 Do I have all the tools I need to do my work right?  3 Do I have opportunity to do what I do best every day?  4 In the last 7 days did I receive recognition or praise?  5 Does my supervisor care about me as a person?  6 Is there someone at work encouraging my development?  7 Do my opinions seem to count at work?  8 Does the mission/purpose of my company make me feel my job is important?  9 Are my coworkers committed to doing quality work  10 In the last 6 months has someone at work talked to me about my progress?  11 Do I have a best fried at work?  12 This last year, have I had opportunities at work to learn & grow? 6 …and then there’s Gallup’s 12 …
  8. 8. Only 13 % of employees globally are truly engaged with their organizations WHY? 7 We know it all. Still…
  9. 9.  Looking for the right solution, perhaps, is ... ? 8 Lack of knowledge is not the problem…
  10. 10.  Different generations  Different values  Different income  Different family situations  Different experiences  Different national mentalities  Different characters  Different … 9 Your Employees have different engagement drivers
  11. 11. Conceptual Age Requires Androgynous Minds (6 senses by D. H. Pink)  Design  Story  Symphony  Empathy  Play  Meaning
  12. 12. 13 What is Gen Z? Gen X = 1962 – 1977/79 Gen Y (Millenials) 1978/80 – 1994/96 Gen Z (0) = 1995/97 – 2010/12
  13. 13. 14 Why Care? Conceptual Age (D. Pink) Concerns of global managerial thought (teachers, managers, marketing professionals) Engagement issue Workforce retention Organizational competitiveness • (resources are scarce, everyone wants the best)
  14. 14. 15 Characteristic of Gen Z (R. Branson, J. Oelwang, 2014) Remote work options Personal development Continual feedback Rapid career progression & flexibility Results driven Less face-to-face communication, more social media Most socially networked in history Able to instantly access, consume and digest large quantities of information Expect immediate responses to questions Will go directly to decision makers Likely to change jobs frequently Interested in starting own businesses
  15. 15. Comparison of Y & Z (partly based on J.C. Meister, K. Willyerd) Gen Y • Community service, CSR • Cyberliteracy • Tolerance, open society • Diversity • Confidence (to the extent of overconfidence) • Work as a lifestyle element • Ok with authority that earns their respect • Speed – five minutes ago • Learning – specific, relevant to me information in a visually attractive, diverse format Gen Z • Mobility • Grown up in a hyper-networked world • Life online starting in pre-school • Books on e-readers • Work anywhere, whenever, less motivated by money • like a workplace where there is stimulation for idea sharing and contributions • Hightened requirements and digital expectations of what they want of employer • No respect for authority, need openness and honesty from leaders • Speed – right now • Learning – large amounts of personally relevant information consumed and processed fast but in «short portions»
  16. 16. 17 Findings – Focus Group Discussions 20 students, born 1995 Questions asked about • Learning experience • Work experience • Expectations about work environment
  17. 17. 18 Findings – Learning Experience No clear goals defined for studies Career as a process of continuous development Study choice driven by motive of interesting content & network of alike thinking peers Most valued: • Networking • inspirational instructors • Individual feedback • Access to knowledge through technology • Open book approach Most Disliked: • Verbal instruction • Memorizing info • Disciplined structures, rules & regulations • Closed book exams, tests • Ban for mobile device using • Arrogant tutors (no respect for formal authority)
  18. 18. Findings - Work Experience & Expectations 1. I highly value remote work options 2. I care about personal development very much 3. I expect frequent, continual feedback 4. I expect rapid career progression and flexibility at workplace 5. I’m driven by results at work 6. I prefer less face-to-face communication and more communication through social media 7. I prefer instant access, consumption and digestion of large quantities of information 8. I expect immediate responses to my questions 9. I disregard hierarchies at workplaces and go directly to decision makers when needed 10. I expect to change jobs quite frequently during my professional career 11. I’m interested in starting own business 8,35 9,25 9,3 9,15 7,85 6,4 9,3 9,45 8,8 8,3 9,3 1 I highy value remote work options I care about personal development very much I expect frequent, continual feedback I expect rapid career progression I’m driven by results at work I prefer less face-to-face communication I prefer instant acess, consumption and digestion I expect immediate responses I disregard hierarchies at workplaces and go directly I expect to change jobs quite frequently I’m interested in starting own business
  19. 19. Findings – HR View Questions Top 3 HRM related challenges in their organizations today Unpcoming top challenges within next 2 – 3 years What are differentiating characteristics of gen Z representatives How (if at all) organizations get prepared for onboarding gen Z What is not done today but should be done asap to prepare better Answers Finding/retaining top talent; Employee engagement + attraction/ development/ retention of generation Z Short attention span; no respect for authority, power, structures; work = play; no loyalty, extremely social, hyper-connected; sceptic about formal education Valid information is missing in Latvia Thorough research into gen Z values, drivers & engagement drivers
  20. 20. 21 Findings – Teachers’ View Inability/ unwillingness to keep focus for a longer period of time Disrespect for rules & regulations Disrespect for power & authority «attached» to their mobile devices Weak test results for closed-book type of assignments Prefer easy way of doing things, unwilling to invest effort Insufficiently serious about study process and future Require frequent individual feedback Extremely sensitive about ethics and fairness Unusually high involvement of parents Eager to learn when learning process suits their preferences
  21. 21.  …is there a Universal Solution possible? 22 With all these diverse influencers…
  22. 22. 23 27.05.2014
  23. 23. 24 24 Among TOP 10 innovative airlines First airline accepting Bitcoin Meal selection during online check-in
  24. 24. airBaltic Engagement Issue
  25. 25. Employee Demographics 44% 46% 43% 36% 36% 38% 11% 10% 11% 9% 8% 9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2012 2013 2014 Employees by Age % >50 40-50 30-40 <30 Average age = 33 (2014)
  26. 26. Projects Ask a colleague Airbaltic challenges Account 290 Pins Profile: Right predictions Wrong predictions Likes Answers Rank 10 0 22 11 345 Glenda Lucky Guesser FAQ & Rules Account Dashboard
  27. 27. 28 A Sample Project and Forecast
  28. 28. How should we deal with over capacity Glenda Lucky Guesser FAQ & Rules Account Dashboard Show my suggestions summary Total suggestions Likes Top suggestion 1 35 1 Challenge score: 185 ? LIKE12 Likes Glenda •What about a commercial action where students can sign in to a flight via Facebook and the more of their friends join in the same flight the cheaper it gets. Professor Farnsworth •I think that maybe employees of airBaltic could get a list of the planes that are not full and sell tickets to friends and family with a special discount. Bender •What about giving the spare seats away to a Latvian game show and get them to say it was offered by airBaltic 35 Likes LIKE7 Likes
  29. 29. Coalition Rewards
  30. 30. FFP SFP Coalition SHOPPER FLYER PROGRAM Shopper Flyer Program • Shared currency between airline and partners, various branded card designs • Shared database access, governed by database principles • Independent loyalty operator • Tiering in program for members who are frequent flyers • SKU level data provided by participating retailers, allowing POP branding and SKU level promotions • Strong & independent brand, not strongly associated with any particular partner • Yield management, earn / redemption Airline owner of the database, common value proposition for multiple partners • Platform for scalable points reselling • Broad consumer reach, high-income target • Tier levels and benefits for frequent flyers • High frequency / corporate travellers • Limited operational cost for partners • Yield management, earn / redemption • Prone to control disputes • Limited data sharing with partners • Reduced actionable insight for partners Shared currency, database, and customer relationships • SKU level data available from retailers, thereby allowing ongoing product level promotions • Best customer value proposition for daily shoppers • Retailers willingly promoting brand on POP level in-store • Strong data asset • Shared program expenses • Higher spend penetration (e.g. >60% of sales penetration with grocery partner)
  31. 31. Vision: To be the most successful coalition loyalty company in Northern Europe & selected other markets, servicing customer-centric Retailers, Travel Companies and Financial Institutions Mission: To grow our Partners’ businesses by bringing exceptional value to Members by rewarding their loyalty
  32. 32. 0 20 40 60 80 100 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 34 Coalition Rewards Engagement Issue Base: n=694 airBaltic n=591 n=572 High Employee Commitment Low Employee Commitment 5048 53 n=26 Coalition Rewards n=22 n=31 66 55 7270 n=15 65 n=811 48 n=601 73 n=38
  33. 33. 35 How Officevibe helps CR Team
  34. 34.  Personal growth (6.6)  Ambassadorship (6.4)  Recognition (7.2)  Feedback (7.9)  Relationship with colleagues (6.4)  Relationship with managers (6.6)  Happiness (6.6)  Wellness (5.5)  Satisfaction (6.3)  Company Alignment (7.3) 36 10 Key Metrics Of Employee Engagement (Officevibe)
  35. 35. 37 General Improvement Areas with Future in Mind Research • Gen Z needs to be further researched with the same rigor as gen Y has been surveyed Learning Process • Education system ought to do a better work adjusting teaching methods to fit the learning style of gen Z • Move away from classroom learning to self-directed, online & peer-to-peer learning Organizational Structure • Move from fixed towards flexible, «fluid» organizational structures to both, maintain market competitiveness, and retain gen Z (Y) employees Job Design • Design the jobs and outline career paths that suit the needs of gen Z (Y) for rapid progression, quick learning, diverse career opportunities Internal Processes • Reverse mentoring, inspiring leadership • Frequent feedback & office networking, crowdsourced performance management, gamification at work • Inspiring purpose & vision, flexible working 1 2 3 4 5
  36. 36.  Employee Engagement cook-book needs to be rewritten  Frequently  With every new employee  With every significant change in business  To minimize the effort  Hire people whose engagement drivers comply with what you can offer  Choose (and develop) leaders who possess the senses of Conceptual Age 38 Bad News / Good News?
  37. 37. 39 Your Unique Menu …
  38. 38. 40 daiga.ergle@airbaltic.lv

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