definition 2nd attempt7„Wir sind im hohen Grade durch Kunstund Wissenschaft cultivirt. Wir sindcivilisirt bis zum Überlästigen, zuallerlei gesellschaftlicher Artigkeit undAnständigkeit. Aber uns für schonmoralisirt zu halten, daran fehlt nochsehr viel. Denn die Idee der Moralitätgehört noch zur Cultur; der Gebrauchdieser Idee aber, welcher nur auf dasSittenähnliche in der Ehrliebe und deräußeren Anständigkeit hinausläuft,macht blos die Civilisirung aus.“
culture in our terms8„Culture is a positivework environment1“„Culture consists of afoundation of leadership,vision, effectivecommunication, strategicplan and internalpolicies“1 Leadership Insight Employee Engagement
impact on profit equation12profit = (price x units) – (cfix + cvar)innovation
impact on profit equation13profit = (price x units) – (cfix + cvar)productivityinnovation
impact on profit equation14profit = (price x units) – (cfix + cvar)productivity effectivityinnovation
impact on profit equation15profit = (price x units) – (cfix + cvar)productivity effectivityinnovation churn
impact on profit equation16profit = (price x units) – (cfix + cvar)productivity effectivityinnovation fluctation recruiting
17impact factors derive from employeeengagement !
what employee engagement is – and theirdrivers18Measures an employee‘s attachment andrelationship with the organisation, workingculture, their role and relationship withcolleagues. The level of engagement willpositively or negatively influence employesswillingness to go the extra mile at work,innovate and assist a company in reaching thecorporate or unit strategyEmployee Engagement§ Leadership§ Organizational Structure§ Processes§ CultureDrivers
engaged employees – what for?20+19,2% vs. -32,7%2,69 vs. 6,19 and 13,4bn UK Pound70% vs. 17%87% (sic!)78% vs. 13%
Country comparison - one third of allemployees are engaged213638412940303045114340183433440 10 20 30 40 50AustraliaBrazilCanadaChinaDenmarkFranceGermanyIndiaJapanNew ZealandNorwaySouth KoreaSwedenUKUS
bound to clear strategy26The challenge forbusinesses is to createorganizations whereemployees are alignedand engaged to a clearlyarticulated strategy.
quantitative versus qualitative27§ Only way to accurate informationabout employee engagement isto measure it.§ The most accurate way to achievethis is through a quantitativesurvey.§ Surveys need to be tailored toyour organization, your strategy,your values and your language§ „Numbers don‘t tell you the fullstory“§ Survey do not elaborate on theroot causes of disengagement. –Solution arise from boardroomsand subsequently fail to re-engage employeessurvey interviewVS
selection of drivers of employee engagement28commitment to core values – does your company care for values?my opinion counts – do you ask your employees?clear understanding of expectations – do you have clear processes?senior leaders value employees – do you appreciate your employees work?personal work is linked to personal plans – do you enforce career plans?clear understanding of organizations mission – is your mission transparent?clear career opportunities at my organization – is there are possibility?my organization promotes health and well-being – do you care?my organization invests in learning and development – what do you do?
it‘s never too late to do the right thing30„Its never too late to be who you might have been.“– George Elliot„Man darf niemals zu spät sagen. Auch in der PoliCk ist es niemals zu spät. Es ist immer Zeit für einen neuen Anfang.“– Konrad Adenauer