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2018 North American Employee Engagement Conference Slides

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Please see the presentations from the 2018 North American Employee Engagement Conference in Chicago

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2018 North American Employee Engagement Conference Slides

  1. 1. CHICAGO JUNE 07, 2018 THE 2018 NORTH AMERICAN EMPLOYEE ENGAGEMENT CONFERENCE IN ASSOCIATION WITH
  2. 2. v MATT MANNERS FOUNDER, THE EMPLOYEE ENGAGEMENT AWARDS
  3. 3. TELL THE WORLD Wifi Network: EEConference Password: Engagement Twitter #EmployeeEngagement & @ee_awards Facebook facebook.com/eeawards
  4. 4. DOWNLOAD THE EMPLOYEE ENGAGEMENT HUB APP Search “Employee Engagement Hub” Click yes to accept push notifications Once opened go to ‘search’ button and click on the Employee Engagement Awards and Conference logo Login using email and password: Chicago
  5. 5. WHAT’S COMING UP? • 08.45 – Welcome Note – 2018: The Year of the Employee • 08.55 – Chili’s Bar & Grill – Finding Meaning @ Chili’s • 09.20 – Cisco – #WEARECISCO • 09.40 – PeopleScience Table Talk – Want to Spark More Innovation? Give Employees the Gift of Time • 10.00 – Temkin Group – Connecting the Dots Between Employee Engagement and Customer Experience – By The Numbers • 10.20 – Break & Refreshments • 10.40 – Starr Conspiracy – Insurgents vs. Incumbents: Will Employee Engagement Overtake Talent Management? • 11.00 – Limeade – How to Boost Employee Engagement and Prevent Burnout • 11.20 – The Rebel Playbook – How to be a Rebel • 11.40 – Break & Refreshments
  6. 6. WHAT’S COMING UP? • 12.00 – Jason Lauritsen – 2018 Employee Engagement Entry Themes & Research • 12.20 – 2018 North American Employee Engagement Awards Ceremony • 13.00 – Lunch and Networking • 13.45 – Panel Debate & Culture Collaboration Session • 14.45 - Break & Refreshments • 15.00 – Caterpillar – Safety First • 15.20 – SimplyConnect Consulting – Want Better Engagement? Starting Thinking Like the CMO • 15.40 – Break & Refreshments • 16.00 –Boeing – Driving the Business with the Voice of Employee • 16.20 – Jeffrey Hayzlett – Think Big,Act Bigger,The Rewards for Being Relentless • 17.00 – Cocktail Hour & Live Entertainment
  7. 7. IN ASSOCIATION WITH
  8. 8. v CHRIS EBBLER DIRECTOR, WORKPLACE COMMUNITY, CHILI’S
  9. 9. It is no longer enough to simply create a quality product or service to make your presence known; to truly stand out from the crowd, you must become part of people’s lives in a consistent, authentic way.
  10. 10. 16 COMMUNITY
  11. 11. 17
  12. 12. 18
  13. 13. 2012 2013 2014 2015 2016 2017 YTD 0.0 (0.5) (1.0) (1.5) (2.0) (2.5) (3.0) (3.5) (4.0) 19
  14. 14. • • •
  15. 15. Corporate Expectations Top issues
  16. 16. • • •
  17. 17. 29
  18. 18. 30
  19. 19. 31
  20. 20. ˈē 32
  21. 21. 33
  22. 22. 34
  23. 23. 38
  24. 24. 39
  25. 25. • • • •
  26. 26. IN ASSOCIATION WITH
  27. 27. v CARMEN COLLINS SOCIAL MEDIA LEAD, TALENT BRAND, CISCO
  28. 28. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Be You. With Us. #WeAreCisco
  29. 29. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Our team mission @CShirkeyCollins @WeAreCisco TO MAKE WITH TALENT
  30. 30. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential How? @CShirkeyCollins @WeAreCisco
  31. 31. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential
  32. 32. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential We talk like we’re 70K employees at the company. Not like we’re a 70K-person company. @CShirkeyCollins @WeAreCisco
  33. 33. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential Sharing Our Culture Externally: Employees & Talent Listening Talent Brand team engages & asks permission to re-use photo on @WeAreCisco Social Storytelling Social post, blog post, Facebook Live, etc. Tailored to channel & audience Employee Share To their social network, using #WeAreCisco. Moments that matter. Amplify @WeAreCisco posts the content and credits the employee for authenticity. Content Evaluation Which Talent Brand @WeAreCisco social channel best fits the story and audience? Excited Employees @WeAreCisco tells their story; they’re encouraged to share more. Also helps with retention & referrals. Drive Funnel Key talent areas & teams get awareness, engagement & leads Employee Engaged Sends photo, tells us the story behind it to Talent Brand team. PRIDECisco Talent Brand Our People Deal Trust Start @CShirkeyCollins @WeAreCisco
  34. 34. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential @CShirkeyCollins @WeAreCisco
  35. 35. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential A short while ago In a galaxy Not that far away. . . @CShirkeyCollins @WeAreCisco
  36. 36. • #WeAreCisco #LoveWhereYouWork #MayThe4th @CShirkeyCollins @WeAreCisco
  37. 37. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential @CShirkeyCollins @WeAreCisco
  38. 38. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential© 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential @CShirkeyCollins @WeAreCisco
  39. 39. © 2017 Cisco and/or its affiliates. All rights reserved. Cisco Confidential PS: All photos in this slide deck are of real Cisco employees. Our Careers Site follows the same formula – Check it out! www.cisco.com/careers @CShirkeyCollins @WeAreCisco
  40. 40. IN ASSOCIATION WITH
  41. 41. PEOPLESCIENCE TABLE TALK: WANT TO SPARK MORE INNOVATION? GIVE EMPLOYEES THE GIFT OF TIME
  42. 42. THE PANEL ASHLEY WHILLANS Harvard Business School CHARLOTTE BLANK Maritz Motivation Solutions JEFF KREISLER PeopleScience DARREN LEVINE Regional Municipality Of Durham
  43. 43. Innovation of Time A PeopleScience Table Talk Jeff Kreisler Editor, PeopleScience (Moderator) Charlotte Blank Chief Behavioral Officer, Maritz Ashley Whillans, Ph.D. Assistant Professor of Business Administration, Harvard Business School Darren Levine Innovation and Research Unit, The Regional Municipality of Durham, Ontario Canada
  44. 44. IN ASSOCIATION WITH
  45. 45. v AIMEE LUCAS VICE PRESIDENT, TEMKIN GROUP
  46. 46. Employee Engagement & Customer Experience: By the Numbers Aimee Lucas, CCXP CX Transformist & Vice President June 2018 @Aimee_Lucas
  47. 47. Copyright ©2018 Temkin Group. All rights reserved. 64 large organizations with a goal to become industry leaders in CX in three years Base: 171 organizations with $500 million or more in revenue | 10,000 U.S. consumers Source: Temkin Group Q1 2018 CX Management Survey | Q1 2018 Consumer Benchmark Study companies rated EXCELLENT by consumers in 2018 Temkin Experience Ratings 54% 7 %
  48. 48. Copyright ©2018 Temkin Group. All rights reserved.
  49. 49. Copyright ©2018 Temkin Group. All rights reserved.
  50. 50. Copyright ©2018 Temkin Group. All rights reserved. Hold on…Getting closer…I think I’ve found it!
  51. 51. Copyright ©2018 Temkin Group. All rights reserved. Hold on…Getting closer…I think I’ve found it! “WE HAVE TO SAVE THE SHOES!” Loss Prevention department Store management Stockroom management and staff Shoe department frontline
  52. 52. Copyright ©2018 Temkin Group. All rights reserved. Customer experience is EVERYONE’S business.
  53. 53. Copyright ©2018 Temkin Group. All rights reserved. What is customer experience? The perception that customers have of their interactions with an organization. Success | Effort | Emotion
  54. 54. Copyright ©2018 Temkin Group. All rights reserved. Customer experience drives loyalty Base: 10,000 U.S. consumers Source: Temkin Group Q1 Consumer Benchmark Study After a bad experience… 30% tell the company 50% tell their friends 15% provide feedback on a ratings site 14% tweet about it 30% 50% 15% 14% BAD EXPERIENCES SPREAD QUICKLY
  55. 55. Copyright ©2018 Temkin Group. All rights reserved. Customer experience drives loyalty Base: 10,000 U.S. consumers Source: Temkin Group Q1 Consumer Benchmark Study When consumers have a VERY GOOD CX, they are GOOD CX MEANS MORE SALES 3.5 times more likely to make additional purchases from the company.
  56. 56. Copyright ©2018 Temkin Group. All rights reserved. CX Law #4 Unengaged employees don’t create engaged customers.
  57. 57. Copyright ©2018 Temkin Group. All rights reserved. Engaged employees are valuable assets 5 times more likely to do something good for the company even if it’s not expected 5 times more likely to make a recommendation about an improvement that can be made at the company 9 times more likely to recommend a friend or relative apply for a job within your company 2 times more likely to recommend company’s products and services to someone who might need them Base: 5,626 US full-time employees Source: US Employee Engagement Benchmark Study, 2017
  58. 58. Copyright ©2018 Temkin Group. All rights reserved. THINK BELIEVE ACT Employees are intellectually bought-in and understand the company’s vision. Employees can tell that leaders are truly committed to a clear set of values. Employees adjust behaviors to align with what they believe is important to the organization. To create a customer-centric culture, focus on:
  59. 59. Copyright ©2018 Temkin Group. All rights reserved. HR involvement in CX makes a difference!
  60. 60. Copyright ©2018 Temkin Group. All rights reserved. Thank you! Aimee Lucas, CCXP CX Transformist & Vice President Temkin Group www.temkingroup.com Email: aimee@temkingroup.com Twitter: @Aimee_Lucas Visit our Employee Engagement page: www.tinyurl.com/TGEEOverview
  61. 61. IN ASSOCIATION WITH TIME FOR SOME COFFEE & TREATS
  62. 62. IN ASSOCIATION WITH
  63. 63. v STEVE SMITH PARTNER, CHIEF OF THE INTELLIGENCE UNIT, STARR CONSPIRACY
  64. 64. The Starr Conspiracy | Confidential 81 June 2018
  65. 65. The Starr Conspiracy | Confidential 82 Why Am I Here?
  66. 66. The Starr Conspiracy | Confidential 83 Talent Management vs. Employee Engagement? Download the report: https://tinyurl.com/TalentManagement2018
  67. 67. The Starr Conspiracy | Confidential 84 Which One Will Win? That’s Not the Right Question. “We want to understand what works here rather than what worked at any other organization.” — Laszlo Bock, former head of HR at Google “Best practices in HR are usually defined as whatever Google is doing.” — Patty McCord, former head of HR at Netflix
  68. 68. The Starr Conspiracy | Confidential “When used right, technology becomes an accelerator of momentum, not a creator of it.” 85 — Jim Collins, Good to Great
  69. 69. The Starr Conspiracy | Confidential 86 Market Cycles for Talent Technology Talent 1.0 (beginning 2000) Talent 2.0 (beginning 2010) Talent 3.0 (beginning 2016) Maximizing Value of People Maximizing Value of the Workplace Maximizing Value of Actual Work
  70. 70. The Starr Conspiracy | Confidential 87 Talent 1.0: Integrated Talent Management ● Tech enablers: The internet, SaaS ● Brutal facts: HR software for HR that sped up bad processes. It’s a terrible employee experience. ● Focus: Built for the organization ● Vision: Maximizing the value of people ● Business Outcome: Management structures that extract value
  71. 71. The Starr Conspiracy | Confidential 88 Internet BoomHierarchical Workplace War for Talent
  72. 72. The Starr Conspiracy | Confidential 89 How Mainstream Technology Markets Emerge
  73. 73. The Starr Conspiracy | Confidential 90 Talent 2.0: Employee Engagement ● Brutal facts: Better employee experience, but the needle hasn’t budged on engagement. ● Market context: iPhone launch, global economic meltdown ● Focus: Built for the employee ● Vision: Maximizing the value of the workplace ● Business Outcome: Engage employees, create business value ● Tech enablers: Smartphones/mobile (“B2C UX”), social media, behavioral economics, well-being
  74. 74. The Starr Conspiracy | Confidential 91 Breakdown of Hierarchy The Millennials Death of the Performance Review
  75. 75. The Starr Conspiracy | Confidential 92 Talent Market Map, 2016
  76. 76. The Starr Conspiracy | Confidential 93 Talent 3.0 ● Brutal facts: HR needs to be involved in how work gets done. ● Market context: Tech backlash (#MeToo, #FakeNews, hacking scandals, data privacy) ● Focus: Built for the workforce ● Vision: Getting the right work done well together ● Business Outcome: Productivity ● Tech enablers: Big data, AI, machine learning, bots, conversational UI
  77. 77. The Starr Conspiracy | Confidential 94 Gen Z Ethical Design Focus on Culture Employee Experience
  78. 78. The Starr Conspiracy | Confidential 95 So What? ● All still operable: 1.0 is reinvigorating, 2.0 is ongoing, 3.0 is showing promise ● There’s no one right answer; there’s your right answer ● Start with strategy, then find the technology ● You probably need to hire a consultant — said the consultant ● Make choices that build human connections, unleash potential (manager to employee, organization to employee, etc.), and tell stories ● New focus: How work gets done ● Key trends to watch: ○ The manager-employee conversation ○ The organization-employee conversation ○ Culture/purpose/social responsibility ○ Employee-centric development, soft skills
  79. 79. The Starr Conspiracy | Confidential 96 Download the Talent Management 2018 report at: https://tinyurl.com/talentmanagement2018
  80. 80. IN ASSOCIATION WITH
  81. 81. v HENRY ALBRECHT CEO, LIMEADE
  82. 82. | © 2018 Limeade99 How to boost employee engagement and Henry Albrecht, Limeade CEO
  83. 83. | © 2018 Limeade100 • What’s the structure of your cup? • What fills it up? • What empties your cup?
  84. 84. | © 2018 Limeade101 • Understanding well-being & engagement • The science of burnout • Why burnout is an organizational issue • What employers can do
  85. 85. | © 2018 Limeade102 • Conducts • Establishes market • Keeps a pulse on the trends • Translates research into
  86. 86. | © 2018 Limeade103
  87. 87. | © 2018 Limeade104
  88. 88. | © 2018 Limeade105 (and vice versa) (2016 Well-Being and Engagement Report (Limeade/Quantum Workplace))
  89. 89. | © 2018 Limeade106
  90. 90. | © 2018 Limeade107 • Participation in a program? • Job satisfaction? • Discretionary effort?
  91. 91. | © 2018 Limeade108 A deep and sense of at work that creates extra and
  92. 92. | © 2018 Limeade109
  93. 93. | © 2018 Limeade110 • I like the work that I do and it is energizing to me • I’m challenged and learning • I’m making a difference and have purpose • I’m valued, included and treated fairly • I’m using my strengths • I can focus with reasonable levels of stress • I can have a life outside of work • The people around me respect and support me • The organization supports me and cares (Limeade Institute, 2017)R2 = .78
  94. 94. | © 2018 Limeade111 (Limeade Institute 2017, Gallup, 2015 & 2017) Employees who rate their managers as excellent are than those who rate their managers as poor Managers account for up to in employee engagement Managers are the most important driver of the perception of organizational support
  95. 95. | © 2018 Limeade112
  96. 96. | © 2018 Limeade113
  97. 97. | © 2018 Limeade114 • I have cared so deeply, for so long, without a break from the stress that I have become depleted and cynical • I am past the point of caring or I have never cared at all This is just a job I have given everything to this job
  98. 98. | © 2018 Limeade115 Burnout is when people have been highly engaged for a long time, without the personal skills and organizational support to maintain their well- being. It is a harmful that targets your
  99. 99. | © 2018 Limeade116 A prolonged exposure to chronic emotional and interpersonal stressors. It’s defined by: I’m so tired I feel depleted I’m so fed up, I just don’t care anymore I’m not making a difference (Maslach, Schaufeli, & Leiter, 2001)
  100. 100. | © 2018 Limeade117 Workplace stress caused up to Turnover costs businesses up to (Goh, Pfeffer & Zenios, 2015, Cap, 2012) Job insecurity and high work demands caused
  101. 101. | © 2018 Limeade118 • Lower productivity • Stress-related health issues • Increased substance abuse • Can precipitate anxiety, depression and decreases in self-esteem • Reduced organizational commitment • Absenteeism • Intention to leave • Actual turnover (Maslach, Schaufeli, & Leiter, 2001)
  102. 102. | © 2018 Limeade119 • Greater personal conflict at work • Increased work disruption (“inefficacy” affects colleagues & customers) • “Spillover” into people’s lives outside of work
  103. 103. | © 2018 Limeade120 You have to care, you have to be all in, you have to be engaged, to get to the point of burning out Burnout happens when you have high engagement but low well-being
  104. 104. | © 2018 Limeade121 (Limeade Institute, 2017) (n=131,179’ into footnote area. E.g. n=219,043. HE n = 131,179, ME n = 70,750, LE n = 17,114) Those with high engagement report the lowest levels of stress Those with high engagement and high stress may be displaying the early signs of burnout
  105. 105. | © 2018 Limeade122 • Overload—workload and time pressure • Role conflict and ambiguity • Lack of support from managers • Lack of feedback • Lack of participation in decision making • Lack of fairness and equity • Values disconnect • ”Broken” psychological contract (Maslach, Schaufeli, & Leiter, 2001)
  106. 106. | © 2018 Limeade123 • Mission-driven, caring people • Start with 20-hour shifts with life & death hanging in the balance • Then let’s add in M&A, EHRs and a ton of technological disruption • Are we surprised that 50% of physicians report at least one burnout symptom? (Mayo Clinic, 2015)
  107. 107. | © 2018 Limeade124
  108. 108. | © 2018 Limeade125 1. Authentically commit to and support the of your employees — care about them as people 2. Have explicit efforts to connect people to and know your people
  109. 109. | © 2018 Limeade126 1. Actively of your employees 2. Think about your job as being the each employee to the company (and vice versa) 3. Create the conditions for your employees to be engaged: Remove obstacles, help employees connect to the
  110. 110. | © 2018 Limeade127 1. Schedule time for and treating yourself right 2. Find projects and people that give you 3. Continue developing a : resilience, positivity, reframe 4. Seek and re-connect to your 5. Do not underestimate connection 6. Look for (demand?)
  111. 111. | © 2018 Limeade128 @Limeade henry@limeade.com www.limeade.com
  112. 112. IN ASSOCIATION WITH
  113. 113. v DEBRA COREY AUTHOR & SPEAKER, THE REBEL PLAYBOOK
  114. 114. How to be a rebel and rulebreaker in this new world of work Debra Corey, Author and Head of Reward, Recognition & Engagement
  115. 115. Jobs Employee Voice Technology Demographics Changing world of work
  116. 116. 30% US workers are engaged 70% US workers are disengaged 24% US workers are actively disengaged
  117. 117. 17% Higher productivity 20% Higher sales 21% Higher profitability
  118. 118. It’stimetodo somethingdifferent. ...
  119. 119. The Engagement Bridge 10-part model
  120. 120. There is no fixedstarting point The elements are intertwined Every organization is different Don’t worry about perfection Key points of the model
  121. 121. Rule: You should hide the truth from employees to ‘protect’ them.
  122. 122. #Rebel Jamie Getgood GM Holden
  123. 123. Rule: Your employees don’t need to know what’s going on in your business.
  124. 124. #Rebel Sally Park Krispy Kreme
  125. 125. Rule: You should create corporate (i.e. dull and boring) values.
  126. 126. #Rebel Denise Hanlon Formerly with Vocus
  127. 127. Rule: You should create policies to protect the company from employees who don’t follow the rules.
  128. 128. Rebel Patty McCord ex Chief Talent Officer Netflix, author of ‘Powerful’ “Maybeourpeoplewouldn’t sueussomuchifwedidn’t pissthemoffsomuch”
  129. 129. Rule: You should spend most of your recognition money on long-service awards.
  130. 130. 87% of money spent on recognition is spent on tenure-based recognition Bersin by Deloitte
  131. 131. 78% Of employees don’t feel recognized Bersin by Deloitte
  132. 132. Rule: You need to spend a lot of money on recognition awards to make them meaningful.
  133. 133. 72% Said a simple thank you would make them feel more motivated and help build morale Reward Gateway study
  134. 134. #Rebel Paul Venables Venables Bell & Partners
  135. 135. #Rebel Samantha Smart Virgin Group
  136. 136. Rule: HR or a manager needs to approve awards made by employees.
  137. 137. Rule: Benefit programs should only be put in place to align with market practice.
  138. 138. #Rebel Allison Green BrewDog
  139. 139. #Rebel Michael Kim Spotify
  140. 140. Are innovative Are unique Are brave Characteristics of rebels and rule breakers
  141. 141. More information: rebelplaybook.com rewardgateway.com Free copy of the book: Come to RG booth
  142. 142. IN ASSOCIATION WITH TIME FOR SOME COFFEE & TREATS
  143. 143. IN ASSOCIATION WITH
  144. 144. v JASON LAURITSEN EMPLOYEE ENGAGEMENT EXPERT
  145. 145. 2018 Employee Engagement Awards Themes and Trends
  146. 146. 1. Surveys are still an effective and important tool in employee engagement work—when used properly. THEMES AND TRENDS
  147. 147. 2. Employee Net Promoter Score (eNPS) is being used more regularly as a proxy for employee engagement. THEMES AND TRENDS
  148. 148. Employee Net Promoter Score (eNPS) “On a scale of zero to ten, how likely is it that you would recommend this company as a place to work?” 0 1 2 3 4 5 6 7 8 9 10 Not at all likely Extremely likely PROMOTERS DETRACTORS eNPS
  149. 149. 3. Recognition is a major emphasis in most programs. • Traditional service awards • Peer to Peer • Values alignment THEMES AND TRENDS
  150. 150. 4. Employee “activation” strategies are being used to ensure the voice of the employee is regularly heard. • Ambassadors, Champions, Committees, etc. • Values/culture creation THEMES AND TRENDS
  151. 151. 5. Organizations are creating and funding programs aimed at helping employees get beter connected with one another. THEMES AND TRENDS
  152. 152. Of note… ✓ Community and volunteerism ✓ Cultural clarity ✓ Inclusion and belonging ✓ Flexibility
  153. 153. What theme is most surprising to you? What did you expect to see on the list that isn’t there? Discuss
  154. 154. gettalk.at/eeawards To get a copy of the slides:
  155. 155. IN ASSOCIATION WITH
  156. 156. PANEL DEBATE AND COLLABORATION SESSION
  157. 157. THE PANEL LINDSAY WOLFF LOGSDON Culture Lab X JOSH LEVINE Culture Lab X RUTH DANCE The Employee Engagement Alliance JULIE ANN SULLIVAN Business Culture Expert NICOLE DESSAIN DISRUPT HR JOY ORDIONI Brandemix ANN RATCLIFF Fuel 50 DAVID LAHEY Fond.co
  158. 158. IN ASSOCIATION WITH TIME FOR SOME COFFEE & TREATS
  159. 159. IN ASSOCIATION WITH
  160. 160. v TIM CRANE GENERAL MANAGER, CAT SOLUTIONS
  161. 161. Caterpillar: Confidential Green Our problem wasn’t a lack of commitment to safety. Our failure was in establishing a culture of safety.
  162. 162. Caterpillar: Confidential Green 96% of employees believe their managers value safety.
  163. 163. Caterpillar: Confidential Green Employees respond to our actions, not our intentions.
  164. 164. Caterpillar: Confidential Green
  165. 165. Caterpillar: Confidential Green AUTHENTIC INVOLVEMENT
  166. 166. Caterpillar: Confidential Green CAT SOLUTIONS - REORGANIZATION • Recently gone through reorganization. • How are people feeling post- reorganization? • Does the team support and understand the strategic direction? • Do they believe in the direction? • Do they feel connected to other team members?
  167. 167. Caterpillar: Confidential Green EMOTIONAL ANALYTICS
  168. 168. Caterpillar: Confidential Green High commitment, pride and enthusiasm, because they know why they’re doing what they’re doing and the impact that their work has on customers Valued and empowered team members because of collaboration. THEMES FOR POSITIVE EMOTIONS
  169. 169. Caterpillar: Confidential Green THEMES FOR NEGATIVE EMOTIONS Anxiety due to uncertainty about the long-term goals of the company People feel disconnected as their roles are undefined within the Solutions team Team members are irritated at the lack of systems that are needed to support the business, and by the promises made to clients that aren’t realistic. Work-life balance is a struggle.
  170. 170. Caterpillar: Confidential Green STRATEGIC DIRECTION Understanding of the strategic direction Team does not have a strong understanding of the strategic direction. Belief in the strategic direction 34% ‘Neither agree nor disagree, which presents a significant opportunity to win people over. 63% do believe in the strategic direction.
  171. 171. Caterpillar: Confidential Green CONNECTION WITHIN THE TEAM Connection with direct supervisor Results showed that supervisor capability was high and very positive with regards to supporting their team members in their role Connection with other team members Results showed that a high number of people did not feel connected to the rest of the Solutions team
  172. 172. Caterpillar: Confidential Green Make cultural risk visible…measure it, manage it through engagement.
  173. 173. IN ASSOCIATION WITH TIME FOR SOME COFFEE & TREATS
  174. 174. IN ASSOCIATION WITH
  175. 175. v JAMIE COLVIN FOUNDER, SIMPLYCONNECT CONSULTING
  176. 176. Want Better Engagement? StartingThinking Like the CMO Jamie Colvin Founder & CEO
  177. 177. HR 1. Attract — gain customers 2. Sell — get them to buy more and more 3. Wow — deliver a great experience Marketing 1. Attract — gain customers 2. Sell — get them to buy more and more 3. Wow — deliver a great experience ? ? ? ?
  178. 178. Business Outcomes Real-Time Data Data AnalyticsChange Management Expertise Communication
  179. 179. Real-Time DataVoid Consumer Expectation Reality Traditional Thinking Revolution Z Generation Workforce
  180. 180. WorkWork Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work WorkWork WorkWork WorkWork
  181. 181. Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work WorkWork WorkWork WorkWork Work Environment Love my team Why can’t we… Do they know what they are doing? Oh well, love my job… Have no idea how I’m really doing…. This could be a cool project Nope, same old, same old Urgh. My manager… That grass looks greener Work Work Work Work Work Work Work Work Work Work Work Work WorkWork Work Work Work Work Work Work Work Work Work Work Work Work Work Work WorkWork Work Work Work Work Work Work Work Work Work Work Work Work Work Work WorkWork Work Work Work Work Work Work Work Work Work Work Work Work Work
  182. 182. Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work Work WorkWork WorkWork WorkWork • Workforce planning • Open requisitions • Time to fill • Exit interviews • Turnover • Annual survey
  183. 183. Group 1 Group 2 Group 3 Group 4 Group 5 All groups Group 6 Group 7 Group 8 Group 9
  184. 184. Group 1 Group 2 Group 3 Group 4 Group 5 All groups Group 6 Group 7 Group 8 Group 9
  185. 185. Real-Time Data + People Insights Manager effectiveness low in 25% high risk union locations 35% turnover risk in Group 9…job satisfaction and alignment are lagging 30% of High-Potential employees scoring below peers These three teams have improved 8 out of 10 metrics in just 45 days. How?
  186. 186. Real-Time DataVoid Consumer Expectation Reality Traditional Thinking Revolution Z Generation Workforce
  187. 187. • # of campaigns • Frequency • Media variety • Open rates • Click-through rates • Attendee counts • Website hits • Website visits • Video watch rates • Likes, shares • Calls to service • Hits to service • Sign-up rates • Activity rates • Milestone reachers • Likes, shares • Referral rates • Completion rates • Results data • Referral rates • Likes, shares • Testimonial rates Grab their attention through effective marketing Watch how they do or don’t use what you’ve provided Monitor how well consumers take the first step See how well initiators stick with it Look at behaviors shift for those who make it to the end
  188. 188. • Coupled with Great American Smokeout • Targeted 367 vs. mass comms. • 72% open rate • 64% click- through rate • 500+ website visits • 75%+ video watch rate • 287 made contact • 90% joined challenge • 142 quitters • 4 new testimonials • 40+ referrals2 calls received in the previous year 0 quitters in the previous year
  189. 189. Consumer Engagement: Next Frontier Campaigns + Data-Driven Communication = Employee Marketing 365
  190. 190. EAP: Aging Parents Preventive Care Saving on Taxes Retirement Readiness Happy 1,000th Day Employee Referral Happy 1st Anniversary Congrats on Promotion Feedback Reminders Manager Tips Saving for CollegeEAP: Teens Helping the 25 yr old get care EAP: Toddlers EAP: Post- baby 401k Match Using Your FSA 401k Inactivity Voluntary Benefits Tobacco Cessation Returning from leave tips Going on maternity leave
  191. 191. Real-Time DataVoid Consumer Expectation Reality Traditional Thinking Revolution Z Generation Workforce
  192. 192. Still trying to understand…
  193. 193. Need to start worrying about…
  194. 194. Real-Time DataVoid Consumer Expectation Reality Traditional Thinking Revolution Z Generation Workforce
  195. 195. TraditionalThinking Revolution Performance Management Doesn’t Work Average Tenure is Decreasing Year OverYear Candidate- Driven Job Market Speed of Business Changes Accelerating No Real-Time Data During Times of Change
  196. 196. TraditionalThinking Revolution Performance Management Doesn’t Work SAP's head of HR,Wolfgang Fassnacht, "found the annual review process counter-productive to meaningful dialogue.”
  197. 197. Faster, nimble programs Real-Time Data + People Insights + Communication + Continuous Improvement = Business Results Radically changes HR Operations Redefines strategic HR Now R&D and Marketers of the EVP
  198. 198. Business Outcomes Real-Time Data Data Analytics Change Management Expertise Communication HR 1. Attract — gain customers 2. Sell — get them to buy more and more 3. Wow — deliver a great experience ? ? ? ?
  199. 199. IN ASSOCIATION WITH TIME FOR SOME COFFEE & TREATS
  200. 200. IN ASSOCIATION WITH
  201. 201. v JAMAL MADNI ENTERPRISE TECHNOLOGY, CHIEF STRATEGIST, BOEING
  202. 202. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy Employee Engagement Awards 2018 Keynote Jamal Madni Enterprise Technology Chief Strategist June, 2018 Copyright © 2017 Boeing. All rights reserved.
  203. 203. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 255
  204. 204. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 256 2016 Satellite Systems Snapshot 40 Year Low Government Defense Spending Suspension of Ex-Im Bank Cost Increases, Attrition & Eroding Morale Copyright © 2018 Boeing. All rights reserved.
  205. 205. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 257 Mission Outcomes Themes Founded 2013 “Renaissance Career Development” Champions: Paul Rusnock, Michelle Parker, Bill Sargent 13 Major Events 1000+ Attendees 30+ Leaders 153 Business Ideas Generated 1054 Exposed to Site Vision dVS I – IV: • “The Boeing Tracks” • “Inward & Outward Satellite Strategy” • “One Boeing, Unlimited Opportunities” • “Our Space, New Space, Open Space” dVS V: • “Open Space 100 Campaign” dVS VI: • “Month of Vision” Steve Epner, Lunch and Learn Host Naveed Hussain, Keynote Bruce Chesley, Keynote Erik Daehler, Keynote and Facilitator “Renaissance Career Development” http://davinci.web.boeing.com Creativity, Conviction, Connection Organic, Dynamic, Seismic Interactive, Contemporary Multi-Disciplinary, One Boeing Innovative
  206. 206. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 258 Satellite Systems Action Board • Meets consistently after each Summit • CSS, GSS and SDC engr, ops, supply chain, capture, and finance leadership to review & act upon ideas People Our employees feed ideas at the da Vinci Summits & are rapidly fed back next actionable steps from the Action Board 5 da Vinci Summits • First Time Quality • Process Cycles • Supply Chain • Business Capture • Inclusion Timeline: • 5 Summits in 5 Months • May – September Goal: • 100 Generated Ideas • Crowd-Sourcing Innovation Methodology: • “Open Space” Paradigm • Mastered from Boeing Ventures 2016 Open Space 100 Campaign
  207. 207. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 259 Four Principles • Whoever comes is the right people • Whatever happens is the only thing that could have • When it starts is the right time • When it’s over it’s over Law of Two Feet • If you find yourself in a situation where you are neither learning or contributing, move somewhere where you can. What You Need • Marketplace • Circle • Blackboard • Breathing Open Space – “The Energy Of a Good Coffee Break”
  208. 208. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 260 Open Space – “The Energy Of a Good Coffee Break”
  209. 209. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 261 Results: $20M Savings in Product Unit Costs
  210. 210. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Copyright © 2016 Boeing. All rights reserved. Satellite Systems Month of Vision 1054 Participants 4 MoV Summits 200 Participants 1 Web Interface 600 Chart Downloads
  211. 211. CONNECT PROTECT EXPLORE INSPIRE Bold Vision, Bright Future Enterprise Technology Strategy 263 2018 Satellite Systems Snapshot
  212. 212. Copyright © 2017 Boeing. All rights reserved.
  213. 213. IN ASSOCIATION WITH
  214. 214. DRINKS! Cocktail Hour & Live Entertainment
  215. 215. CHICAGO JUNE 07, 2018 THE 2018 NORTH AMERICAN EMPLOYEE ENGAGEMENT CONFERENCE IN ASSOCIATION WITH

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