Rethinking Company Resources

Rethink Company
Resources
Are you Wasting Money on Benefits That Don’t Yield
Enhanced Employee Engagement

a presentation brought to you by:

Sherry Perkins

Sherry Perkins
• M.A. Organizational Development

• 30 Years Experience
• Technology/Management/HR
• Business Owner
Vice President
Enterprise Solutions
• Chair Waco WIB Alliance
Consulting
• SCORE Counselor
• UOP Management Instructor

®
imagine great people

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

Who We Are

• Founded 1991
• Over 45,000 clients served worldwide
• Offices in nearly 130 countries
• Founding member of the Association of
Test Publishers
• Microsoft Certified Partner


Creating Value for Clients
We support our clients through the full employee
life-cycle, helping them identify the best people for their
jobs and then developing them to their fullest potential.


Diverse Base of Marquee Clients

Financial Services Retail & Consumer Travel & Hospitality Education & Government

Technology Healthcare Energy & Utilities Business Services

Client Highlights
• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries

Clients We’ve Served


Today’s Topics
– Does Money Really Matter? Is Hertzberg’s Theory Humbug?
– Is There a Correlation Between Benefits and Behavior?
– Is the Goal Equity or Respect for the Individual? Should
Everyone Be Treated the Same?
– Should Companies Adapt to Cross-Generational / Cross
Cultural Values?
– What Are Best Practices / New Directions for Corporate
Benefits?
– Motivators
– De-motivators
– Engagement / Productivity
– The Impact of Leadership

How to Ensure Predictive Performance Through
Customized Employee Motivators
1

What Would Cause You to be a
Highly Engaged Worker? (Poll)
1. Money
2. Title/Office/Prestige
3. Management
4. Benefits
5. Office Environment (Fun)
6. Other

2

Talent Wars

How Would You Describe Today’s
Workforce Climate?

Multi-Cultural / Multi-Generational
3

Workforce Climate
It was the best of times, it was the worst of times, it was the age of
wisdom, it was the age of foolishness, it was the epoch of
belief, it was the epoch of incredulity, it was the
season of Light, it was the season of Darkness,
it was the spring of hope, it was the winter of despair,
we had everything before us . . .

Charles Dickens, English Novelist (1812 – 1870)

4

Attract – Motivate - Retain

Is more complex than
moving mass

5

Research Results
• Over 60% of companies cite both the inability to get the
talent needed today and concern over the inability to
address talent requirements over the next five years.
• 51% report that retention begins with hiring and on-
boarding -- key elements in their success.
• 79% state that their chief concern is continuity in
executive leadership for the future.
• 61% are concerned over potential cost of disruptive
succession from one leader to another.
• Average cost of a new hire among those companies that
reported their cost of hire was over $16,000.

6

The magnitude of your people’s contribution
to the organization will be directly proportional
to how engaged they are with the organization
and their jobs.

7

Enhancing Your Leadership Charisma: A Step-by-Step Guide

Engagement = Productivity & Profitability
…which equates to:

…a 51% Gap in Operating Income!
…a 39% Gap in Earnings per Share!
…between high and low engagement organizations

Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.)
8

Enhancing Your Leadership Charisma: A Step-by-Step Guide

Engagement = Productivity & Profitability
“…we looked at fifty global companies over a year, correlating employee
engagement levels with financial results...

The companies with high employee engagement had a in
operating income and in earnings per share.

Conversely, companies with low levels of engagement saw
and earnings per

9

Today, Few Employees Are ‘Engaged’ in Work
Random samples of the U.S. working population over 18 years of age
100%
90% 17% 20% Engaged
29%
80%
70%
60%
64% 62%
55% Neutral
50%
40%
What will your workforce profile look like?
30%
20%
10%
16% 19% 18% Bitter
0%
Gallup Towers Perrin EEE
Source: The Gallup Organization, Towers Perrin and The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
10

Levels of Engagement
Highly Engaged Engaged
Supportive of Goals
Great Match
Good Match
Fully Accountable
Easily Motivated
Contagious Enthusiasm
Involved
Enthusiastic Pursuit of Goals
Focused
Fully Committed
Understands Expectations
Pro-active
Secure
Levels of
Engagement

Dis-engaged Highly Dis-engaged
Fair Match Poor Match
Not interested Destructive
Questions Expectations Disruptive
Avoids Participation Discourages Others
Easily Distracted Aggressive Resistance
Apathetic, Aloof Fearful, Bitter
Dissatisfied, Insecure Does not Know Expectations

11

Employee Motivation

• Signing Bonuses • Concierge Service
• Onsite Day Care • Profit-Sharing
• Gyms and Game Rooms • Prayer Rooms
• Memberships • Paid Health Care
• Work at Home • Family Day
• Job Sharing • Flextime
• Tuition Refund • Parties and Group
Outings

12

Factors Affecting Job Attitude
Motivation – Hygiene Theory
Leading to Job Dissatisfaction Leading to Job Satisfaction

• Policy • Achievement
• Supervision • Recognition
• Relationship with Boss • Work Itself
• Working Conditions • Responsibility
• Salary • Advancement
• Relationship with Peers • Growth

Hertzberg (1959), The Motivation to Work, http://www.netmba.com/mgmt/ob/motivation/herzberg/

13

Employee Engagement
• What They Do
Really Matters
• The Work They Do
is Honorable
• They’re Good At
What They Do
• Appreciated /
Respected
• Accountable for
Their Own Destiny
14

Open-Systems Team Model
(Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979

Effective Decision Level at
Communications Lowest Level of
Competency

Equal Reward for
Team versus Members Who
Individual Are Capable and
Achievement Committed

Clearly Understood Goals Inspire Continuous
Member Authority and Learning
Accountability

15

Readiness for Change

Improve or
Choose Better
Collaboration or Solution
Implementation
Consequences

Management

Personal

Informational

Awareness

Scale 4 3 2 1

Compliance Stability Influence Dominance

16
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979)
Retrieved from http://www.techlearning.com/article/42264

Double-Loop Learning

Argyris, C. (1978)
Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.

17

“As a charismatic leader you
must have the very highest
expectations of your people,

knowing that your expectations
will become their expectations

– and that their expectations
will translate to unprecedented
productivity, performance and
success.”
- ‘Leadership Charisma’, Haney, Sirbasku, McCann

18

Thinking Style
Learning Index 1 2 3 4 5 6 7 8 9 10

Can they cope with Verbal Skill 1 2 3 4 5 6 7 8 9 10

Verbal Reasoning
the mental demands?
1 2 3 4 5 6 7 8 9 10

Numerical Ability 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10

Behavioral Traits
Energy Level 1 2 3 4 5 6 7 8 9 10
Assertiveness 1 2 3 4 5 6 7 8 9 10
Sociability
Will they be
1 2 3 4 5 6 7 8 9 10
Manageability 1 2 3 4 5 6 7 8 9 10

comfortable in the Attitude
Decisiveness
1 2 3 4 5 6 7 8 9 10

job environment? Accommodating
1

1
2

2
3

3
4

4
5

5
6

6
7

7
8

8
9

9
10

10
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10

Occupational Interests
Enterprising 1 2 3 4 5 6 7 8 9 10

Are they motivated Financial/Admin
People Service
1

1
2

2
3

3
4

4
5

5
6

6
7

7
8

8
9

9
10

10
by this kind of work? Technical 1 2 3 4 5 6 7 8 9 10
19 Mechanical 1 2 3 4 5 6 7 8 9 10
www.profilesinternational.com Creative 1 2 3 4 5 6 7 8 9 10

Inhibitors to Implementing Retention Programs
Percent
Challenges Selected
Cost of rewards 52%

Inability to validate ROI 34%

Inability to link performance 34%
management with retention

Perceived as an HR initiative 30%

Inability to track factors 25%
that relate to improved
retention

20 Aberdeen Group Research

Bragging Rights – Top 25 Companies (2012)
• Great People • Flex work
• Smart, Professional • Knowledgeable Staff;
Team Entrusted with Product
• Strong Moral Values Info
• Phenomenal Team • Community Involvement
• Fun, Upbeat • Work/life Balance
Environment • Training
• Company Discounts • Invigorating Pace
• Team Outings • Inspired by the Work
• Visionary CEO (close) • Great Health and
Retirement Benefits
http://www.businessinsider.com/the-25-best-companies-to-work-for-2012-6?op=1
21

Drucker 21st Century Leadership
• Old Assumptions
• One Right Org. Structure
• One Right Mgmt. Style

• New Assumptions
• Manage Tasks - Lead People
• Change is the Norm
• Information is the means, rather
than the end
• “Knowledge-worker” is critical
• Leaders must self-manage
• Feedback is critical to
development
22

Feedback is Critical

Individual
Corporate Needs
Culture

Customized Leader
Motivators Effectiveness

Environment

Team
Culture

23

Would you Like to Receive a Free WES?

1.Yes
2.No
24

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

Website: http://www.profiles.com.sg

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