Are Your Employees Engageble?


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Are Your Employees Engageble?

  1. 1. ARE YOUR PEOPLE ENGAGEABLE? THE FINANCIAL CLUB, GRAHA NIAGA, JAKARTA 24 NOVEMBER 2011, 6.00 PM to 9.00 PMProf Sattar BawanyChief Learning Officer & Master Executive Coach, IPMAAdjunct Professor of Strategic Management, PGSM
  2. 2. ARE YOU A TIGER OR A DEER? Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.Every morning in Asia, a tiger wakes up. It knows itmust outrun the slowest deer or it will starve to death.It doesn’t matter whether you are a tiger or a deer: whenthe sun comes up, you’d better be running….. 2
  3. 3. ABOUT IPMA A Global ‘Not-for-Profit’ (NPO) Professional Members Organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific Mission: As an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels Facilitates group learning in organisational development, change management, leadership effectiveness, managerial coaching and customer service excellence for Contact Centres across various industries IPMA Singapore is the Master Licensee for the ‘Scores on the Board™’, an integrated solution that is easy to implement Leadership and Team Development process towards achieving sustainable employee engagement. 3
  4. 4. AgendaDemystifying Employee EngagementOverview of Generational Differences:  Perceived Strengths  Common Perceptions  Communication Across GenerationsLeading and Engaging EmployeesRecommendations on Achieving SynergySummary and Q & A Session 4
  5. 5. What is Employee Engagement? “It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. Thats why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds.” - Jack Welch, Former CEO, General Electric
  6. 6. What You Don’t Want!
  7. 7. What is Employee Engagement? Stay Say Strive Engagement 7
  8. 8. 3 Types of EmployeesSource: Getting Personal in the Workplace, Are negative relationships squelching productivity inyour company? by Steve Crabtree, Gallup Management Journal Article, June 2004 8
  9. 9. What’s Your Role as Leader? 1) Establish Leader and Organisation Branding 2) Understand the Psyche/Personality of Staff 3) An Effective Leader needs to be adaptable to individual staff needs and utilise different leadership and communication styles 4) Be aware of the differences and be effective in inter- generational communication between Traditionalists and Baby Boomers with Gen X, Y and Z 9
  10. 10. Establish Leader & Organization Branding 1. Alignment l Ensuring consistency and alignment of staff actions toward leader’s and organizational goals 2. Communication l Keeping staff connected and moving in the right direction through ongoing dialogue and consistent messages 3. Reward l Creating a reward-based environment that recognizes the value and contribution of each and every staff 10
  11. 11. Generational Diversity in Today’s Workforce  Changing Demographics  Increasing numbers of Gen Y entering the workforce.  Baby Boomers & Traditionalists are continuing to work for longer tenures or are Re-engaged into the workforce.  Key findings from survey commissioned by Singapore’s Tripartite Alliance for Fair Employment Practices (TAFEP), 2010:  Gen X and Gen Y make up 60% of the Singapore workforce.  Means that 40% of the Singapore workforce is over 45 years of age.  Multi-generational teams improve organizational effectiveness and performance.Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010 %20Harnessing%20the%20Potential%20of%20Singapores%20Multi-Generational%20Workforce.pdf 11
  12. 12. Benefits of Multi-Generational WorkTeams at Today’s Workplace More flexible in changing demographics Broader insight into your customer base Wider pool of Talent Diverse perspectives leading to stronger decision-making Greater innovation and creativity Meet the needs of diverse stakeholdersMulti -generational workplaces can be a source of positivechallenge, opportunity, and significant growth if managedeffectively. 12
  13. 13. Source: The Straits Times, 8 April 2010 13
  14. 14. Overview of Generational Differences Traditionalists Baby Boomers Gen X Gen YCareer Legacy Stellar Career Portable Career Parallel CareersGoalsRewards Satisfaction of Money, Title, Freedom Is The Work That Has a Job Well Recognition, Corner Ultimate Meaning Done Office RewardWork-Life Support in Help me balance Give me Work isn’tBalance shifting the everyone else and balance NOW! everything. balance find meaning in Not when I’m 65 Flexibility to myself balance my other activitiesJob Carries a Puts you behind Is Necessary Is ExpectedChanging stigmaTraining I learned the Train them too much The more they Continuous hard way, you and they’ll leave learn, the more learning is a way can too! they’ll stay of lifeSource: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve theGenerational Puzzle at Work’, 2002. 14
  15. 15. Group Exercise 15 Mins• What is the average tenure for your top-performing Gen Y employees?• What are the top three (3) reasons good employees leave your organisation?• What are the critical elements of organisational climate in sustaining employee engagement of Gen Y? 15
  16. 16. Why The Focus on Gen Y?• Calculate Your Current (and Future) Investment in Gen Y.  How many Gen Y employees does your organisation currently have?  What is the average compensation for Gen Y employee at your organisation?  Multiply the number of Gen Y employees x Your average compensation.• Can be seen as the risk your organisation takes in assuming Gen Y will meet your employment needs.• The better managed this investment, the lower the risk and the better return for all involved. 16
  17. 17. 17
  18. 18. Sustaining Employee Engagement • ROI Organisational Results • Employee Turnover/Retention • Employee Satisfaction/ Employee Engagement Loyalty • Customer Satisfaction/Loyalty • Rewards Organisational Climate • Espirit De Corps • Flexibility Leadership • EQ/EI Competencies Effectiveness • Managerial Skills • Leadership Styles 18
  19. 19. The Effective Leader… "Research shows convincingly that EQ is more important than IQ in almost every role and many times more important in leadership roles. This finding is accentuated as we move from the control philosophy of the industrial age to an empowering release philosophy of the knowledge worker age.” Dr. Stephen Covey, Author of The 7 Habits of Highly Effective People 19
  20. 20. Engaging Multi-Generational Employees Achievement Defining and attaining goals and results Motives Power Affiliation Influencing others Establishing and and having an maintaining positive impact personal relationshipsSource: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., TheAchieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43. 20
  21. 21. Organisation Climate: EmployeesValued and Involved when …………. Employees are involved in decision -making Managers listen to Employer demonstrates employees concern about employees’ health and well-being Feeling Employees have the Valued Senior managers opportunity to and show employees develop their jobs Involved that they value them Employees feel able Good suggestions are acted to voice their opinions upon 21
  22. 22. Emotional Engagement by teamleaders has significant impact• Showing Care is largely the responsibility of an employees direct Manager• Manager’s need how to learn to be more “emotionally engaging” when leading their employees• Employees need to feel “valued and involved” with their manager and colleagues• Manager’s can learn this but traditionally leadership training has little impact 22
  23. 23. Scores-on-the-Board™ EmployeeEngagement SystemMentors Managers on being “emotional engagineers” • A simple 5 part system: Team Vision / Goals /Feedback VISION / Gaps / Action • Used by thousands of ACTION GOALS PLANS IN PRIORITY leaders around the world AREAS • Develops the leader • Empowers the team GAPS FEEDBACK • Engages all employees, TOOLS especially Gen Y’ers Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”, John Wiley & Sons, 2009. 23
  24. 24. Case Study: ‘Scores-on-the Board™1. Contact Centre – 450 Seats2. Call volumes more than doubled3. Implement Scores on the Board (SOTB)4. Result: •Hewitt Engagement up 44% •Absenteeism down 60% •Attrition by 60% •First call resolution rate up 25% •Cost per call down 40% •Customer Satisfaction up 15% •Sales up 30%
  25. 25. Determinant of Delivering “R.A.R.E.”Customer Service Excellence•R eliability (Accuracy, Authenticity)•A ssurance (Confidence, Credence)•R esponsiveness (Acceptance, Openness)•E mpathy (Affinity, Insight)
  26. 26. Recommendations• Communicate is key to inspire commitment  “Opportunities for Career Advancement” and “Good Relationships” are key factors that motivate Gen Y-ers to remain in organisations.  Regular dialogue between Gen Y-er and supervisor should start from the first day at work, as a means for supervisors to build and maintain a good working relationship. Engage Employees through Coaching Develop Coaching competency of managers to be comfortable and confident in having conversations surrounding professional development plans. Encourage constant feedback and show recognition for work contribution Team Work ‘Y’ Style  Encourage staff gatherings, social events and ‘mixers’ with workmates 26
  27. 27. Conclusion: Strategic Importance ofEmployee Engagement “It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. Thats why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds.” - Jack Welch, Former Chairman & CEO, General Electric
  28. 28. Video on What Makes a Great Leader? “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : 28
  29. 29. Final Thoughts… If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! 29
  30. 30. Question & Answer Social Networking Contacts: Prof Sattar BawanyChief Learning Officer & Master Executive Coach, IPMA IPMA ASIA PACIFIC REGIONAL OFFICE Email: Website: LinkedIn: Facebook: Twitter: 30