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HR Solutions, Inc. and City University of Seattle Presents The Linkage Between Employee Engagement, Diversity & Satisfaction 71 st  NWHRA  Annual Conference and Trade Show Murat Philippe Principal Consultant October 2, 2009 Timothy Sprake HR Director
Workshop Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What  is  a Magnetic Culture™ in the Workplace? Redefining Employee Satisfaction ,[object Object],[object Object],[object Object],[object Object],[object Object]
Satisfaction  versus  Engagement   ,[object Object],[object Object],[object Object],[object Object]
What  is  a Magnetic Culture™  in the Workplace? ,[object Object],[object Object]
Defining  Employee Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Outcomes Influenced By  Employee Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object]
Outcomes Influenced By  Employee Engagement Reputation Customer Satisfaction Absenteeism   Retention Employee Engagement
Employee Engagement –  The Numbers Behind the Story ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Employee Engagement –  The Numbers Behind the Story ,[object Object],1 Source:  HR Solutions National Study
[object Object],[object Object],[object Object],[object Object],Employee Engagement –  The Numbers Behind the Story
Gender Quiz My job gives me the opportunity to do the things I do best. This organization provides me the opportunity to improve my professional knowledge. Senior Management of this organization is concerned about the employees. I have an opportunity to participate in decisions made by my supervisor that affect my work environment. All in all, I am satisfied with my job.
Changing Priorities Age Group Importance (6=Most Important)
Employee Engagement & Diversity Satisfaction % Favorable
Employee Engagement –  The Numbers Behind the Story ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1 Source AARP, 2 Source J. Walter Thompson, 2004 3 Source – The Concours Group
Connecting the Generations Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veteran Baby Boomers Generation Xers Generation Y Millenials Outlook Practical Optimistic Skeptical Hopeful Work Ethic Dedicated Driven Balanced Ambitious View of Authority Respectful Love/hate Unimpressed Relaxed, polite Leadership by Hierarchy Consensus Competence Collaboration Relationships Personal Sacrifice Personal gratification Reluctant to commit Loyal Perspective Civic Team Self Civic Influencing Messages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Generational Retention Factors Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veterans Baby Boomers Generation Xers Generation Y Millenials Clear direction Professional standing/job status Stability and security Recognition Company reputation Collaboration Flexibility Development Fun Work & life balance Positive environment Recognition
Generational Communication Preferences Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veterans Baby Boomers Generation Xers Generation Y Millenials Logical, linear History, tradition Long term goals Good grammar Conservative  Personable Two-way Vision, mission Making a difference Information = reward Direct, straightforward  No buzzwords Results-oriented Include benefits Electronic Positive  Collaborative Motivational Coach to goals Digital
Generational Communication Turn-Offs Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veterans Baby Boomers Generation Xers Generation Y Millenials Profanity Slang Disorganization Disrespect for experience Brusqueness Not showing interest One-upmanship Politically incorrectness Schmoozing Using time poorly  Flashiness Corporate-speak Incompetence Bureaucracy Cynicism Sarcasm Unfairness Condescension
CityU Logo here
Six Item Highlights from  Data Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CityU of Seattle’s Employee Engagement Levels ,[object Object],[object Object]
Percent Favorable Best-in-Class – 90 th  Percentile in our database. Three Dimension Opportunities from Data Analysis
Ancillary Highlights ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Male vs. Female
AGE
Years of Service
Training and Development  Feedback sessions included the following types of comments: “ There is no training or development.  Orientation to company is great.  You learn about the benefits.  The training is fine when you first come here.  There are people here that help you out.  Once you are trained that is it.  It is pretty much it.”  Nine agreed. “ I don’t feel organization is committed to Training & Development.  I got some in my own department; but there is no institutional commitment to it.”  [10 of 11 Managers agreed] ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Drivers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Top 10 Influencers on Employees’ Overall Job Satisfaction/Engagement Determination of key drivers based on survey responses in our National Normative Database, representing over  2.2 million participants and 2,100 organizations.
Key Drivers of  Employee Engagement
Action Planning in Action Pro ®   Action Plan Preview
Action Pro ®  / Action Planning Process
Action Planning to Lowest Organizational Level
Submit  Action Plan to Supervisor & wait for approval Action Planning Process Meet  with your Supervisor to discuss Department Opportunities Global Opportunities for Senior Management Develop  Action Plan with Action Pro ® Implement  &  Communicate  Action Plan APulse : Measure Results Discuss /adjust  Action Plan with staff
Action Planning in 7 Simple Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Senior Management All Management
THIS ONE’S FOR YOU RYAN!     Go ahead and delete!
The Top Ten Ways To Create  a Magnetic Culture™:   A Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],©2007 HR Solutions, Inc.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Magnetic Culture™  Best Practices Tool Kit * Source: SHRM 2006 US Job Retention Poll Findings
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],©2009HR Solutions, Inc. 1  2006 SHRM US Job Retention Poll Findings
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],©2007 HR Solutions, Inc. * Washington State University Cooperative Extension Program and the Commuter Challenge.  “Recent Case Studies.”  20 July 2006,  http://www.teleworkarizona.com/pdf/wficasestudy.pdf
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Magnetic Culture™  Best Practices Tool Kit
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Magnetic Culture™  Best Practice Tool Kit 1 Norman Regional Hospital, Creating a Magnetic Culture Customer Service Brochure 2006
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Magnetic Culture™  Best Practices Tool Kit
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],Magnetic Culture™  Best Practices Tool Kit * Source:  The Gallup Management Journal ,
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object]
Magnetic Culture™  Best Practices Tool Kit ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Magnetic Culture™  Best Practices Tool Kit
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Magnetic Culture™  Best Practices Tool Kit
Key Retention Factors &  Best Practices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],Magnetic Culture™  Best Practices Tool Kit Employee Opinion Survey Items Pearson Correlation  OUTCOME VARIABLE:   Overall Job Satisfaction 1.00 Diverse customers (differences in race, gender, age, religion, sexual orientation, etc.) are treated fairly at this organization. 0.42 Diverse employees are treated fairly with regard to their career advancement at this organization. 0.41 Diverse employees (differences in race, gender, age, religion, sexual orientation, etc.) are treated fairly at this organization. 0.40
Creating a Magnetic Culture™  in the Workplace ,[object Object],[object Object]
Employee Engagement & Diversity Satisfaction
Creating a Magnetic Culture™  in the Workplace ,[object Object],[object Object],[object Object]
Questions / Comments  October 2, 2007 Thank You!

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Managing a MultiGenerational Workforce

  • 1. HR Solutions, Inc. and City University of Seattle Presents The Linkage Between Employee Engagement, Diversity & Satisfaction 71 st NWHRA Annual Conference and Trade Show Murat Philippe Principal Consultant October 2, 2009 Timothy Sprake HR Director
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  • 8. Outcomes Influenced By Employee Engagement Reputation Customer Satisfaction Absenteeism Retention Employee Engagement
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  • 12. Gender Quiz My job gives me the opportunity to do the things I do best. This organization provides me the opportunity to improve my professional knowledge. Senior Management of this organization is concerned about the employees. I have an opportunity to participate in decisions made by my supervisor that affect my work environment. All in all, I am satisfied with my job.
  • 13. Changing Priorities Age Group Importance (6=Most Important)
  • 14. Employee Engagement & Diversity Satisfaction % Favorable
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  • 17. Generational Retention Factors Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veterans Baby Boomers Generation Xers Generation Y Millenials Clear direction Professional standing/job status Stability and security Recognition Company reputation Collaboration Flexibility Development Fun Work & life balance Positive environment Recognition
  • 18. Generational Communication Preferences Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veterans Baby Boomers Generation Xers Generation Y Millenials Logical, linear History, tradition Long term goals Good grammar Conservative Personable Two-way Vision, mission Making a difference Information = reward Direct, straightforward No buzzwords Results-oriented Include benefits Electronic Positive Collaborative Motivational Coach to goals Digital
  • 19. Generational Communication Turn-Offs Source: Willa Starks, Parkview Health: The Cross Generational Workplace Veterans Baby Boomers Generation Xers Generation Y Millenials Profanity Slang Disorganization Disrespect for experience Brusqueness Not showing interest One-upmanship Politically incorrectness Schmoozing Using time poorly Flashiness Corporate-speak Incompetence Bureaucracy Cynicism Sarcasm Unfairness Condescension
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  • 23. Percent Favorable Best-in-Class – 90 th Percentile in our database. Three Dimension Opportunities from Data Analysis
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  • 26. AGE
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  • 30. Key Drivers of Employee Engagement
  • 31. Action Planning in Action Pro ® Action Plan Preview
  • 32. Action Pro ® / Action Planning Process
  • 33. Action Planning to Lowest Organizational Level
  • 34. Submit Action Plan to Supervisor & wait for approval Action Planning Process Meet with your Supervisor to discuss Department Opportunities Global Opportunities for Senior Management Develop Action Plan with Action Pro ® Implement & Communicate Action Plan APulse : Measure Results Discuss /adjust Action Plan with staff
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  • 36. THIS ONE’S FOR YOU RYAN!  Go ahead and delete!
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  • 55. Employee Engagement & Diversity Satisfaction
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  • 57. Questions / Comments October 2, 2007 Thank You!

Editor's Notes

  1. “ Brushing off the importance of workplace diversity is a thing of the past; this study provides ground-breaking evidence that diversity satisfaction is a key component of employee satisfaction.” -Kevin Sheridan
  2. BIC = Best in Class