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Kr be q engagement presentation rica viljoen 4 august 2016


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Knowledge Resources presentation by dr Rica Viljoen and Henk van Zyl on Engagement during the book launch of the first Employee Engagement book in South Africa, edited by Profs Nico Maartins and Hester Nienaber. An unique interplay of the multi-displinary fields IR and OD show how an symbiotic relationship can lead to efficient co-determination implemented in Interstate Bus lines. Spiral dynamics and the Benchmark of Engagement were utilised as underlying theory. Three chapters in the book are authored by dr Rica Viljoen which uniquely describe multi-cultural dynamics in relation to the capacity of the individual to engage, how group dynamics impact employee engagement and how the organisational dynamics manifest in the organisational gestalt that is either conducive or not for inclusivity.

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Kr be q engagement presentation rica viljoen 4 august 2016

  1. 1. Employee  Engagement A  multi-­cultural  approach The  Benchmark  of  Engagement   (BEQ) Dr  Rica  Viljoen Mandala  Consulting
  2. 2. I-Engage We-Engage They-Engage Assumptions About We Assumptions About They Assumptions About Me Respect Self  Regard Resilience Personal  Responsibility Corporate  Citizenship Support Leadership Alignment, Valuing  Diversity Accountability Trust Business  Orientation Adaptability  to  change Inclusivity Ethics Within  the  context  of  the  country: Constructs for the BeQ
  3. 3. 3 Re-­wiring  the  organisation  to  have  innate  momentum  to  perform  sustainably   Disconnected 30%-44% Apathetic 45-59% Involved 60-74% Engaged > 75% Vicious Cycle: Disengagement Absenteeism Staff Turnover Apathy Low morale Negative Behaviour Poor service delivery Incidents and accidents Virtuous Cycle: Unleashing voice Productivity Staff Retention Employee Satisfaction Creativity / Innovation Value based behaviour Customer Experience Safe behaviour Stakeholder Experience Human Energy in the System to perform
  4. 4. What makes the BeQ multicultural sensitive? Spiral  Dynamics  described  by  dr Don  Beck  Human  applied  as  Human  Niches  as   described  by  Dr  Loraine  Laubcsher
  5. 5. Theoretical Underpinning
  6. 6. The Ghana Case From: Peet van  Schalkwyk 
Sent: 14  March  2013  09:04  AM
To: Corporate   Head  Office
Subject: RE:  Use  of  BeQ  in  MENA  and  Eurasia  Region I fully support continuing with the BeQ in my region. I was exposed to this specific strategic organisational diagnostic tool since 2002 and I have seen the energy it can unleash! I am not an HR specialist but this tool allowed me to achieve record safe production in Mali and Tanzania. At Damang it was the vehicle I used to turn around a dying unsafe mine to give it 10 years more life with an unbelievable turnaround in safety behaviour, winning the Gold Fields Chairman Safety Award in 2008. Then at Tarkwa, I also managed to use this tool to get the employees to make a mind shift towards safe production, to the extent that Tarkwa received the Mine Inspectors Best Improved Mine Award. BeQ is a fantastic tool to change the people to enjoy journey to meet our operational challenges! Best  Regards Peet Van  Schalkwyk |  Executive  Vice  President  &  Head  of  MENA  &   Eurasia  |  Gold  Fields
  7. 7. Why it worked in Ghana • An  Organisational  Development  Approach  was  followed • It  was  used  as  diagnostic  – the  BeQ  was  used • As  many  people  as  possible  participate  – even  the  contractors • Everybody  that  participates  get  a  chance  to  co-­create  action  plans  on  how  to   improve  the  identified  issues • The  culture  in  Ghana  is  collective  – the  way  in  which  we  intervened  was  collective • Real  issues  were  identified  and  real  solutions  were  provided  so  processes  are   trusted  as  recent  post  modular  assessments  of  operational  leadership  programme   indicated • HR  was  trained  and  accredited  in  the  use  of  the  model,  skills  transfer  happened   and  they  were  very  involved • All  intervention  (few  and  focused)  specifically  addressed  development  spaces • Year  on  year  data  and  baseline  (longitudinal  both  qualitative  and  quantitative) • Integrate  issues  into  organisational  strategy • Integrated  in  HR  strategy • Driven  by  Strategic  HR  as  organisational  culture  form  part  of  organisational   transformation • Supported  by  Top  Management.
  8. 8. 9 • 82350  people  participated • 9 industries • Translated  in  8  languages • 6  Continentss • Overall  engagement  score  in  South  Africa  in  services  industries  – 61,25 • Leadership    Council  found  that  internationally  28%  of  talent  engage • Viljoen  (2015)  finds  that  in  emerging  economies  only  20%  of  talent  engage • Case  study  of  IBL  – Henk van  Zyl Some Statistics