Employee engagement is top of mind for the C-suite as a key factor to drive corporate business objectives and profitability, but what about leveraging engagement to manage risk? Gain insights into how human resources and risk management intersect with strategic and tactical approaches to reducing risk through talent acquisition, on-boarding, culture and HR policies. Presentation by: Amanda Ono, Director of Talent, Resolver Inc.

2. I am the Head of Talent at Resolver
@amandaono
amanda.ono@resolver.com

5. 1. Current State: How does your company drive
employee engagement?
2. Self-Rating: What percentage of your workforce
do you think is engaged (actively committed)?
3. Future State: What ELSE can your company do to
drive employee engagement ?

7. Employee Retention
*State of the American Workplace (Gallup, 2017)

9. Enthusiatically engaged
and committed
*State of the American Workplace (Gallup, 2017)

11. *State of the American Workplace (Gallup, 2017)

14. ✓ Highlight employee engagement as a foundational
tool for your ESRM strategy
✓ Learn core principles of engagement and how they
impact your strategy
✓ Practical tips on advancing strategy through people

19. ✓ ESRM is owned by all instead of a few
✓ Commitment to create the conditions for success
✓ Supporting and reinforcing resources are readily
available

22. Alignment Capability Resources Motivation
*Davey, Gore, & Parker, 2003

23. Alignment Capability Resources Motivation
How do I make
the org
successful?
Am I capable?
Do I know
what to do?
Do I have the
tools I need?
Am I
committed?

27. ▪ Employee Engagement Survey
▪ Regular health check
▪ Emphasis on transparency
▪ Focus on tangible actions

28. Leadership
▪ Core values
▪ Organizational strategy & impact

32. Management
▪ Communicate impact, daily
▪ Connection to wider organizational goals
▪ Creating a coaching culture

33. Reaction Time
Starting Ability
Acceleration
Maintaining Speed
Overcoming Deceleration
Conditioning
Nutrition
Mental Resilience
Mastery

34. ▪ Role Definition
▪ Hiring Process
▪ Talent Analytics

35. ▪ Training: mapping work related skills required for
success
▪ On-boarding: emphasis on time-to-productivity
▪ Training for knowledge: on-the-job, coaching, formal
▪ Coaching for mastery
▪ Performance Feedback

36. ▪ Systems
▪ Tools

37. Money
Status
Image
Purpose
Mastery
Empowerment
Impact

38. ▪ Purpose: Meaning beyond transaction
▪ Autonomy: Be self-directed, innovation and
engagement over compliance
▪ Mastery: Desire to improve skills
▪ Impact: My role and commitment matters
*Daniel Pink

40. Alignment Capability Resources Motivation
How do I make
the org
successful?
Am I capable?
Do I know
what to do?
Do I have the
tools I need?
Am I
committed?

41. Of the FOUR PILLARS:
1. Which pillar would have the biggest short-term
impact on your ESRM strategy?
2. Which would have the biggest long-term impact?
3. What steps could you facilitate to make the
change?

42. ▪ Highlight employee engagement as a foundational
tool for your ESRM
▪ Get excited about core principles of engagement
▪ Practical tips on advancing your ESRM strategy
through people

43. @amandaono
amanda.ono@resolver.com