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Employee Engagement from Thom Wyatt, strategy director, Siegel+Gale
- 1. 1 Employee Engagement Harnessing brand toengage employees
- 2. 2 This evening • Employeeengagement • Diagnostics and best practices • Making it simple to innovate • Good networking, good food, good conversation
- 3. 3 Introductions • Name • Company • Role • What’s your engagement best practice?
- 4. 4 Engaged companies growprofits 3X faster than their competitors Highly engaged employees are 87% less likely to leave the organization A disengaged employee costs an organization approximately $3,400 for every $10,000in annual salary Why engagement matters
- 5. 5 Worldwide, only 13%of employees are engaged at work Source: Gallup, 2013
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- 9. 9 Let’s start by talkingabout purpose
- 10. 10 Source: Philips Work/LifeSurvey, 2013 79% of workers at the start of their career are willing to take a pay cut for a job that allows them to focus on meaningful work Let’s start by talking about purpose
- 11. 11 Simon Sinek |TEDx How Great Leaders Inspire Action
- 12. 12 The 65-year-old supermarketindustry is the last place to look for radical ideas about work and management. It’s a stumbling giant with shrinking sales, razor-thin margins, and chronic labor troubles. Supermarkets are about brawn not brains — it’s a business where every penny counts and double coupons qualify as a profound strategic innovation. Charles Fishman Fast Company
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- 15. 15 Whole Foods Health InsurancePlan Healthy Discount Incentive Program Total Health Immersion “Health care should not be only about containing costs — it should be about helping people lead healthy, vibrant, fulfilling lives.” John Mackey Whole Foods
- 16. 16 Personal + professionalenrichment + Healthy eating classes and cooking seminars + Green recycling classes + “Earn and learn” program + Specialized certifications: American Cheese Society Certified Cheese Professional + Produce Warrior Academy
- 17. 17 What other companies leadwith purpose?
- 18. 18 Let’s talk about employerbranding
- 19. 19 37% of employeesfrequently think about quitting their jobs Source: Kelly Services, 2012 Let’s talk about employer branding
- 20. 20 You have anemployer brand whether you’re trying or not. Cameron Bitten, Global Director, Marketing & Branding, American Express
- 21. 21 “We took thetime to go into the lab and lock the doors. We looked at the data; what did our employees prioritize? What made us a great place to work? Then we focused on how we could parlay that message into online channels to make others aware.” Cameron Bitten, Global Director, Marketing & Branding, American Express
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- 23. 23 Expanding into newchannels + Responsive + Access to 2.5+ million mobile users + One of the 5%
- 24. 24 The results Since websitelaunch, the site has tripled in traffic Applicants have quadrupled Life@Amex YouTube Channel attracted 100k+ views since launching in 2011
- 25. 25 Whose recruiting efforts doyou admire?
- 26. 26 Let’s talk about customerexperience
- 27. 27 Let’s talk about customerexperience Only 18% of companies use brand strategy as the source of customer experience Source: Forrester, 2014
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- 29. 29 On a missionto make flying special again
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- 35. 35 What’s your favorite exampleof a brand- led customer experience?
- 36. 36 Let’s talk about brand-ledinnovation
- 37. 37 44% of CEOssay developing an innovation ecosystem which supports growth is a priority for their organization Let’s talk about brand-led innovation Source: PwC’s Global CEO Survey, 2014
- 38. 38 Mark Parker President &CEO of NIKE, Inc. Innovation is not about creating for its own sake, it's about creating something better, designing with a purpose. Running is the heart and soul of Nike and it’s the birthplace of a constant stream of new innovations that will drive the company forward.
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- 41. 41 Nike equipment divisionprofit 2011 2012 -1% +18%
- 42. 42 How can your companymake it simple to innovate?
- 43. 43 How can your companymake it simple to innovate? Let’s compare your answers to the quant data.
- 44. 44 Characteristics of companieswhere it’s simple to innovate My immediate superior enables me to speak my mind It is easy to find the information that I need and share it with others at my workplace I have a good understanding of my company’s purpose I’m committed to my company’s purpose My workplace has an open floor plan I have a good friend at work Management has an open door policy
- 45. 45 The biggest differencesbetween ‘simple to innovate’ and ‘complicated to innovate’ My immediate superior enables me to speak my mind It is easy to find the information that I need and share it with others at my workplace People at my workplace are rewarded for coming up with new ideas People at my company get ahead based on how well they do, not office politics My workplace is quick to adopt the latest technology My supervisor ensures I have learning opportunities Management has an open door policy
- 46. 46 Clarity of purpose Openness Informationaccess and sharing Learning environment Recognize contributions Simple to innovate summary
- 47. 47 What can youtake into the office tomorrow?
- 48. 48 Employee engagement bestpractices + Model simplification and engagement behaviors
- 49. 49 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human
- 50. 50 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human + CEO engagement
- 51. 51 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human + CEO engagement + Collaborate – especially marketing, HR and internal comms
- 52. 52 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human + CEO engagement + Collaborate – especially marketing, HR and internal comms + Prioritize – 20/80 rule
- 53. 53 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human + CEO engagement + Collaborate – especially marketing, HR and internal comms + Prioritize – 20/80 rule + Low hanging fruit: recruitment, on-boarding and recognition
- 54. 54 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human + CEO engagement + Collaborate – especially marketing, HR and internal comms + Prioritize – 20/80 rule + Low hanging fruit: recruitment, on-boarding and recognition + Make the future tangible – help employees see a brighter future
- 55. 55 Employee engagement bestpractices + Model simplification and engagement behaviors + Make it human + CEO engagement + Collaborate – especially marketing, HR and internal comms + Prioritize – 20/80 rule + Low hanging fruit: recruitment, on-boarding and recognition + Make the future tangible – help employees see a brighter future + Diagnose, analyze and measure results
- 56. 56 What else ison your mind?
- 57. 57 Diagnose how brand can enhanceyour engagement
- 58. 58 The EnGage methodologyuses a segmentation matrix to understand employees’ mindsets, both stated and proven Spectators Know what the company stands for but are not strongly committed to it Masters Know what the company stands for and are strongly committed to it Disengaged Have relatively low knowledge or commitment to what the company stands for Apprentices Are strongly committed employees but have relatively low knowledge of what the company stands for 58 Knowledgeable Less Committed Committed Less Knowledgeable
- 59. 59 5 Daily EngagementQuestions + What did I do today to improve communication with my manager and peers? + What actions did I take today to learn and grow? + Whom did I thank today, and who recognized me? + Was I mindful today of our company’s long-term goals? + Today, how engaged was I at work?
- 60. 60 + Are employeesproud of your “who” and your “why”? + Are you looking to recruit a new generation of employees? + Do you have extensive employee turnover? + Is there a disconnect between your brand promise and what customers experience? + Is your brand delivered by franchises or third parties? + Is your success dependent on new product and service ideas? Diagnose how brand can enhance your engagement