Employee engagement-programs-zurich-november-2014
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Employee Engagement und Kundenzufriedenheit dominieren in diesem Jahr das Denken und Handeln der CEOs weltweit. Dabei spielt die Kultur eine zentrale Rolle. Einerseits ist diese leistungsorientiert, um Kunden zu gewinnen und zufrieden zu stellen. Deren Erwartungen gilt es zu erfüllen, ja über-zu-erfüllen. Andererseits ist diese darauf ausgerichtet, Talente zu entwickeln und an die jeweilige Organisation zu binden. Die CEOs fokussieren sich ggü. den Vorjahren mehr auf interne Stärken und damit auf organisches Wachstum. Auch Employee Engagement und Kundenzufriedenheit müssen sich an Wachstums- resp. Frühindikatoren messen lassen. Die Präsentation enthält diesbzgl. einige Hinweise und Handlungsempfehlungen.
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Employee engagement-programs-zurich-november-2014
- 1. BUSINESS IMPACT RELATIONSHIPSBETWEENLEADERSHIPDEVELOPMENT, EMPLOYEEENGAGEMENTANDBUSINESSPERFORMANCE
- 2. November 6-7, 2014 ZurichSTRIM GROUP OFCOMPANIESWHO WEARE Many years of experience as globally acting senior executivesin the design and implementation of strategies High qualityreferencesas executivecoacheswitha focus on sales, marketing, financeand HR -partlyin international environments Scientific foundation, balance ofinternal andexternalevidence due tovariousteachingand researchactivities Specialistsin SWPand(HR/ Workforce/Sales) Analytics– partlywiththeinvolvement ofOutsourcing Development ofinnovative businessmodelswitha constant viewon cultureand leadership Empathyin large organizations connectedwithdown-to-earth- nessandexpertisein execution(conventions) xxx November 7, 2014 2
- 3. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTLINKAGESTOBUSINESS IMPACT In accordance with: Nick Bontis und Jac Fitz-Enz, The Conference Board, Mark A. November 7, 2014 3 Huselid, Brian E. Becker, Richard W. Beatty, J.+P. Phillips Business Perfor- mance Resignation Risk R2=44,1% -0,372 Managerial Leadership Training Human Capital Relational Capital StructuralCapital Human Capital Effectiven. KnowledgeGeneration EmployeeSatisfaction EmployeeMotivation Value Alignment StrategyExecution* KnowledgeIntegration KnowledgeSharing Motivation Risk FailureandAvailabilityRisk Occupational SkillRisk Integrity Risk Alignment Risk 0,506 0,442 0,530 0,326 0,360 R2=68,2% R2=28,5% R2=28,5% 0,751 0,358 0,307 0,475 0,327 -0,337 0,439 0,456 0,429 0,394 0,430 0,285 -0,233 0,262 Retention ofKey People Human Capital Depletion EmployeeEngage- ment EmployeeBehaviorCustomer Impression Return on Assets Operating Margin Revenue Growth Customer Retention A compellingPlace toWork A compellingPlace toShop A compellingPlace toInvest Customer Service (Talent) Retention The GeneticCode ofHighlyEngagingCultures: EightElements
- 4. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTLINKAGESTOBUSINESS IMPACT–BACKUP 1/2 Business Perfor- mance Resignation Risk R2=44,1% -0,372 Managerial Leadership Training Human Capital Relational Capital StructuralCapital Human Capital Effectiven. KnowledgeGeneration EmployeeEngage- ment EmployeeSatisfaction EmployeeMotivation Value Alignment StrategyExecution* KnowledgeIntegration KnowledgeSharing Motivation Risk FailureandAvailabilityRisk Occupational SkillRisk Integrity Risk Alignment Risk 0,506 0,442 0,530 0,326 0,360 R2=68,2% R2=28,5% R2=28,5% 0,751 0,358 0,307 0,475 0,327 -0,337 0,439 0,456 0,429 0,394 0,430 0,285 -0,233 0,262 Retention ofKey People Human Capital Depletion EmployeeBehaviorCustomer Impression Return on Assets Operating Margin Revenue Growth Customer Retention A compellingPlace toWork A compellingPlace toShop A compellingPlace toInvest Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne November 7, 2014 4 Cascio and John Boudreau. P. 143 ff. EmployeeAttitudes GreaterEngagement GreaterJob Satisfaction GreaterProba- bilityofRetention 1.Job challengeandlearning 2.Climateofrespect 3.Autonomy 4.Work-lifefit 5.Economicsecurity 6.Supervisor tasksupport 1.Economicsecurity 2.Work-lifefit 3.Climateofrespect 4.Autonomy 5.Supervisor tasksupport 6.Job challengeandlearning 1.Economicsecurity 2.Work-lifefit 3.Job challengeandlearning 4.Supervisor tasksupport 5.Autonomy 6.Climateofrespect EffectiveWorkplaceDimensionsThatSignificantlyPredictedWork Outcomes Source: Investingin People. Financial Impact ofHuman ResourceInitiatives. Wayne CascioandJohn Boudreau. P. 146 GreaterEngagement GreaterJob Satisfaction GreaterProba- bilityofRetention 1.Job challengeandlearning 2.Climateofrespect 3.Autonomy 4.Work-lifefit 5.Economicsecurity 6.Supervisor tasksupport 1.Economicsecurity 2.Work-lifefit 3.Climateofrespect 4.Autonomy 5.Supervisor tasksupport 6.Job challengeandlearning 1.Economicsecurity 2.Work-lifefit 3.Job challengeandlearning 4.Supervisor tasksupport 5.Autonomy 6.Climateofrespect
- 5. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTELEMENTS OFENGAGEMENT CULTURE November 7, 2014 24 1 Alignmentofbusinessstrategy andengagementstrategy 2 An organizationalphilosophythat emphasizesa corepurpose 3 Formal programsandpoliciesthat drivetheengagementagenda 4 Open, proactive, leader-driven communicationaboutengagement 5 A workplaceandorganizational structurethatpromotescollaboration 6 A regularcadenceforassessment andfollow-up 7 Leaderswhoareexpectedand empoweredtobuildengagement 8 Demonstration ofthebusiness impactofengagement The GeneticCode ofHighlyEngagingCultures: EightElements EmployeeEngage- ment
- 6. November 6-7, 2014 Zurich EMPLOYEE ENGAGEMENT WHAT NOW November 7, 2014 25 82% of executives said that they have an engagement strategy in place of executives already focus on engagement for more than five years of executives (only!) link performance and results to engagement of executives indicated that one to three people were dedicated to engagement on a full-time basis 52% 49% 29%
- 7. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTDRIVERS OFENGAGEMENT November 7, 2014 26 Trust andintegrity Nature ofthejob Indiv. & companyperfor- mance Career growthoppor- tunities Pride aboutthecompany Coworkers/teammembers Employeedevelop- ment Personal relation- ships Pay fairness Personal influence Well-being
- 8. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTEMPLOYEESEGMENTATION Source: PwC. Managing people in a changing world. Key trends in human capital, a global November 7, 2014 27 perspective, 2010; TCB. Managing the Total Workforce. Bringing Contingent Labor …, 2013.
- 9. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTBUSINESS IMPACT November 7, 2014 28 Below Average Average Engaged HighlyEngaged ►Relationship between engagement and critical business outcomes is not understood ►Track record of ignoring engagement data and employee feedback ►Relationship between engagement and critical business outcomes is assumed ►Inconsistent track record of learning and creating change based on engagement data and employee feedback ►Relationship between engagement and critical business outcomes is explored on a regular basis ►Organization has a track record of learning and creating change based on engagement data and employee feedback ►Organization has a track record of improving performance and driving business results based on engagement data and employee feedback
- 10. November 6-7, 2014 ZurichEMPLOYEEENGAGEMENTCORE STATEMENTS Whenthesefour„conditions“ arein place, engagementbecomesa wayoflife: ►Senior leadershipactivelysponsorsemployeeengagementinitiatives. ►Itisactionandfollow-upthatcomesout ofthesurveyprocessthatmatters. ►Itisan ongoingbusinessprocessthatisownedbytheline. ►Engagedemployeeshavea „sharedbelief“ November 7, 2014 29
- 11. November 6-7, 2014 ZurichCONVENTIONS2015MOTTO: „ANALYTICS MEETSEXECUTION“ Talent Relationship Management: May 21 Human Capital Analytics: October15 Talent Relationship Management : June 11 Human Capital Analytics : October29 Talent Relationship Management : June 25-26 Human Capital Analytics : November 5 November 7, 2014 30
- 12. YOURCONTACTPERSON ►President and CEO at STRIMgroupAG in Zurich http://www.strimgroup.com ►Senior Fellow Human Capital at The Conference Board in New York http://www.conference-board.org ►Associate Professor at HTWG Constance / LCBS –MBA in Human Capital Management http://www.lcbs.htwg-konstanz.de ►Selected professional positions: ►Global Head of HR Analytics at Deutsche Bank AG, and ►Senior Manager hrsat PricewaterhouseCoopers AG. 845 Third Avenue New York, NY 10022-6600 Phone: +49 (0)172 7590 688 volker.mayer@conference-board.org Gütschstrasse22CH-8122 Binz (Zurich) Phone: +41 (0)43 366 05 58volker.mayer@strimgroup.com November 7, 2014 12