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Engagement and Future of Work
1. Engaged employees maintain stronger customer relations, with 98% considering communications and understanding of customers to be excellent. 2. Engaged employees have no intention of leaving the company, with 98% intending to stay long-term, whereas dissatisfied employees are more likely to seek other employment. 3. Engaged employees are more productive, with studies finding they are 50% more productive than non-engaged employees, and engagement leading to a 13% increase in productivity.
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Engagement and Future of Work
- 1. SD Worx ThesisAward 2011
- 2. Context | ... CONTINUOUS GLOBALISATION INDIVIDUALISATION HUMANISATION DEMOGRAPHICS CHANGE How can you make What really motivates How can you How can you How can you align your organisation every individual create commitment promote and retain your employees with and your employee? and solidarity? the talent in your your organisation’s employees more organisation? vision and productive? objectives? Engagement is a major key to future success
- 3. Context | Valuecreation Meaning Innovation Self development Continuity Employer Win-Win Sustainable Employee Recognition Productivity Results Passion in job Competitiveness Work-Life Balance Labor market Global Economy Individualisation
- 4. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
- 5. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Building teams, Mentor Optimising collaboration, UsingPilot participative decision-making, managing conflict Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
- 6. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Living with change, Pilot Thinking creatively, Mediator Creating change Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
- 7. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Understanding self and others, Mediator Communicating effectively, Coordinator Developing subordinates Productor Controller None — What roles are still too few in your organization for optimal performance?
- 8. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Visioning, Planning and goal-setting, Coordinator Designing and organising, Productor Delegating effectively Controller None — What roles are still too few in your organization for optimal performance?
- 9. Engagement, more thansatisfaction | 61% 22% 17% dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
- 10. Engagement, more thansatisfaction | 61% 22% 17% dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
- 11. Engagement, more thansatisfaction | Initiative people Organisational Value Transforming HR 61% Agile Step 2 Turn your employees into intrapreneurs who initiate change people (Re)vitalising HR Step Make your employees agile to 22% 1 Inflexible 17% cope with changes people dissatisfied satisfied engaged Employee Value Source: SD Worx – Engagement Study ©
- 12. Impact on Engagement| ... Job Esteem Opportunities for growth Scores items Mission, vision & strategy Culture Support Social environment Working conditions Comp & ben Job security Impact on engagement Source: SD Worx – Engagement Study ©
- 13. Engagement drivers | Satisfiedemployees Engaged employees Do what they are asked to do Voluntarily make extra efforts Fulfill expectations Are involved Are passionate Offer added value Satisfaction basics Engagement drivers
- 14. 1 Stronger customer relations Engaged employees maintain much better relations with your customers. They consider the communications with and understanding of customers to be excellent in no less than 98% of all instances. engaged 2% 98% satisfied 7% 93% dissatisfied 34% 66% Customer relations are rather bad Customer relations are rather good Source: SD Worx – Engagement Study ©
- 15. 2 Loyal builders of the future Engaged employees have no intention to leave the company. At the same time you ensure that your investment in your human capital bears profit in the future and that your organisation's continuity is assured. 98% Engaged 6% 2% 87% 17% Satisfied Intends to stay with the 3% organisation for a long, indeterminate period 31% 47% Dissatisfied 14% Is looking for another employer Is actively looking for another employer Source: SD Worx – Engagement Study ©
- 16. 3 Productivity Engaged employees perform better. Growth and engagement go hand in hand. Engaged employees are 50% more productive than colleagues who are +13% increase in productivity not engaged 40% 10% 50% 50% 10% 40% dissatisfied satisfied engaged
- 17. 4 Lower costs Engagement also offers advantages on the expenses side. Dissatisfied employees are absent twice as often from work as their engaged colleagues and have a substantially greater intention to leave the company. The costs of absenteeism and employee turnover are huge and therefore an even bigger reason to develop engagement. Sick leave Dissatisfied employees are sick twice as often as engaged employees number of sick days annually (short-term) 4.3 3.3 2.8 dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
- 18. 5 Innovation & optimisation Employee engagement drives innovation and optimisation. It is no surprise that in traditional organisations the number of engaged employees is 8 times less than in innovative organisations. Innovative organisation 7% 69% 24% Traditional organisation 47% 50% 3% dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
- 19. 6 Image & reputation And finally, engaged employees help you build your image. They will actively promote their organisation in their own surroundings. Organisation with 10% 68% 22% good reputation and image Organisation with 53% 45% 2% bad reputation and image dissatisfied satisfied engaged Source: SD Worx – Engagement Study ©
- 20.
- 21. Strength Based Workdesign Organisingwork matching individual strenghts and organisational objectives
- 22. Collaboration Amplifying collaboration by stimulating dialogue, interactionand knowledge sharing
- 23. A Future ofWork... | «Social Business» A business philosophy that emphasizes employee trust and autonomy as an alternative to hierarchical command and control management. Additionally, the philosophy views customers and business partners as trusted components of the organization, not as external constituents. The philosophy should be supported by appropriate organizational design, culture, business process, and technology strategies and investments.
- 24. Prof. Dr. LucDekeyser Frédéric Williquet Directeur Kenniscentrum HR Managing Consultant luc.dekeyser@sdworx.com frederic.williquet@sdworx.com @lucdekeyser @fredericw