Re Engaging The Disengaged March 2010
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A copy of a presentation from a conference seminar I gave as part of Tonkin Corporation\'s Annual Performance Management 3 Day programme in March 2010
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The document discusses six key factors for assessing an organization's health and success:
1. Success and reputation - how the organization defines and communicates success internally
2. Leadership - ensuring leaders communicate frequently and link actions to business conditions
3. Challenging work - ensuring employees' work is appropriately challenging through feedback mechanisms
4. Opportunities for growth - having promotion processes and celebrating promotions
5. Total rewards - communicating a philosophy around various reward programs, not just compensation
6. Sense of community - creating frameworks and culture to foster trust and common purpose among employees
The document advocates reviewing these factors, especially during economic uncertainty, to strengthen organizational foundations.
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Whom are we working
The document discusses who employees should really work for - the investors, customers, or themselves. It argues that while managers say customers come first, in reality they often prioritize investors. Truly focusing on creating value for customers and employees, like Zappos did through its strong company culture, can lead to exponential growth rather than just favoring investors in the short-term. The key is having independent programs that focus equally on all three pillars of investors, customers, and employees even during difficulties.
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- 1. Presented by David Fox Re-Engaging the Disengaged Review Act Create Assess
- 2. What are the comments you have heard employees or managers say about the past 18 months? Companies used the GFC to get rid of dead weight People have been forced to take what they are given The War for Talent is dead! The power shifted in favour of employers in terms of the labour market Companies have been using the GFC as an excuse not to give increases
- 3. What are people in your organisation saying now? “ What happened to our values?” “ As soon as I get a better offer I am out of here” “ So much for people being their most valued asset” “ I cant believe the way they treated so and so…” “ If they don’t give us increases this year there will be a riot”
- 4. What is actually happening now? What does this mean to your business and what risks does it pose? The whole of last year I saw maybe 6 adverts for HR coming through a week If people are hiring HR people, they are hiring others too On the 4 th of January 23 HR jobs came through…last week 35 Shares in SEEK have gone up 30% in the last 3 months….
- 5. Treat employees like they are just numbers and not worth much and they will leave your organisation. Will they? Hell yes, but what if they don’t leave physically? What if they stay and leave mentally or worse yet, stay and actively sabotage productivity in your business? First their own and then others. What if their negativity starts to infect other employees who are usually quite positive about your business but who find it hard to remain positive in the face of a constant onslaught of negativity from peers and managers? Any of your experiencing anything like this at all?