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.
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
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