Transcript globOgift Business Solutions

Globoforce Presents a
Truly Global Discussion
on Employee
Engagement
Welcome
Globoforce is the leading provider of
worldwide, on-demand employee
reward & recognition solutions for
Global 2000 companies.
Derek Irvine, Globoforce, is Joined By:
Andy Parsley, GreenLion
David Zinger, Consultant
September 18th, 2007
Derek Irvine
VP of Marketing & Client Strategy,
Globoforce
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A seasoned management professional with
over 20 years experience working across a
diverse range of industry and clients.
International Management Consultant,
Marketer.
While working with Globoforce, Derek has
specifically advised clients including: IBM,
Wrigley, GE, Dow, P&G, Reuters in the
strategy & implementation of their global
reward and recognition programs.
Andy Parsley
Director and Founder,
Green Lion, UK
•Two-decades in advertising - Saatchi & Saatchi and
Omnicom groups.
•Founded Green Lion Insights and Solutions Ltd.
•Member of the UK’s Association for Qualitative Research
•Frequent contributor to BBC Radio News.
•Contributed to BBC TV's 2001 documentary series
“Predictions: The Future of Work”.
•With a forthcoming eBook “Unlocking the Power of
People: A Practical Guide to Employee Engagement”
discussing employee engagement, the future of it within the
workforce, and steps employers can take to encourage
employee engagement
David Zinger, B. A., M. Ed.,
Consultant and Presenter
•25 years experience in education and training.
•Employee engagement and leadership author with such
blogs as:
•Strength Based Leadership Blog
•Employee Engagement Blog
•½ of the Slacker Manager Blog – a blog with about 8300
subscribers.
•Delivered more than 1000 custom courses and seminars
including :
•strength based leadership
•employee engagement
•crucial conversations
•Instructed courses in Education Psychology and
Management at the University of Manitoba
•Developed two distant courses to teach adult educators for
Western Canadian Universities.
What is Employee Engagement?
“Employee Engagement is an ‘outcome-based’
concept. It is the term which is used to
describe the degree to which employees can
be ascribed as ‘aligned’ and ‘committed’ to
their organisation such that they are at the
most productive.”
~The International School of
Human Capital Management
-definition released in 2006
Employee Engagement Matrix
(Alignment vs. Commitment)
Adapted from – Journal of Applied Human Capital Management
Volume 1 No 1 2007
High
Alignment
X
√
X
√
√
X
X
X
Commitment
High
Employee Engagement is more than
Employee Satisfaction!
Northern Enlightened
Employee Engagement
Northern
Limestone Plant
Engagement for all is not
necessarily looking for
more discretionary effort
out of people, but for
“Authentic” effort.
Engagement benefits self,
organization and
community
Photo Credit: Northern Lights (Aurora Borealis) by Nick Russil
http://flickr.com/photos/nickrussill/146743083/
Attendee Survey Responses
In your opinion, are employee
engagement programs gaining
more executive “mind share” in
your organization?
Do you think an engagement
program would improve the
company’s financial bottomline?
Unsure
18%
Unsure
29%
No
18%
Yes
53%
No
0%
Yes
82%
The Service-Profit Chain
Employee
Retention
Internal
Service
Quality
External
Service
Value
Employee
Satisfaction
Revenue
Growth
Customer
Satisfaction
Employee
Productivity
Engagement
Customer
Loyalty
Profitability
Delivery
Outcomes
Why senior executives should care about
Employee Engagement– The ROE!
Gallup studies proved that corporations with
higher engagement levels generated:
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27%
50%
50%
38%
higher profits
higher sales
higher customer loyalty
above average productivity
*Gallup “Q12” Survey
The Engagement Dividend
A 15% improvement in levels of employee engagement
correlates with a 2% improvement in operating margin.
-Towers Perrin
What do Metrics Really Mean?
Metrics =
Score of past events
Insight =
Conversation about current
events and feelings
Satisfaction—feels good
Engagement—does good
Workplace Engagement
Leadership Matters!
If Your Manager:
Chances of being actively
disengaged:
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Primarily Ignores You
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40%
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Focuses on your Weaknesses
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22%
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Focuses on your Strengths
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1%
Leaders Take Note!
1.
Managers must:
a)
b)
c)
2.
Understand employee engagement
Acknowledge it is the biggest driver of organisational performance in
the 21st century
Recognize it’s their responsibility to deliver it.
Giving managers leadership skills so they can:
a)
b)
c)
Buy into the Vision and Values
Communicate the Vision and Values in a relevant, compelling way
Be consistent and authentic in living the Values
Demonstrating respect
4. Enabling personal improvement
3.
% Positive responses
Leadership and engagement
% Positive responses
Leadership and engagement
Many studies show these essential
pieces are needed too…
Know your workforce
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What satisfies and what dissatisfies. Take the
temperature of satisfaction often.
Build confidence
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In leadership & the strategy.
Inspire
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We all love to follow a vision.
Communicate Often
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Think about your employees like you would your
consumers. Think brand values, how to build and how to
communicate them.
Enhance “My Value”
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Help employees enhance their sense of “value”. Offer
new skills, ensure sense of purpose, build a learning
company.
Build an Appreciation Culture
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Remember to say “Thank You” often. Be seen to offer fair
and merit based total rewards programs.
Attendee Survey Responses
What role can a strategic recognition program (one that is
strongly aligned with your company mission and values) – play
in a successful engagement strategy?
Unknown
7%
Neutral
4%
Important
38%
Very
Important
51%
Recognition—An Important Piece
of the Puzzle
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Authentic recognition is
vital and key.
To recognize is to really
see and acknowledge
people.
Done well in a manner
that’s aligned to the values
of the organization, it can
be the Engagement
“Tipping Point”
Hi-Impact, Hi-Speed, Strategic Recognition
Great
Engagement
Requires
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Know your
workforce
Build confidence
Inspire
Communicate
Often
Enhance “My
Value”
Build an
Appreciation
Culture
Hi-Impact
Hi-Speed
Recognition
Hi-Impact Recognition
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Anchor with the corporate
vision & values
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Reward strategically
relevant behaviours and
results
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Brand it
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Promote and advertise it!
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Champions at senior levels
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Make showing
appreciation a MUST do
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Recognize many & often
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Measure, track, bring
accountability &
methodology
Recognition
Delivers
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Hi-Speed Recognition
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Recognize fast & timely
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Quick & simple to do
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Make it a daily topic
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Use technology to quickly
spot non/ reluctant
participants
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Live, real time data &
analysis
Results
Relevance &
Meaning
A conversation
started
Frequent
interaction with
this topic
Appreciation
Culture
Vision & Values
Understood &
Alive
Walk the Talk!
“Thank You” In Action,
Globally.
The Challenge
• 43,500+ employees
• 62 countries
• The company valued
recognition, but was running
100’s of different recognition
programs across the world.
• Dow’s vision was for one
consistent global program -- a
non-cash recognition program
that would have frequency of
awards and encourage a
recognition culture worldwide.
Must Haves:
• Grow an “Appreciation Culture”
• ‘Live’ the corporate values
• Fair offering globally
• Caters to global workforce
• Simple administration
• Excellent governance and reporting
• And for less money than before!
Strategic Recognition
Globoforce Success Story: Dow
Chemical
“Strategically aligned recognition drives the behaviors,
actions and results that lead to business success. At Dow,
people are recognized for their contributions. It is
important that everyone understand why recognition is
important, know how to recognize employees effectively,
and make recognition a part of every day.”
-Andrew Liveris, President & CEO,
Dow Chemical Co.
Effective Recognition Initiatives
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Reflects the values of the organization
 No Cash Incentives at a Not-forProfit
Flexibility allows each recipient a
choice they value
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No donuts for Dieters
No parking spots to bus riders
Recognition reinforces the “feeling of
value”
Timeliness is essential
Why Now? Why Engagement?
Retention
Recruitment
Generational Gaps
Talent Management
A New Kind of Benefit
“Brain Drain”
People Power…an untapped potential?
History…
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1st Improved Machinery
2nd Improved Processes
3rd Improved Information &
Quality.
…What’s the next
“Big Thing”?
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Our last organizational
resource…people!
Yes! It’s time to unleash the “People
Potential” in the 21st Century.
Questions?
If we don’t address your question today please feel free to email:
Globoforce
[email protected]
http://www.globoforce.com
Andy Parsley
[email protected]
http://www.greenlion.co.uk
David Zinger
[email protected]
http://www.davidzinger.com
Thank you for spending an
hour with us!
We hope you
enjoyed the
presentation.