Transcript The Improvement Imperative…One a Dime!

THE IMPROVEMENT
IMPERATIVE… ON A DIME!
Becky Bechtel
Air Products University – Global People College
March 16, 2010
Who Is Air Products?
• Global atmospheric, process and
specialty gases, performance materials,
equipment and services provider
• Serving industrial, energy, technology and
healthcare markets worldwide
• Fortune 500 company
• Operations in over 40 countries
• ~19,000 employees worldwide
• Known for our innovative culture and
operational excellence
• Corporate responsibility commitment
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December 2009
The Three Levels of Employee Engagement
An employee’s level
of engagement can
be understood by
examining which
factors affect the
individual’s
engagement at each
level.
Vision
Empowerment
Customer Treatment
“Inspirational”
Leaders have the greatest direct
impact on the work
environment…how an
employee is experiencing
engagement at
each level.
 Passion and Enthusiasm
Employee
Engagement
Career Growth & Advancement
Affiliation, Teamwork & Collaboration/Decision-Making
Role & Goal Alignment
“Emotional”
 Connection and Commitment
Safety and Security
Basic Compensation & Benefits / Work-Life & Flexibility
Treatment & Inclusion/Work Process/Training
“Rational”
 Security and Equity
Based on Intuit’s Employee Engagement model
One in five workers is giving full discretionary effort on the job
Four out of ten (38%) workers describe themselves
as disenchanted
Four out of five workers (80%) are enrolled – capable but not fully committed
The percentage of employees who believe
they can impact business metrics
(quality, service, innovation, cost, profitability, revenue growth)
increases along with their level of engagement
Companies with high employee engagement had a 19% increase
in operating income and almost a 28% growth in earnings per share
Towers-Perrin Global Workforce Study 2008
Top Ten Drivers of Employee
Engagement (Globally)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Senior Management sincerely interested in employee wellbeing
Improved my skills and capabilities over the last year
Organization’s reputation for social responsibility
Input into decision-making in my department
Organization quickly resolves customer concerns
Set high personal standards
Have excellent career advancement opportunities
Enjoy challenging work assignments that broaden skills
Good relationship with supervisor
Organization encourages innovative thinking
Towers-Perrin Global Workforce Study 2008
Common Senior Leader
Characteristics
Characteristics of the Engaging
Leader
GAPS
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Rational, analytical,
dispassionate
Directs, delegates, may
micromanage
Say it once and be
done
Uncomfortable with the
“soft stuff”
High ego needs
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Emotionally intelligent
Skilled communicator
Strong coaching
orientation
Ability to inspire others
Authenticity and
humility
Reduced budgets for L&D
Programs and L&D Staff
Increased # of clients for HR
Business Partners
Globalization
Attrition/Downsizing
Increased Spans of Control
Do More with Less
Constant Organizational
Restructuring
Partners in Development and Engagement
• Build Management
Skills
• Set context for learning
• Focus on what’s most
critical
L&D
HR
Manager
• Coach Managers
• Partner in development
discussions
• Provide guidance and
support to managers
• Focus on the high
impact activities
• Build your skills
• Allocate time for
employees
Learning –
Experience
Architect
Help employee
Assess
Development
Progress
Five Manager Roles & High Value Activities
Planning
Execution
Performance
and
Development
Strategist
Explain
Performance
Standards
Solutions
Enabler
Help employees
apply new
skills/knowledge
Teach new skill or
procedure
Create Individual
Plans
Give advice from
own experience
Learning –
Experience
Architect
Ensure projects are
learning
experiences
Provide
experiences that
develop
employees
Ensure Necessary
Skills/Knowledge
Evaluation
Opportunity
Broker
Help employee
find resources
Pass along job
openings
Pass along
development
opportunities
Honest
Appraiser
Give feedback on
personality
strengths
Give feedback on
performance
weaknesses
Give feedback on
performance
strengths
Average Maximum Impact of Role Activities on Employee Performance
12.8%
8.7%
19.4%
Engaging Managers as Agents of Employee Development 2003 Corporate Executive Board
10.9%
11.8%
Creating Conditions for ManagerEmployee Success
Environment
Infrastructure
• Manger-Employee
Relationship
• Commitment to Development
• Managerial Experience
• Learning Culture
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Processes
Tools and Resources
Incentives
Development Sources
Taking Action – Management Fundamentals
STARTING WITH THE BASICS AND BUILDING THE NETWORK*
Pre-work
And Pre-Start
Teleconference
0 Month
1 Month
Part 1
5 Day
Orientation
Workshop
Part 2
eLearning
Series
2 Months
Part 4
Capstone
Project &
Graduation
Part 3 Progress
Check
3 Months
Part 3 Progress
Check
6 Months
9 Months
Part 3 Progress
Check
18 Months
Part 5
Post-Program
Assessment
Air Products’ Management Fundamentals training program develops basic people management skills in cohorts of
16-20 participants and also helps build their networks and increase learning potential. Complete Program takes
place over 15 – 18 month period.
*Source: Air Products and Chemicals Learning and Development Roundtable Research
© 2007 Corporate Executive Board, All Rights Reserved
MFP – FY2009 Results…
Take-aways
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Majority of employee’s today want to make a strong contribution in
an organization that makes a difference in the world.
Discretionary effort is key to productivity
Manager’s can most affect discretionary effort (by as much as 30 40%!)
Managers are most effective when they can see the connection
between development and organizational success
Managers can successfully develop their employees without investing
significantly more time in additional responsibilities.
We can do our part by helping them build fundamental people
management skills, teaching them to fish…not fishing for them.