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Knowledge Café
How can we keep our employees engaged in their work, in the current economic climate?
Alex Wilson - BTSharon Darwent - BTDave Snowden – Cognitive EdgeDavid Gurteen – Gurteen Knowledge
“How can we keep our employees engaged in their work, in the current economic climate?”
We’re here to consider the question…….
By discussing, debating, sharing experience, learning…….
There are 90 people here today all with varied backgrounds, experience and perspectives
• Emphasis on debate, learning, sharing experience
• Building relationships across industries and companies – mutual support, ideas and learning
• Not a session for us to TELL you how BT does engagement
• Although, we will seed the discussion with ideas, examples and engagement practices
>100 years of experience in the room…
Welcome, introductions, agenda
12:00 Buffet lunch
13:00 Welcome & Introduction Alex Wilson
13:15 Engaging your Employees - Dave Snowden
14:00 The Knowledge Cafe by David Gurteen
14:30 Speed Networking
14:45 Knowledge Café – discuss, share learning
16:00 Close
Introduction Employee Engagement at BT
Alex Wilson – BT Group HRD
What employee engagement means to BT
Creating a climate where BT people are committed to the company’s success. Where they value, believe in and enjoy the work they do to help the company be successful.
An engaged person brings creativity, passion and energy to the job; they proactively drive change, deliver business results and infect others with their enthusiasm. They are achieving their full potential.
Why it’s important..
Engaged Employees• Generate 43% more revenue (Hay Group)• Disengaged workers costs the UK £44Bn a year (IES) and the
US $270 Bn - $343Bn (Gallup) in lost productivity • Have 2.7 sick days per year, rather than the 6.2 disengaged
employees take (Gallup)• Are 87% less likely to leave (Corporate Leadership Council)• 67% advocate their organisations; only 3% of the disengaged
do (Gallup)• 9 out of 10 of key barriers to successful change, people related
(PWC)• 59% of EE say “work brings out their most creative ideas” –
only 3% of disengaged agree (Gallup)
Engaged Employees
ImprovedPerformance
SatisfiedCustomers
BusinessResults
The global economic downturn is affecting people’s engagement
For most companies…• Rising concern about job security• Losing confidence and trust in senior leadership• Less clarity about future of the company• Less reward, less people, more stress• Productivity, morale declining• Pressure on middle management – making tough decisions• Could be a deferred retention issue (people leave when things
get better)
• In a recent survey 88% of BT people expressed concern about the economic climate
Strongly Disagree
Strongly Agree
Neutral
Agree
Companies are taking swift action to respond to the downturn
*2009 study by Hewitt and Associates covering 53 organisations, employing a total of 3.5 million people
How Companies are Responding to the Downturn
0% 20% 40% 60% 80% 100%
Reviewing compensation and benefitprogrammes & long term incentives - pensions
Combining these interventions with growthmeasures - opportunitistic hiring of top talent,
targeted leadership development and new
Finding productivity gains and closing downinterim work
Scaling down production capacity and reducingcost of overall headcount
A slowdown in the economy will have asignificant impact on the business results
Re
sp
on
se
Percentage Respondants
Challenges
• Retain and motivate best people • Need for focussed execution• Improved capability – change mgt,
leadership and talent, employee engagement
• Industrial action and disputes• Market perception – reputation and
brand. Need to sustain values when making hard choices
• Compliance with employment legislation
• Continue investing in the future
Leadership style is key
Great leaders strive in challenging times
• They make tough decisions with courage and speed • They adapt quickly, listening and learning from
feedback• They are confident, honest delivering clear and
consistent messages• They do what they say they will; make commitments
public and keep to them• They act as one team, speak with one voice• and have a relentless drive for execution
People Engagement is key
My Job
My Team
My Manager
Senior Leaders
Engaged Employee
Clear expectations of role Opportunities to learn, develop and
growHave the tools and skills I need
Authority to make decisionsCollaborate with others
Motivated to do my best work
Ideas and opinions countCommitted to do quality work
Learn from and respect others Support each other
Speed up and simplify the way we work
Helps me be the best I can beCares about me and gives
feedbackRecognises my best work and
contribution to the customer
A role model for collaboration
Clear sense of direction Confident about the futureCommunicate openly about
progress I’m involved in delivering the
strategy
Proud to work here Want to stay, satisfied
Advocate of the company
The Compan
y
How we’re improving engagement at BT
• More regular frequent feedback – New quarterly survey informs business strategy– Embedding engagement into business planning cycle – holistic – More comments and conversations
• Monitoring impact of change programmes more proactively– Better planning and line of sight– Change impact for key populations
• Leader led engagement programmes – Clarity around future direction– Building confidence and trust in leadership– Making leaders visible, accessible, public commitments– Developing leaders
• Next..– Enhancing the employee experience at key touchpoints –
recruitment, induction, transition etc.
Backup
The Global Economy is slowing down
World Economic Forum Feb 09
“The message from the Annual Meeting is that leaders must continue to develop a swift and coordinated policy response to the most serious global recession since the 1930s: global challenges demand global solutions”
BT like all companieshas been affectedby the financial crisis
Getting more for less
De-layering
Clear objectives and performance management
Modifyemploymentpolicies
Policy implementationTax and
pensions
Peformanceincentives
Headcount reduction
Dave SnowdenEngaging Employees
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