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Stanley [email protected]
1-866-616-5552
Engagement / Alignment??What is it & Why Should we care……..
Defined:
Employee engagement is a combination of perceptions—including satisfaction, commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.”
Engagement / Alignment??What is it & Why Should we care……..
Defined:
Employee engagement is a combination of perceptions—including satisfaction, commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.”
50 % Spread in Performance Companies with high levels of employee
engagement improved 19.2% in operating income while companies with low levels of
employee engagement declined 32.7%. Towers Watson
Engagement / Alignment??Why Should we care……..
Wealth Creation
Earnings per share (EPS) growth of 89 organizations found that the EPS growth rate of organizations
with engagement scores in the top
quartile was 2.6 times that of organizations with below average
scores. Gallup
Engagement / Alignment??Why Should we care……..
Productivity
Engaged employees are
consistently more productive,
profitable, safer, healthier, and 87% less likely to leave
their employer.Corporate Leadership Council & Fleming & Apslund
Engagement / Alignment??Why Should we care……..
Safety
Those with engagement scores
in the bottom quartile averaged
62% more accidents.
Gallup
Engagement / Alignment??Why Should we care……..
Engagement / Alignment??~ Myths to Debunk
1. The Drivers are the Same across all Organizations
2. Engagement Drivers are the Same as Business Drivers
3. Employee Engagement should be ‘Maximized’
McBassi & Co
Engagement / Alignment??~ Myths to Debunk
1. The Drivers are the Same across all Organizations ~ They need to be set within the context of your “Main Thing”
2. Engagement Drivers are the Same as Business Drivers ~ They are very different from Business Drivers and need be integrated
3. Employee Engagement should be ‘Maximized’ ~ Engagement bears costs and needs to be targeted & optimized to your needs
McBassi & Co
Two Types of Engagement Drivers ~ Emotional & Rational
4 EmotionalEngagement
Workforce /Managers
“Extra”Discretionary
Effort
4 RationalEngagement
Intent toStay
HighPerformance
WorkforceRetention
Types ofEngagement
Outputs of EngagementAudience
Canadian Conference Board Research
Canadian Conference Board Research
Line of SightInspiring Vision
Goal ClarityTask Relevance
Access to InformationPerformance Indicators
Nature of WorkUnderstanding of passions
Sense of AutonomyDecision Making Authority
Sense of SecurityChallenging Work
DevelopmentSpecific Job Knowledge
Ongoing Performance FeedbackRecognition of CapabilityInput into Individual Plan
Defined Career Path
CareerOpportunities
Opportunity for PromotionPerformance/Compensation
AlignmentTools and Resources
Effective On-Boarding
Trustand Integrity
Values/Behavior AlignmentConsistent Communication
Sense of EmpathyOpenness to FeedbackStrong Follow-Through
Co WorkersMutual Trust
Open, Candid CommunicationSupport & Encouragement
Energetic Positive EnvironmentTeamwork & Collaboration
Pride in theOrganization
Organizational SuccessEffective Leadership
Efficient ManagementCommunity Involvement
Relationship withLeaderInspiration
Clear CommunicationCommitment to Diversity
Adaptable to ChangeResourceful
Predominant Engagement Drivers
(& What’s Measured)Emotional Drivers
Rational Drivers
Engagement / Alignment??So How do we get it……..How do we Measure it?
Engagement, Sustained Growth & Profit are delivered by creating alignment between “engaged” people, customers, strategy and process…….to Execute with Excellence.
Sustained Excellence emerges when all the key elements of a business are connected to each other & are linked to the marketplace.
George Labovitz ~ The Power of Alignment
How do I Align the Execution of my entire Organization with the Coherence of a Laser
Beam?
Key Business Elements Relation to Alignment & Creation of
Engagement
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
13
Align culture to StrategicVision
Communication Strategy
•
•
Training in response to arapidly changing operating
environment
•
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
14
Key Business Elements Relation to Alignment & Creation of
Engagement
Identify strategic initiatives
Align all work with strategic vision
Design of metric systems
•
•
•
Create a shared strategic vision
Deploy Strategy to enhance execution
Identify critical success factors
•
•
•
Identify competencies necessaryto achieve the strategic vision
Identify current competency levels
Design and deploy plans to “close the gaps”
•
•
•
Design and align reward and recognition systemsWith organizational goals and desired competencies
Design of metric systems
•
•
Core process identification
Process improvement
Design of metric systems
•
•
•
Identify critical “strategic”customers
Identify customer ‘delight’ factors
Gather “actionable” customer data and use it to deliver value
Design of metric systems
•
•
•
•
Align culture to StrategicVision
Communication Strategy
•
•
Training in response to arapidly changing operating
environment
•
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
15
Key Business Elements Relation to Alignment & Creation of
Engagement
Identify strategic initiatives
Align all work with strategic vision
Design of metric systems
•
•
•
Create a shared strategic vision for TEC-Canada
Deploy Strategy to enhance execution
Identify critical success factors
•
•
•
Identify competencies necessaryto achieve the strategic vision
Identify current competency levels
Design and deploy plans to “close the gaps”
•
•
•
Design and align reward and recognition systemsWith organizational goals and desired competencies
Design of metric systems
•
•
Core process identification
Process improvement
Design of metric systems
•
•
•
Identify critical “strategic”customers
Identify customer ‘delight’ factors
Gather “actionable” customer data and use it to deliver value
Design of metric systems
•
•
•
•
Align culture to StrategicVision
Communication Strategy
•
•
Training in response to arapidly changing operating
environment
•
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
16
Key Business Elements Relation to Alignment & Creation of
Engagement
Identify strategic initiatives
Align all work with strategic vision
Design of metric systems
•
•
•
Create a shared strategic vision for TEC-Canada
Deploy Strategy to enhance execution
Identify critical success factors
•
•
•
Identify competencies necessaryto achieve the strategic vision
Identify current competency levels
Design and deploy plans to “close the gaps”
•
•
•
Design and align reward and recognition systemsWith organizational goals and desired competencies
Design of metric systems
•
•
Core process identification
Process improvement
Design of metric systems
•
•
•
Identify critical “strategic”customers
Identify customer ‘delight’ factors
Gather “actionable” customer data and use it to deliver value
Design of metric systems
•
•
•
•
Align culture to StrategicVision
Communication Strategy
•
•
Training in response to arapidly changing operating
environment
•
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
17
Key Business Elements Relation to Alignment & Creation of
Engagement
Identify strategic initiatives
Align all work with strategic vision
Design of metric systems
•
•
•
Create a shared strategic vision for TEC-Canada
Deploy Strategy to enhance execution
Identify critical success factors
•
•
•
Identify competencies necessaryto achieve the strategic vision
Identify current competency levels
Design and deploy plans to “close the gaps”
•
•
•
Design and align reward and recognition systemsWith organizational goals and desired competencies
Design of metric systems
•
•
Core process identification
Process improvement
Design of metric systems
•
•
•
Identify critical “strategic”customers
Identify customer ‘delight’ factors
Gather “actionable” customer data and use it to deliver value
Design of metric systems
•
•
•
•
Align culture to StrategicVision
Communication Strategy
•
•
Training in response to arapidly changing operatingenvironment
•
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
18
Key Business Elements Relation to Alignment & Creation of
Engagement
Identify strategic initiatives
Align all work with strategic vision
Design of metric systems
•
•
•
Create a shared strategic vision for TEC-Canada
Deploy Strategy to enhance execution
Identify critical success factors
•
•
•
Identify competencies necessaryto achieve the strategic vision
Identify current competency levels
Design and deploy plans to “close the gaps”
•
•
•
Design and align reward and recognition systemsWith organizational goals and desired competencies
Design of metric systems
•
•
Core process identification
Process improvement
Design of metric systems
•
•
•
Identify critical “strategic”customers
Identify customer ‘delight’ factors
Gather “actionable” customer data and use it to deliver value
Design of metric systems
•
•
•
•
Align culture to StrategicVision
Communication Strategy
•
•
Training for Leadership & Chairs in rapidly changing operating
environment
r•
Strategy
People
Processes Customers(Members / Chairs)
LeadershipCulture
19
Key Business Elements Relation to Alignment & Creation of
Engagement
Alignment ~ It’s all about Measurement
How do you know if your aligned:
•Is the Strategy Clear, Well Communicated & Priorities Understood?•Are Leaders, Managers and Workers aligned to deliver ‘Exceptional’ Experiences?•Are Customers being delighted?•Do the processes work efficiently enough to be cost effective?•Do the people have training needs – individually or in aggregate?•Does engagement exist at every level, with “commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.” •Do I have a clear understanding of “engagement” and “business drivers” by each demographic?
How Can I Burn Through the Complexity?
DIAGNOSTICS SIMPLIFY COMPLEXITY
We need to see to align each of the organizational body parts
The 4 Steps to Align & Engage Organizations for greater profitability
24
Emotional Drivers ~ to identify areas for performance improvement
Operational Excellence ~ to identify operational improvements
Engagement Index ~ Overall Rating to measure Continuous Improvement
Rational Drivers ~ to identify the potential for turnover
Survey Construction[Based on ‘Your’ Main Thing]
25
Extraordinary Diagnostic AbilitiesThe Tools that Align!
Extraordinary Diagnostic AbilitiesThe Tools that Align!
Stakeholder Perceptions Learning Gaps Strengths & Development Needs
High Impact Priorities Most important
Needs by Country-Manager
Manager’s Needs
Detailed Analysis Comparisons
Live Demo
Alignment ~ What is it & Why is it critical
How well are you aligned:
•Is the Strategy Clear, Well Communicated & Priorities Understood?•Are Leaders, Staff & Chairs aligned to deliver ‘Exceptional’ Experiences?•Who are the Customers ~ Chairs…..Members…Prospective Members?•Do the processes work ~ Are they balanced between too light & too heavy?•How do I identify and plan for Chair training needs – individually or in aggregate?•Do I have a clear understanding of the needs – by demographics – of chairs and members?•Most importantly ~ what would the Customers [Chairs & Members] say and how does it impact attraction, retention and overall profitability and sustainability of TEC-Canada?
TEC – Canada ~ Our Value Proposition
1. Exceptional Leaders Focus on Professional & Personal Leadership Goals Trusted Peers & Exceptional Chairs Experience, Wisdom & Mutual Accountability
2. Exceptional Decisions Business Experts & New Learning Technologies to
hone CI & Intellectual Capital Clarity of Vision through knowledge & Best Practices Regional, National & International Opportunities
through Vistage’s community
3. Exceptional Results Sharpened competitive spirit, broadened network &
focus on measurable results
Stanley Labovitz
“Ultimately, if you want sustained growth & profit ~ you must create alignment between people, customers,
strategy and process.”
Questions & Next Steps