Find, build and keep great people – a sustainable approach … .ppt

doesbeingatopemployermakeadifferenceinemployeeengagement how andwhy topemployersarebuildinganoasisfortalent canada stopemployersmarch22 23 2007 2 whyareweallhere publicrecognitionofworkplaceexcellencebecausetheceosaiditwasimportantbecausepeoplemakethedifferencebetweensuccessandfailure 3 whybeonthelist easiertoattractgoodcandidatesmanagementandshareholderrecognitionofwhatyourhrprogramsareallaboutshowsyourcurrentandfutureemployeesthekindofworkplaceyouwanttobeorbecomeavisiblesignthathelpsshapeyourreputationasagoodemployerrecognitionthatyourinternalemploymentdealsupportsyourexternalcustomerbrand 4 whyceosareplacingtalentmanagementfrontandcentre aglobalplayingfieldisheighteningcompetitionforbusinessandtalentthecompetitionforleadershiptalentamongtopcompanieshasintensified andcompaniesarelookingatnewwaystoattractandretaintoptalent people driven enterprisesaresettingthemselvesapartintermsofoverallbusinessperformancewhiletheworld spopulationwillcontinuetogrow demographicprojectionspointtoacomingskillsshortageinsuchareasasmanagement customerserviceandresearch 5 organizationshaveidentifiedcriticalgaps inretainingcurrentleadersandgrowingfutureleaders developingexistingleadershiptalent attractingtherightleadershiptalent retainingtherightleadershiptalent engagingleadershiptalent identifyingexistingleadershiptalent deployingexistingleadershiptalent lackofleadershipcapabilityatseniorlevels leadershiptalentmanagementchallenges currentandfuture source 2006towersperrintalentmanagementsurvey 6 theworldinnumbers billionsofpeople percentageindevelopedworld 19 18 17 16 15 14 13 7 peoplesystemsandprograms employeebehaviour customerbehaviour financialperformance engagementvaluescustomerserviceproductivity operationaladaptabilityretentionlearning customersatisfactioncustomerloyaltycustomervalue roirevenuegrowthnetearningsstockperformance staffingcompensationbenefitspeopledevelopmentworkforcerelationsorganizationalmanagementworkenvironment leadingorganizationsmakethecriticallinkbetweenpeople programsandresults peoplesystems shouldstartfromandsupporttheorganization sspecificperformancegoals 8 towersperrinandcanada stop100sharetheviewthat employeeengagementisafundamentalmetricofcompany health andoftheday to dayworkexperienceincludingsuchameasureaspartoftheoverallassessmentofacompanyasaplacetoworkmakesgreatsensetowersperrinhasawell tested externallyvalidated andrelativelysimplemodelformeasuringengagement 9 understandingwhatengagementmeans howit smeasuredandwhatdrivesit wedefineengagementasemployees willingnessandabilitytocontributetocompanysuccess inlargepartbydeliveringdiscretionaryeffortonasustainedbasiswemeasureitusingnineitemsthatcaptureemployees emotionalandrationalconnectionstoworkrespondents scoresacrossallnineitemsdeterminetheirlevelofengagement high moderateorlowwederivethedriversofengagement theelementsoftheworkenvironmentthatinfluenceit viastatisticalanalysis 10 employeeengagementiscriticalindrivingthewaypeoplebehaveatwork icanpositivelyimpactquality icanpositivelyimpactcosts icanpositivelyimpactcustomerservice icanpositivelyimpactoverallprofitability icanpositivelyimpactrevenuegrowth source towersperringlobalworkforcestudy canada 11 moreengagedemployeesaremorelikelytostaywiththeorganization highlyengaged disengaged moderatelyengaged canadiandata source towersperringlobalworkforcestudy canada 12 operatingmarginwith5 10 15 changeinengagement changeinpeopleengagement current 11 4 5 11 8 10 12 2 15 12 6 fora 3bcompany that s 24 000 000 source towersperrin2003talentreport financialsareillustrativeanddonotrepresentanyspecificcompany 10 14 18 22 26 30 low high engagementindexscore revenuegrowth engagementindexscore 62 64 66 68 70 72 74 low high costofgoodssold sg a note employeeengagementstronglycorrelatedtointentiontostay intenttostay 19 21 23 25 27 low high employeeengagementandfinancialperformancearehighlycorrelated 13 thetop100employerspilotengagementsurvey 2006 sixorganizationsvolunteeredtojoinusforthepilotfromtheseorganizations wegathered1 667employeeresponsesasabenefitofparticipation eachorganizationreceivedareportoftheirindividualresultsaggregateresultswerenotreleased untilnow 14 howdidtheydo canadaworkforce top100applicants pilot high 17 disengaged 17 moderate 66 high 36 disengaged 6 moderate 58 15 whatdrivesengagementincanada canadaworkforcevs topemployerspilot2006 favourablescore 16 100 90 80 70 60 50 40 30 20 10 0 highfavourability higherimpactonengagement strengthofrelationshipbetweenitemandemployeeengagement favourable prioritizingbyrelationshiptoengagement highfavourability lowerimpactonengagement 15 28 25 10 39 18 increasing lowfavourability higherimpactonengagement lowfavourability lowerimpactonengagement 41 21 bestpractice diagnosingengagement 17 buildworkforceplansthatalignwiththelong termbusinessgrowthstrategy workforcerequiredtoexecutebusinessplan workforcecurrentlyinplaceandavailableinthemarket workforcedemand workforcesupply attractionengagementretention sourcing deployment peopleprocesses programs 1 2 3 identifykeydriverstoensureworkforcesupplyanddesiredbehaviours 4 aligntalentstrategyandoptimizeprocesses programs analyzebusinessplanstounderstandrequiredworkforce identifypotentialworkforcegaps businessplanandrequiredcapabilities bestpractice strategicworkforceplanning 18 understandemployeepreferencesto optimize roionyourtotalrewards keya optimalcostsavings therewardmixthatmaximizescostreductionwithaneutralimpactonemployeeengagementb optimalreallocationofcurrentinvestment therewardmixthatreallocatesthecurrenttotalspendacrossprogramsinawaythatmaximizesemployeeengagementc optimalinvestment therewardmixbeyondwhichtherearediminishingreturnsinemployeeengagement illustrative bestpractice op