amp up your impact

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Amp Up Your Impact

To access todays materials, please visit:

www.experis.us/materials

w our eam

A Strong Leader is the Best Determinant

of a Strong Team

Presented by:Michael Haid

SVP Talent ManagementRight Management

Amp Up Your Impact With Your Team

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Experis | Tuesday, February 21, 2012



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Additional Information

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Overview

The Human Age

Research Overview

Key Findings

Implications

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Best Practices

Discussion


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Meet Right Management Talent and Career Management experts

We lead in the creation and delivery of

innovative workforce solutions and services

that enable our clients to win in the changing

world of work.

Part of ManpowerGroup

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u

Serve 80% of Fortune 500 and 70% of Global 500


Why Focus on Developing Leadership Skills?Because Your Bottom-Line Depends on It

Your own leadership style can:

Improve engagement

Increase workforce productivity

Drive better business performance

Improved morale

Provide for higher retention

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Increase the firms ability toattract top talent

Increase levels of customer satisfaction


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A Shift in Perspective

Our employees are our greatest asset.

I say we sell them.

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Source: ahajokes.com


A New Era is Upon Us Entering the Human Age

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And now the

HUMAN AGE


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Talentism Replaces Capitalism

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Audience Poll

How often do you considerhow your own leadershipbehaviors impact your team?

o Constantly

o Occasionally

.

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Research Overview


Countries Surveyed

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15 COUNTRIES SURVEYED:

Australia China Germany New Zealand Sweden

Brazil Denmark India Norway United Kingdom

Canada France Japan South Korea United States


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Employee Engagement:

Four Factors, Two LevelsOrganizationEngagement

JobEngagementDimension

I am committed to doingwhat is required to helpmy organization succeed

I am committed to doingwhat is required toperform my job well

I am proud to work formy organization

I am proud of thework I do

I speak highly of myorganization's products

I would recommend my organ-ization to friends and colleagues

Commitment

Pride

Advocacy

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Overall, I am satisfiedwith my organization

as an employer

Overall, I am satisfiedwith my job

FULLY ENGAGED

Satisfaction

Key Findings


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Organization Engagement vs. Job Engagement

gaged

Benchwarmers

Base: 28,810employees

Star

34%

En

izationEngagement

Free Agents

9%

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Disconnected

50%7%

Not Engaged Engaged

Job Engagement

NotEngaged

Organ


Relationship between Immediate Managerand Employee Engagement

Percentage who view immediate manager

Engaged

74%

8%

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Not

Engaged

33%

33%

Favorable

Unfavorable


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How Immediate Managers

Can Drive Engagement1. Facilitates effective

discussions about m6. Leads by example

career development

2. Explains link betweenwork I do andorganizations strategy

3. Gives me the supportI need to do my job well

. rov es me won-going feedbackon my performance

8. Acts on my ideasand suggestions

9. Keeps me informedabout changes in my

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4. Has the skills to managechange effectively

5. Is good at developing people

organization

10. Asks me for feedbackon his/her performance

* In rank order


How Senior Leaders Can Drive Engagement

1. Effectively implement myor anizations strate

7. Communicate effectively aboutchan e in m or anization

2. Effectively communicatemy organizations strategyto employees

3. Value employees

4. Lead by example

8. Encourage feedback acrossmy organizations

9. Make decisions consistent withmy organizations strategy

10. Respond appropriately tochan in external conditions

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. mp emen c angeeffectively in myorganization

6. Behave consistently withorganization values

11. Have the capability to make myorganization successful

12. Ensure that projects are completed

13.Are visible to employees


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Audience Poll

Are these behaviors ones thatyou consistently exhibit?

o Yes, consistently and regularly

o Yes, for the most part

o No, far from it

o o.

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Driving Organization Performance

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Implications for Leaders


Effective vs. Ineffective Leadership

2 x more likely to have effective immediatemana ersBest

More than 3 x more likely to have effective seniorleaders than below average performers

Performingorganizations

3 x more efficient work processesEffective

ImmediateManagers

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Nearly 4 x more efficient processesEffectiveSenior

Leaders


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Ineffective

Effective vs. Ineffective Leadership

in the next 12 months

mme a eManagers

Have more than 3 x more employees intending tostay more than 5 years

EffectiveSenior

Leaders

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Organizations that have effective immediate managersand senior leaders have

more than twice the number of engaged employees

Best Practices


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Best Practice Recommendations

Senior Leaders Show that you value employees

Build a strategy reflecting core values

with which employees can identify

Implement the organizations

strategy effectively

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Implement organizational change effectively


The Leaders Role in Engagement

Communicate frequently, openly, and honestly

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The Leaders Role in Engagement Communicate frequently, openly, and honestly

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Communicate frequently, openly, and honestly

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The Leaders Role in Engagement Communicate frequently, openly, and honestly

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If your managerprimarily

ignores you

Your chances ofbeing actively

disengaged are

If your managerfocuses on your

weaknesses

Your chances ofbeing actively

disengaged are

If your managerfocuses on your

strengths

Your chances ofbeing activelydisengaged

are only

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40% 22% 1%


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Case Study

Situation:

career development identified as a critical driver for engagement

Approach:

Right CareerEdge promotes career development andself-directed learning

Separate delivery streams to meet unique needs of office-basedemployees and field-based employees in power stations

Customized website for assessments, workshop pre-work, career

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scuss ons an managemen

1:1 career coaching for employees and managers

Results: Employee engagement scores improved 46% over 2 years


Best Practice RecommendationsImmediate Managers

Facilitate discussions with employees about

Help employees understand the link between the

work they do and the organizations strategy

Provide employees with the support they need

to do their jobs well

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w v y

Focus on developing people


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Connecting People to the Business Do people understand what they do to:

Make the business successful?

Achieve the companys goals?

Uphold the brand promise?

Advocate for the or anization?

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If you stopped someone in the hall and asked them

what they do to make the business successful, whatwould they say?


Case Study

Past culture focused on technical excellence rather than

commercial strategy, efficiency and culture

Approach:

Developed an integrated behavioral change strategy to builda high-performing culture, including:

Regrouping - Realignment with the business strategy

Foundation for Change guiding principles, supporting behaviorsand culture surveys across 9 countries

Culture Change Employee Engagement Program

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Results:

Profit increase of 4.5 times in 2 years

Share price increased 2.5 times in 12 months

Clear and visible shift in culture and behaviors focusedemployee commitment on high-performance goals


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Questions Everyone will

the White Paper

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Thank You

Presented by:

Michael Haid

SVP Talent Management, Right Management

[email protected]

Moderated by:

36


ar ryerPresident, Shari Fryer & Associates

[email protected]

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