Employee Engagement Lunch and Learn Recap:Lunch and Learn Recap:Creating a Learning & Coaching Culture

Driving Employee Engagement & A Perform Culture

Looking to drive “Employee Engagement” and/or get managers/supervisors involved? Use Engagement Surveys. Fantastic way to get employees to voice ideas, concerns, and the survey findings can be used in “town hall” company meetings or lunch and learns to build agreement and a sense of urgency. p y g g g y Use the latest technology features at tools:

Employees at work want the same features they have at home. Use social media, collaboration, and other features. As appropriate leverage use by rolling out mobile and tablet solutions.

Better work processes make work culture better:Better work processes make work culture better: Clear Job ExpectationsAdvancement OpportunitiesSystematic communicationMore holistic understanding of job/fitBetter business relationshipsp

Creating a Learning, Perform Culture:A learning culture is where employees are engaged, questioning, continuously focused on process improvement.

A learning, perform culture has the following attributes and characteristics: E l•Employees are:

Active LearnersTake a role in their developmentRetain and implement new ideas

•Supervisors:Promote learningPromote learningLead by exampleInvolve others and are open to new ideas

Individual Performance Model

KNOWLEDGE, SKILLS AND ABILITIESKNOWLEDGE, SKILLS AND ABILITIES

Able to do “it”Able to do “it”

Wants to do “it”Wants to do “it”

Able to do itAble to do it

Knows what “it” isKnows what “it” isMOTIVATIONMOTIVATION PERFORMANCEPERFORMANCE

BehaviourBehaviour ResultsResults

EffortEffort DirectionDirection

Were Were consequences consequences

worth the worth the effort?effort? Allowed to do “it”Allowed to do “it”

ConsequencesConsequences

effort?effort?

CULTURECULTURE//STRUCTURESTRUCTURE

RealReal PerceivedPerceived

Building a Perform Culture

The Future of Work

Human Capital is the knowledge, skills, Top Ten Non-Financial VariablesHuman Capital is the knowledge, skills, abilities and behaviors that an individual chooses to invest in their work.

Top Ten Non-Financial Variables Considered by Analysts

1. Execution of corporate strategy

2. Management credibility3. Quality of corporate strategy4. Innovation5 Ability to attract and retain

“… people might be our most valuable asset, or our biggest liability!”

5. Ability to attract and retain talented people

6. Market share7. Management expertise

“People could be our only true competitive advantage, or our competitive disadvantage…”

“ success absolutely depends on the quality8. Alignment of compensation

with shareholder’s interests9. Research leadership10 Quality of major business

…success absolutely depends on the quality of our employees”

10. Quality of major business processes

Measuring Company Performance:Transition to Performance Measures

What gets measured and proactively managed gets improved.

From ToFrom… To...

Individuals Teams

Traits Targets

Behaviors Financial, Operations, & Job Results

Functional “silos” End-to-end team processes

Internally focused Customer-focusedy

Administratively based Culture/strategy-based

Supervisors 360º Feedback & Communications

27.04.2012 Stockham & Company

Supervisors 360º Feedback & Communicationsas sole raters

The Business Case for Employee Engagement

The Business Case for Employee Engagement:• Only 1 in 3 employees is engaged.• Greater than 80 percent of U.S. workers

are dissatisfied with their performance reviews.

• 4 out of 5 employees are not satisfied

The Bottom Line: Organizations that use Human Capital Management processes outperform the competition.

44% higher revenue growth4 out of 5 employees are not satisfied with the level of recognition they receive at work.

• Impact of a Perform Culture is nearly 4X revenue growth and 10X net income

26% higher revenue per employee 109% higher retention

revenue growth and 10X net income growth.

– Engaged employees are 2X more productive at work. Feedback and recognition further motivates

Disengaged Employee Engaged Employee

- Going through the motionsOften invisible

Emotionally Connected.

Overachieve– Feedback and recognition further motivates employees.

– Goal setting improves performance by 15 to 25% depending upon job type.

- Often invisible- Dutiful, but negative- Show up only for

check-ins- Negatively impact the

team

Overachieve. Discretionary Efforts. Love their jobs. Believe in their

employers’ goals. Positive influence onteam

- Don’t leave the organization

Positive influence on coworkers and department performance.

Evolution from Personnel to HR to HCM

PersonnelHuman Human

Personnel Resources Capital

Functions - Transactions - Compliance - Record Keeping

Functions- Advisory Services - Problem Solving - Operational Issues

Functions - Capacity Building - Identify Opportunities - Strategic Issues Record Keeping Operational Issues Strategic Issues

Financial Focus - Minimal Cost

Financial Focus - Cost Control

Financial Focus - Investment Analysis (ROI)

Key Strategies - Rule Knowledge - Process Efficiency

Key Strategies - HR Practices - Business Context

Key Strategies - Systems Thinking - Strategic Consulting Process Efficiency Business Context Strategic Consulting

Products/Services - Appointments - Pay Changes - Position Descriptions - Personnel Folders - Reports

Products/Services - Recruiting - Classification/Compensation - Performance Evaluation - Training Planning/Delivery - Position Management

Products/Services - Human Capital Planning - Talent Management - Leadership Development & Succession

Planning - Performance Culture- Reports

- Salary payments - Benefit information - Training Administration - Safety Inspections/Records

- Position Management- Information Systems - Employee Relations - Payroll - Risk Management

Performance Culture- Competency Systems - Work Environment Enhancement - Metrics/Standards - Change Management/Communications

Metaphor: Enforcer Metaphor: Business Partner Metaphor: Strategic Partner

Paradigm Shift: Technical Correctness Paradigm Shift: Improving Processes Paradigm Shift: Transformation

Why BullseyeEvaluation?

To Drive Performance To Drive Performance.

Today 1 out of 3 employees is disengagedToday, 1 out of 3 employees is disengaged.

CONFIDENTIAL AND PROPRIETARY INFORMATION

Simplicity

Highlights: Intuitive - Visual - One Page Evaluation Screen

CONFIDENTIAL AND PROPRIETARY INFORMATION

BullseyeEvaluation is a Paradigm Shift in F ilit tiFacilitating

Employee Engagementfor

Corporate Performance

Engagement Drives Performance.

Creates a Cycle of Productive Communications.

Facilitates Coaching & Mentoring.

Enables Strategic HR & Effective Talent Management.

Aligns Business Strategy with Execution.

Delivers Organic Revenue Growth.