engaging your employees through a compelling organizational vision

ENGAGE YOUR ORGANIZATION THROUGH YOUR ORGANIZATION’S VISION

Monthly Webinar Series

November 26, 2015

Copyright©2015, Talent Map. All rights reserved.

Webinar Agenda 2

Item Time (min) Who

Welcome/Introduction of today's topics

5 Mark

What is a ‘vision’

How it links to engagement

Steps you can take

5-10

5-10

5-10

Sean

Q&A and wrap up 5-10 Mark

Sean FitzpatrickCEO

Agenda

Mark JodoinVP Marketing

3Copyright©2015, Talent Map. All rights reserved.

TalentMap By The Numbers

• 15+ years in business• 1,000+ engagement survey projects • Hundreds of engagement survey projects annually• 1 million+ employees surveyed annually• Benchmarks by size, industry, geography and others• Products include standard and custom• Services include action planning

• Only 1 Focus


TalentMap: Survey Technology + Expert Advice


Some Of Our Associations / Partnerships


Sample Clients & Benchmark

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Professional Services Public Sector Healthcare Sector Private Sector Clients

Association / Not-for-Profit Sector

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What is a Vision?


Vision: Why Bother?• A good vision, mission, values and goals is capable of guiding

your everyday steps to achieving a great workplace – your ultimate “Coach”. At worst they create huge obstacles to success because they are confused, uninspiring and lacking in clarity – together they then become the Coach you need to fire ASAP.

Benefits of a good Vision• Speed up our decision making, • Know where to focus resources, • Be more efficient and• Ensure every action builds towards the future your designed.


Definitions – Vision, Mission…Vision: A short, inspiring statement of where you’d like to get to. It provides a unified direction for everyone in an organization and is a continual source of inspiration.

Mission: How you intend to get there by being the best at what you do. Your Mission is like an over-arching stretch goal that you aim to achieve over time which utilizes your organizational strengths.

Values: Guiding principles which affect how will behave every day on the way to fulfilling your mission. Usually 4-6 values or statements

Goals: Key benchmarks for achieving your mission (must include quantifiable targets). Usually next 3-5 years. Then broken up in to sub goals.

Just to clarify, some people use these definitions: “Vision” = “Purpose” and also “Mission = Purpose”; “Values = Guiding principles” and “Goals” = “Objectives or targets.”


A Company Vision Should Be:

• Massively inspiring• Overarching• Long-term• Driven by and evokes passion• Fundamental statement of the organization’s

• Values• Aspiration• Goals


Examples of Good Vision Statements• Walt Disney: To make people happy

• Nike: To experience the emotion of competition, winning and crushing competitors

• Les Mills International: Life-changing fitness experiences every time, everywhere


Vison, Mission… Drive Business Value

VISION + MISSION + VALUES + GOALS = THE ULTIMATE COACH TO ACHIEVE A GREAT WORKPLACE

Miller and Cardinal’s (1994) meta-analysis found that strategic planning affects firm growth and profitability. In particular, they found that:

• Planning performance link true for formal and informal planning.• Planning performance link even stronger in turbulent environments.• Firm size unrelated to effectiveness of planning.

13

Where/How/Why Is Vision Important To Engagement


Dan Pink RSA Animation of Pink’s Book https://youtu.be/u6XAPnuFjJc


Today’s Agenda 15

23% to 67% expect meaningful work


Sense of Purpose

• Millennials think the best leaders possess an overarching "sense of purpose,“

-Deloitte 2015 Study.


What Is Employee Engagement?Employee engagement is a strong emotional and intellectual connection that an employee has for their job, coworkers, manager and organization, that, in turn, influences them to apply additional discretionary effort to their work.

Head Heart Hands

LogicalCareer & Financial

Goals Achieved

EmotionalValues Align with Peers, Manager and Leadership

BehaviouralAmbassador, Initiative,

Persistence,


Engagement Index and Items +/- Previous

Period2013*

+/- TM Benchmark

-3 -5

-2 -5

-11 -10

-4 -3

+1 -16

-3 -2

-1 +5

Overall Engagement

I am proud to tell others I work for my organization.

I am optimistic about the future of my organization.

My organization inspires me to do my best work.

I would recommend my organization to a friend as a great place to work.

My job provides me with a sense of personal accomplishment.

I can see a clear link between my work and my organization's long-term objectives.

0% 20% 40% 60% 80% 100%

9

5

10

13

14

8

4

20

16

23

18

30

16

18

71

79

66

70

55

76

78

Unfavourable Neutral Favourable


Survey Questions - Vision


Sample Employee Comments on Vision

Articulate and Communicate a Clear and Compelling Vision“I can't say that leaders of the organization have painted a picture of the future of our agency. Most of their actions seem to be reactive to issues/funding changes that come up. It doesn't seem like there's a proactive approach to planning the future of the organization from my perspective.”

Decisiveness on Clear Priorities“Improve priority setting, as it seems everything is a priority.”


TalentMap High Engagement Work Practices


Connecting the Dots

Employee Engagement

Employee Productivity

Employee Retention

Discretionary Effort

Customer Value

Customer Satisfaction

Revenue Growth

Profitability


Identifying the Drivers of Engagement

The Y axis represents

engagement - score low to high

The X axis represents one of the 12 survey

dimensions score low to high

Each dot represents one

respondent


Importance to Engagement Vs. Delta to Benchmark

Organizational Vision

Organizational Lead-ership

Immediate Supervisor

Client Focus

InnovationTeamwork

Information and Communication

Work/Life Balance

Professional Growth

Performance Feedback

Work Environment Strong Engagement Driver

Weak Engagement

Driver

Worse Than Benchmark

Better Than Benchmark


Engagement Driver Analysis

25

#2 ORGANIZATIONAL VISION

#1 PROFESSIONAL GROWTH

#3 SENIOR LEADERSHIP

EmployeeEngagement

Hypothesized Drivers

COMPENSATION

WORK ENVIRONMENT

PERFORMANCE FEEDBACK

PROFESSIONAL GROWTH

WORK/LIFE BALANCE

INFORMATION & COMMUNICATION

TEAMWORK

INNOVATION

CUSTOMER FOCUS

IMMEDIATE MANAGEMENT

SENIOR LEADERSHIP

ORGANIZATIONAL VISION

Statistical Analysis


Drivers of Engagement From Overall Benchmark

Professional Growth 19.1%

Organizational Vision 12.6%

Senior Leadership 10.5%Innovation 8.8%Teamwork 8.6%Immediate Management 7.9%Compensation 7.4%Customer Focus 6.3%Work Environment 5.7%Performance Feedback 5.1%Information & Communication 4.2%Work/Life Balance 3.8%

Source: TalentMap’s Benchmark -based on over 1,000,000 employee response across 500+ organizations

27

Ways to Improve Organizational Vision


What Goes Wrong? The Pitfalls

• Benign neglect: management doesn’t understand employees’ need to be a part of the vision

• Impatience: an inclusive approach to vision-building can be costly and time-consuming

• Communication: the Vision stays on the top-floor – it’s not communicated well

• Alignment: strategies and processes aren’t aligned – so the vision becomes meaningless (in the employees’ eyes)

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Start from the Bottom-Up• Inclusiveness and Involvement is Key!• Already have a vision? Put it out for

comment

• Still Crafting or Evolving your Vision? Seek input

• Potential Methods:

• On-line forums• Townhalls (live or virtual)• Lunch/coffee chats• Any way you can start (and record) the

conversation

• Expect it to be agenda-driven, not necessarily with the high-level view.

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Photos taken from TalentMap Visioning Workshops


Visioning and Business Planning Workshop• 1-Day workshop which is

the culmination of the consultation phase

• 3 Phases: 1. Visioning Phase2. Goal and Objective Setting3. Action Planning

30


Important Elements of an Engaging Vision• Audacious

• Capitalizes on competencies

• Futurecasting

• Inspiring

• Motivating

• Purpose-driven:

“Your vision gives employees a larger sense of purpose, so they see themselves as building a cathedral instead of laying stones.”*

31


Futurecasting: Thinking “Back from the Future”• People generally have difficulty with projecting into the

future.

• So, get them to think in the past:

• “It’s 2017, think back on what your organization has achieved in the previous three years”

32


Don’t Try and Wordsmith in a Group

• Wordsmithing a vision statement in a group is time-consuming and frustrating

33


Express the Vision in Themes – in the Future State• In 2016, we believe DENVER* will:• Be recognized as:

• The Hub for Energy & Innovation• A model for advocacy and

relationship building, administrative efficiency and service delivery

• Have succeeded in changing policies and reducing protectionism, particularly in agriculture

34

• Have the highest client and stakeholder satisfaction among US posts; and,

• Be the “Go To” post and central gateway


Goal Setting and Action Planning• Visioning is about dreaming. But, we also need to bring it

down to earth.• The remainder of the workshop should be to:

• Identify goals and targets around key themes – always looping back to vision

• Develop action items and concrete plans to achieve

35


Communicating and Living the Vision• Including/involving employees in your vision is only Step 1• Must- communicate it widely: Reports, Presentations, Townhalls, Back of

business card, wallet cards, Posters/Frames, Strategy Maps, Videos, Podcasts, Stories

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Illustration by Bob Mack, Urban Design SystemsGraphic Recorder at a recent TalentMap Visioning Workshop


TalentMap’s Mission

TalentMap’s mission is to educate managers so that they Ask the ‘right’ questions, Analyze and understand data ‘correctly’ and Act on their results.

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• Slides and recording will be available on our website next week


Upcoming Talentmap Learning Sessions

Event Format Topic DateOMHRA (Ontario Municipal Human Resources Association)King City, ON

Conference The Future Of Workplace Harassment And Mental Distress Claims and How To Deal With Them

November 27

Conference Board of Canada

Conference Corporate Culture 2015: Aligning Culture and Strategy to Deliver Results

December 10-11, 2015

TalentMap Monthly Webinar Series

Live Webinar Turning Performance Feedback into Positive Employee Engagement

January 28, 2016

Conference Board of Canada

Conference Public Sector HR 2016Ottawa

February 23-24, 2016

TalentMap Monthly Webinar Series

Live Webinar Work-life Balance and its Impact on Culture: Confessions of a Reformed Workaholic

February 25, 2016

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Mark JodoinVP [email protected]

Sean [email protected], x500

THANK YOU!QUESTIONS AND DISCUSSION

mailto:[email protected]

mailto:[email protected]

• A key driver analysis is a advance statistical technique used to examine the relationships between different survey topics (or variables).

• A key driver analysis helps survey researchers find answers to questions• What drives my employees to be engaged? • What would cause them to leave the organizations? • What contributes to an employees propensity to value compensation over work-life

balance?• Which employee group is most engagement with their work and our organization?

• A Key Driver Analysis Explain and it can answer “What if?”

What is a Key Driver Analysis

engaging your employees through a compelling organizational vision

Recruiting & HR