heavy engagement - · pdf fileheavy engagement: how individual ... scorecard tqm talent...

HEAVY ENGAGEMENT:How Individual Employees & Organization Build and Deliver Their Superior Performance

A Mixed Concept of Gallup, Hubert Rumpersad & Tony Buzan

3 Types of employees (GMJ, 2005)

EngagedNot Engaged

Actively Disengaged

Mind Mapping

Engagement Survey

HEAVY ENGAGEMENT: How Individual Employees & Organization Build and Deliver Their Superior Performance

7 Habits Six Sigma

Star CompanyStar People

Example

ENGAGEMENT

OrgInd

Mission

Vision

Key Roles

Personal CSF

Objectives

Performance Measures & Targets

Improvement Actions

Mission

Vision

Core Values

Organizational CSF

Objectives

Performance Measures & Targets

Improvement Actions

Confidential, #2

I. ENGAGEMENT

Confidential, #3

The Three Types of Employees

ACTIVELY DISENGAGED employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

NOT-ENGAGED employees are essentially “checked out”. They’re sleepwalking through their workday, putting time—but not energy or passion – into their work.

ENGAGED employees work with passion and feel a profound connection to their company. They Drive innovation and move the organization forward.

Confidential, #4

THE COST of DISENGAGEMENT

GMJ’sGMJ’s 2005 Q3 survey found that, of all US 2005 Q3 survey found that, of all US

workers 18 or older, about 23.3 million workers 18 or older, about 23.3 million -- or roughly or roughly

17% 17% -- are actively disengaged. Gallup estimates are actively disengaged. Gallup estimates

that the lower productivity of actively disengaged that the lower productivity of actively disengaged

workers costs the US economy about $370 billion workers costs the US economy about $370 billion

annually. annually.

24 billion US$ lost in the UK annually!24 billion US$ lost in the UK annually!

In a 2004 research by global HR Consultancy firm In a 2004 research by global HR Consultancy firm

SHL it was found that the cost of bad performance SHL it was found that the cost of bad performance

by employees costs as much as 24 billion US$ in by employees costs as much as 24 billion US$ in

the UK.the UK.

Confidential, #5

What Company Need are Engaged Workers

Economical potential: towards a learning organization�Typical benefits of TPS over time:

� > 20% lower costs of disengagement

� > 50% higher employee satisfaction

� > 20% higher labor productivity

- Work smarter instead of harder

- Improved motivation, enjoyment and inner involvement

- A real learning organization

Confidential, #6

II. PBSC

Confidential, #7

PBSCWhat?

Why?

Who?

When?

Where?

How?

Personal

Balanced

Scorecard

Confidential, #8

10 Reasons Why Kaplan & Norton’s BSC go wrong

1. Accounting approach with a systematic neglect of the human capital

2. Emphasis is mainly on financial indicators

3. No explicit link between shared ambition and specific organizational objectives

4. No explicit link between personal ambition and ethical behavior

5. No explicit link between personal ambition and shared ambition

6. Poor communication of new way of working by management

7. Insufficient employee support to work according to organizational performance indicators

8. Self learning and team learning are not stimulated, creation of fear & distrust

9. Too many objectives and performance indicators

10. Data on current individual and organizational performance insufficiently available

Confidential, #9

10 Reasons Why To Apply the Personal Balanced Scorecard

1. Self coaching and self management aimed at your maximum development and personal well-being and success, on your work as well as in your free time

2. Self learning & smarter working; formulating and implementing your PBSC result in a better self image and larger self knowledge

3. Ethical behavior, on the basis of the balance between your personal ambition and your personal behavior

4. More enjoyment in work & trust, as a consequence of the balance between your personal ambition and your shared ambition

5. As a result of this a reduction stress

6. Expel of fear within the organization

7. Balance between work and private life

8. Effective talent management as a result of the introduction of ambition meetings and integration of PBSC in the appraisal systems

9. Team learning via sharing each others’ PBSC

10. As an effective recruitment & selection instrument

Confidential, #10

ImprovingDevelopingLearning

TOTAL PERFORMANCE SCORECARD

Personal BalancedScorecard

TQM

Talent Management

OBSC

Confidential, #11

TPS Create a Foundation for Effective Talent Management

PBSC

PBSCImplementation

based on the cycle PDAC Cycle

OBSC

Aligning Personal Ambition with Shared Ambition

Talent Management

Self-learning, Self-management, Self-development, Self-coaching for

Managers & Employees

Step-by-step increase of awareness, enjoyment, fun and creativity, based on the Plan-Do-Act-Challenge (PDAC) cycle

Formulating the OBSC & Cascades to Bus, Depts, Teams, & Individuals’

Performance Plans

Aligning Personal Ambition with Shared Ambition in order to stimulate inner involvement and realize the “best fit” between employee & organization

Managing and utilizing the talents within the organization effectively and creating

human capital

Confidential, #12

Missing Links in Management

PA

PBPA

PB

Personal Balanced Scorecard

PA

SAPA

SA

Corporate BSC

Business BSC

Team BSC

Individual Performance Plan

Job-oriented Competencies

“The Missing Link”

Concordance between Personal Ambition (PA) and Personal Behavior (PB)

“The Missing Link”

Concordance between Personal Ambition (PA) and Shared Ambition (SA)

Confidential, #13

PA

PBPA

PB

Personal Balanced Scorecard

PA

SAPA

SA

Corporate BSC

Business BSC

Team BSC

Individual Performance Plan

Job-oriented Competencies

Plan

DoAct

Challenge

ResultPlanning

CoachingAppraisal

Talent Development

Concordance between Personal Ambition (PA) and Personal Behavior (PB)

Concordance between Personal Ambition (PA) and Shared Ambition (SA)

Progression Meeting (formal)SA = Shared AmbitionPA = Personal AmbitionPB = Personal Behavior

Confidential, #14

Personal Mission, Vision & Key Roles

Personal CSF

Personal Objectives

Personal Perf. Measure & target

Personal Improvement Actions


Personal CSF

Personal Objectives



Financial Perspective

Knowledge & LearningPerspective

External Perspective

Internal Perspective

ResultPlanning

CoachingAppraisal

Talent Development

Plan

DoAct

Challenge

Plan

DoCheck

Act

Communicating & Linking

Developing& Learning

ImprovingContinuous Process Improvement

Continuous Personal Improvement

Confidential, #15


Personal CSF

Personal Objectives




Personal CSF

Personal Objectives







ResultPlanning

CoachingAppraisal

Talent Development

Plan

DoAct

Challenge

Plan

DoCheck

Act





PERSONALBALANCED SCORECARD

ORGANIZATIONALBALANCED SCORECARD

Confidential, #16


Personal CSF

Personal Objectives




Personal CSF

Personal Objectives







ResultPlanning

CoachingAppraisal

Talent Development

Plan

DoAct

Challenge

Plan

DoCheck

Act





Align Your Personal Ambition with Your Personal Behavior

Align Your PersonalAmbition with YourOrganizational

Ambition

Confidential, #17

Personal Mission

Personal Vision

Personal Key Roles

Personal CSF

Personal Objectives

Personal Perf. M & T

Personal Imp. Action

Who Am I? (Being)

Where Am I Going? (Becoming)

What Type of Relathionship Would I Like to Have with Others?

Which Factors Make Me Unique?

Which Results Do I Want to Achieve?

How Can I Measure My Personal Results?

How Do I Want to Achieve the Results

PERSONAL BALANCED SCORECARD

Confidential, #18

PERSONAL BALANCED SCORECARD

1.Financial: Financial stability. To what degree are you able to fulfill your financial needs?

2.Customer (External): relations with tour spouse, children, friends, employer, colleagues, and others. How do they see you?

3.Internal Process (Internal): your physical health and mental state. How can you control these in order to create value for yourself and others?

4.Knowledge and Learning (Learning & Growth): your skills & learning ability. How do you learn, and how can you remain successful in the future?

Confidential, #19

Personal Mission

Personal Mission & Vision

Personal Key Roles

Personal CSF

Personal Objectives



Confidential, #20

Personal Mission


Personal Key Roles

Personal CSF

Personal Objectives



Who am I?

What is my philosophy of life?

Why am I on this earth?

What are my overall life objectives?

What do I live for?

What are my deepest aspirations?

Why do I do, what I do?

What are my unique talents?

Where do I stand now?

What are my core beliefs?

Confidential, #21

Personal Vision


Personal Key Roles

Personal CSF

Personal Objectives



Where am I going?

Which values and principles guide my way?

What do I want to help realize?

What do I want to achieve?

What are my long-term intentions?

What is my ideal?

What do I stand for?

What do I believe in?

Which contribution to society do I strive to make?

How do I want to distinguish myself in society

How do I see myself?

Confidential, #22

Personal Vision

The Personal Vision of Bill Gates

“A PC on every desk and in every home”

The Personal Vision of Henry Ford

“I will build a motor car for the great multitude…constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise…so slow in price that no man making a good salary will be unable to own one-and enjoy with his family the blessing of hours pleasure in God’s great open spaces”

Confidential, #23

Key Roles


Personal Key Roles

Personal CSF

Personal Objectives



1. Your key roles regard the way you wish to fulfill different roles in your life, in order to realize your personal mission and vision.

2. What type of relationship would I like to have with my friends, family, neighbors, and others?

3. Personal mission, vision, and the key roles form “constitution” on which your life and behavior are based.

Confidential, #24

Personal Ambition

Personal Mission

• Enjoy the freedom to serve others and to create a world of love and empowerment

Personal Vision

I want to fulfill my mission in the following way:

1. Earning respect of my customers, colleagues, friends and loved ones

2. Continue to look for challenge in my work, accept them and enjoy doing so

3. Help organizations to be successful

4. Continue to further develop my skills & competencies, and learn continuously

5. Always listen to my inner voice and not act in conflict with my conscience

6. Continue to increase my inner strength and keep this in balance with my physical health

7. Achieve financial security

Confidential, #25

Personal Ambition

Key Roles

• In order to achieve my mission, the following key roles have toppriority:

1. Spouse: A maximum fulfillment of what is important for her, based on love, faithfulness, support and unconditional trust

2. Father: Be an example so that they treat themselves and the people around the with respect and give them the ability to makethe right choices and take decisions

3. Consultant: Competent, honestm co-operative, involved supporting

4. Fellow man: Give and receive trust

Confidential, #26

Maintain a monthly budget

Increase of minimum 5% per year

Income & expense ratio

Manage expenditures

Decisive action regarding sales activities.

Act more proactively by being attentive of trends & developments

Maximum 1 month

Period between two assignments

Continuity of assignments via own consultancy

Improve acquisition skills.

More effective use of network

Minimum of $ 750,000 per year as from 2006

Turnover own consultancy

Financial healthyFinancial Security

Improvement Actions

TargetsPerfomanceMeasures

ObjectivesCSF

FINANCIAL

Confidential, #27

Be patient, interested and encouraging

At least 1 hourTime spend everyday with the children

Be a good father

Share all challenges, problems, ideas, successes with my wife

At least one everyday

Number of good conversations

Be a good husband

At least once a week a group brainstorm session

At least 4 per yearNumber of key innovations a year

Delighted customers

I will show more respect for my customers

At least 95% within the agreed deadlines

Delivery reliability of my services

Obtain customer trustEarning the respect of my customers, colleagues, friends and loved ones

Improvement Actions


ObjectivesCSF

EXTERNAL

Confidential, #28

Be patient, interested and encouraging

Weight loss of at least 12 kilo

WeightBe physically strong and fit

At least 4 times a year a 100 km bicycle trip

Golf once a week

Decrease body fat of 47% to 29% per may 2006

Physical fitness

Breathing and meditation exercise, improve self discipline

ContinuouslyLevel feeling at ease and relaxed

Control my emotions> 90% of the timeLevel of well-beingBalance between my IQ and EQ

Continue to increase my inner strength and keep it in balance with my physical health

Improvement Actions


ObjectivesCSF

INTERNAL

Confidential, #29

Plan studies and measure progress

10-15 per yearNumber of study days

Knowledgeable

Document the lerningmoments

At least one per week

Number of learning moments

Structure creative thinking process, mind mapping, etc More proactive and result focused

At least 1 great new idea a week

Number of great ideas

Be creative

Make study plans latest 1-1-2006

Start with graduation paper per 1-5-2006

Graduation latest December 2006

PhD graduationGraduateContinue to increase my knowledge and skills and continue to learn

Improvement Actions


ObjectivesCSF

Knowledge & Learning

Confidential, #30

Plan

DoAct

Challenge

Formulate/update your PBSC, focusing on your job and your free time

Accept larger challenges by selecting a more difficult improvement action in line with your improved competencies and get on with it

Check if the improvement action is working and take action when it is not.

Develop your competencies to achieve the target you selected

Start with a simple objective with its corresponding improvement action

Choose a person you trust

Be committed and determined in the execution of your improvement action

Ask for feedback

Step b

y step

increas

e of

awaren

ess,

joy, fu

n,

learnin

g &

creativ

ity

Confidential, #31

Exercise

Draft a statement of your Personal Ambition

• Draft a related statement of your personal vision

• Make sure that 4 perspectives are included in your personal visions

• Formulate your key roles

• Start with your personal mind mapping

Homework:

• Finalize your PBSC, implement this according to the PDAC cycle

• Ask feedback from a trusted person

• Start with reflection, yoga, meditation, use the ambition questions

• Meet with your trusted mentor regularly, listen to him/her, and take his/her counsel

Confidential, #32

Align PA with PB

PA

PBPA

PB

Conscience

Inner peace

Charisma

Credibility

Energy

Ethical Behavior

Visible Behavior PatternsPresent Way of Acting

Invisible Behavior Patterns

Higher Level of Consciousness

Personal Intentions, Identity, Ideals, and values

Personal Driving Force

Self-Image and Self-Knowledge

Confidential, #33

Align PA with PB

Align your personal ambition with your personal behavior

Is there consistency between what I am thinking and what I am doing?

How do my ideals, ambitions, intentions, needs, and deepest desires fit my present actions?

Do I act in accordance with my personal ambition?

Your thought/personal ambitions & your practices must be the same

When people find harmony between their PA & PB, they will not come into conflict

with their own conscience

Confidential, #34

The best way to look at success is to ask:

Have I followed my conscience?

Have I given my best effort?

Have I done what was right?

Have I learned from my effort

Confidential, #35

The Credibility of People Depends on the Followings:

Trustworthy people practice what they preach

They keep their word

Their actions match their words

They suit the action to the world

They keep their promises

They do what they said they would do

Confidential, #36

III. MIND MAPPING

Creative Minds

Confidential, #37

What is mind mapping?

Developed in the 1960s by Tony Buzan to help students make notes by using keywords and images.

Non-linear thinking and associative memory

Visual brainstorming tool.

Use connections between keywords to map knowledge to help improve understanding and recall.

Aids high level and critical thinking.

Confidential, #38

A Mind Map is a powerful graphic technique which provides a universal key to unlock the potential of the brain

It harnesses the full range of cortical skills – word, image, number, logic, rhythm, colour and spatial awareness – in a single, uniquely powerful manner. In so doing, it gives you the freedom to capture the infinite power and creativity of your brain.

The Mind Map can be applied to every aspect of life where improved learning and clearer thinking will enhance your productivity

Confidential, #39

Definition of a mind map

Confidential, #40

What’s it used for?

Organising thoughts and ideas

Lecture notes

Writing

Knowledge bases

Problem solving

Etc

Confidential, #41

Confidential, #42

How to do a Mind Map

Start with main idea at the centre of the page.

Think quickly and non-linearly

Use keywords

Point out relationships between concepts with lines.

Colour-code related concepts.

Use images

Confidential, #43

Mind mapping guidelines

These are the foundation structures of a Mind Map, although these are open to free interpretation by the individual:

Start in the centre with an image of the topic, using at least 3 colours.

Use images, symbols, codes and dimensions throughout your Mind Map.

Select key words and print using upper or lower case letters.

Each word/image must be alone and sitting on its own line.

The lines must be connected, starting from the central image. The central lines are thicker, organic and flowing, becoming thinner as they radiate out from the centre.

Make the lines the same length as the word/image.

Use colours – your own code – throughout the Mind Map.

Develop your own personal style of Mind Mapping.

Use emphasis and show associations in your Mind Map.

Keep the Mind Map clear by using Radiant hierarchy, numerical order or outlines to embrace your branches.

(See: BUZAN, Tony. The Mind Map Book. Chapter "Mind Mapping Guidelines").

Confidential, #44

Why use software?

Confidential, #45

Example of a mind map created with software

Confidential, #46

Examination of some mindmapping software

Inspiration

Mind manager

Mindgenius

Freemind

Confidential, #47

Inspirationmostly used for teaching

Confidential, #48

Mind managerBusiness class software

Confidential, #49

MindgeniusEconomical personal solution

Confidential, #50

FreemindOpen source software

Confidential, #51

Using Mind Map to Deploy PBSC

BIMA 2009

Visi

Value

Mulakno Mesti Terus Memperbaiki Diri Menuju Insan Kamil

Terus menerus berbagi kebahagiaan pada sesama

Berbakti kepada Tuhan, Bangsa dan Negara

Melalui

Mbot Gawe sing Cerdas

Ora Lali Ngibadah lan Tobat

Kerjo Bebarengan, Berjama'ah Broer !

Peran Kunci

Kepala Rumah Tangga

Profesional

Pendidik

Murid

Hamba Gusti Alloh Menjalankan Aqidah & Syariah dalam Pluralisme

Menjadi Contoh, Teladan dan Inspirasi

Setia pada Profesi

Menjadi Fasilitator untuk Maju

Senantiasa Belajar dan Meningkatkan Kapasitas Diri

Anggota Komunitas Berpartisipasi dan Mengabdi

Integritas, Sabar lan Welas Asih

Respect to others, Berani, Tabah dan Rendah Hati

Kerjo Keras, Full of Never Crack Under Pressure

Personal Objectives

Effective Sholat & Yoga

Olah Raga Teratur

Tabungan & Investasi Bertambah

Pendidikan S3 Terselesaikan Sebelum 2007

Investasi Konvensi National & Training 4x Setahun

MisiSalah Sijine Wong sing Urip Tentrem, Bahagia Ndonyo lan Akherat

Core Competence

Improvement ActionImplementasi TQM & Kaizen dalam diri

Implementasi BSC dalam diri

Implikasi TPM dalam diri

Aplikasi Six Sigma dalam diri

Investasi & Mbaca 5 Buku per bulan

Nambah Kanca & Sedulur

Good Result of Yearly Appraissal

Mengajar 1-2 Bulan Sekali

Consultant

Combat Managerial & Leadership Skill

Professional Society

Criteria Success Factor

Sehat Mental Spiritual

Sehat Sosial

Sehat Finansial

Manusia Pembelajar

Mind Mapping Approach

Continuously strugling to Establish MBI SA as Best Brewery in APACWong sing Ngerti Yen Urip iku Mung Mampir Ngombe

Organization Development Tools

Assessment Tools

Statistic

Mind-Mapper

Field Competence

Outwardbounder

Mountainer

Mahawarman

Business Improvement Tools

Strategic HR Management

Menulis Handbook or HR Field Manual

National

International

Mastery in Labor Law

Sehat Jasmani

Filantrop

Pensiun usia 40 (9 to 5)

Filsafat Kompas & Peta

Syukur, Ikhlas & Tawakal, ojo dumeh!

Ora Kagetan lan Ora Gumunan

Self Team Organization

Play Hard, bekerja musti di imbangi dengan "Fun"

Execution Strategy

Operational Excellence

Quality of work-life

Low cost

Focus core competence

Membunuh rasa MALAS s/d keakar-akarnya utk membuka pintu SUKSES

Confidential, #52

Resources

Tony Buzan http://www.mind-map.com/EN/mindmaps/definition.html

Inspiration http://www.inspiration.com/

MindGenius http://www.mindgenius.com/

Mind manager http://www.mindjet.com/uk/

Mind tools http://www.mindtools.com/

Open source Freemind http://freemind.sourceforge.net/wiki/index.php/Main_Page

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