Kellogg: Organizational Development Dialogue

Staff Engagement, Retention, and Recognition

July 21, 2010

Agenda

Topic for Discussion

Kellogg’s Needs: Rewards and Recognition

Overview of Employee Engagement

Overview of Rewards and Recognition

Foundational Elements for Success

Rewards and Recognition Next Steps

Kellogg’s Needs in Regard to Rewards and Recognition

The Model: Burke-Litwin Model of Organizational Performance and

Change

Overview of Employee Engagement

Overview of Employee Engagement

Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization manager, or co-workers that, in turn, influences him/her to apply discretionary efforts to his/her work.

Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006

Drivers of Employee Engagement

Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006

Role and Importance of Management

ole of employee in organization

Enabled employee

Overview of Rewards and Recognition

Building a Successful and Responsible Rewards Strategy

Building a Successful Rewards Strategy

1. Enables the long-term sustainable success of the organization.

2. Pays out over the same timescale that organizational value is created in.

3. Is linked to a bundle of performance measures that reflect the impact of the activity not onlyOn organizational value but on the bigger picture.

4. Does not enrich management and employees to the detriment of the organization.

5. Takes account of the extent to which performance is driven by external factors beyond management or the employee’s control.

6. Takes account of the risks inherent and capital employed in the business, and the impact this has on the returns required by the university.

Building a Successful and Responsible

Rewards Strategy Continued

Building a Successful Rewards Strategy

7. Achieves an appropriate balance between individual, team, and School performance.

8. Is competitive enough to attract the talent the School needs.

9. Encourages rational thinking about the unique combination of economical and societalresponsibilities of the School.

10. Is justified in differentiating between the highest and least well paid by impact, workload, intensity, and personal risk.

11. Is actively, effectively, and repeatedly communicated to employees and organizational stakeholders.

12. Recognizes that reward is more than pay.

Review Client Indentified Concerns Regarding Employee Engagement

and Effective Rewards & Recognition

Review Client Indentified Opportunities Regarding Employee

Engagement and Effective Rewards & Recognition

Addressing Client Indentified Concerns Regarding Employee

Engagement and Effective Rewards & Recognition

Data Gathering

Data Gathering: A Suggested Approach

Data Gathering/Research/Analysis

Questions and Next Steps