Maintaining A Positive Culture In Difficult Times

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Tips for driving the right culture for success

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  • 1. Maintaining a Positive Culture in Challenging Times The time demands strong minds, great hearts, true faith and willing hands Josiah Gilbert Holland, 19 th Century Poet Steve Mitchinson Managing Partner National Chairperson ATA May 2009
  • 2. Maintaining a Positive Culture in Challenging Times Your illustrious panel for today Joan Brierley Ron McLachlan Neil Harrison Phil Everist ATA Chapter Manager Project Manager Managing Director Chairperson WA Police Assistance Centre Iinet Ltd Alive & Kicking
  • 3. Culture : Why it is important Gallup 38% higher customer satisfaction scores 22% higher productivity, and 27% higher profits! Families and Work Institute Earnings & Benefits have only a 2% impact on Job Satisfaction Job Quality and Workplace Support have a combined 70% impact. Watson Wyatt maintaining a positive reputation being appreciated believing that the work is important having interesting assignments. Towers Perrin an environment of stimulation, contribution, recognition (monetary and otherwise) development, learning and support (from day-to-day management and senior leadership) The Society of Human Resource Management - "How can we keep talent from jumping to our competitors? Putting you and your business in the fast lane
  • 4. What does it mean to be engaged A heightened emotional and intellectual connection an employee has for his/her job, organisation, manager or co-workers that, in turn, influences him/her to apply additional discretionary effort to his/her work. In a nutshell Engaged people like coming to work, and are inspired to do their best best! Putting you and your business in the fast lane
  • 5. Questions to Ponder The situation: An aging workforce filled with baby boomers who suddenly cant afford to retire Proliferation of Gen Y managers who arent equipped to lead in troubled times Negative impact of employee engagement organisational performance So lets have a look at: How do you evaluate employee data and use it to make a difference on engagement levels How do you energise and motivate your workforce during the change periods The impact of corporate responsibility on employee engagement Understanding your roles & impacts as leaders in creating a culture of engagement Putting you and your business in the fast lane
  • 6. Workforce Trends We can Expect Putting you and your business in the fast lane
  • 7. Top 5 Talent Management Opportunities Best-in-class companies will take advantage of the downturn to address their post-recessionary talent management requirements in five key areas: 1. Take advantage of talent 2. Use the downtime downtime. 3. Listen to employees 4. Leverage (and evaluate) your leaders 5. Encourage all levels of leaders From: Recessionary Management: The Top DOs and DONTs for Managing Talent in the Current Downturn Copyright 2009 Human Capital Institute and Taleo Corporation. Putting you and your business in the fast lane
  • 8. Top Tips To Attract, Retain and Motivate Employees By Don Grimme, Co-founder GHR Training Solutions 1. Pay employees 2. Respect 3. Praise accomplishments...and attempts: 4. Communication 5. Recognition 6. Involvement 7. Listen 8. Share Information 9. Celebrate 10.Create Opportunity Putting you and your business in the fast lane
  • 9. Drivers of Employee Engagement Personal Co-workers / Trust & Integrity relationship with Employee Development Team members Manager Direct links between Career Growth The Type of work Pride in the Brand Individual & Company Opportunities Performance There are many things we can do to create an engaged workforce Putting you and your business in the fast lane
  • 10. Drivers of Employee Engagement Personal Co-workers / Trust & Integrity relationship with Employee Development Team members Manager The Culture Direct links between Career Growth The Type of work Pride in the Brand Individual & Company Opportunities Performance There are many things we can do to create an engaged workforce Putting you and your business in the fast lane
  • 11. Drivers of Employee Engagement Personal Co-workers / Trust & Integrity relationship with Employee Development Corporate & Social Manager Team members Career Growth Opportunities Responsibility The Type of work Pride in the Brand Direct links between Individual & Company Performance There are many things we can do to create an engaged workforce Putting you and your business in the fast lane
  • 12. Corporate & social Responsibility Employees cite corporate responsibility issues as one of their key criteria when choosing an employer - an organisations ability to retain employees may depend on its ability to meet individual work requirements and align business practices with employees values 84 per cent of employees want to work in an environmentally-friendly office. 90 per cent of women and 78 per cent of men said their employer should have the environment at the top of mind. 81 per cent of 18-24 year-olds wanted to work in a green office, as did 86 per cent of 35-49 year-olds. Source: USING ICT TO DRIVE YOUR SUSTAINABILITY STRATEGY, Telstra 2009 Putting you and your business in the fast lane
  • 13. Employee Engagement Quadrant High Disengagement Purposefulness F O C U S Low Procrastination Distraction Low High ENERGY
  • 14. Employee Engagement Challenge High Disengagement Purposefulness F O C U S Low Procrastination Distraction Low High ENERGY
  • 15. Possible Approaches Keep promises & follow through - Walk the Talk Keep promises & follow through - Walk the Talk Open and honest Open and honest Managerial Tell it like it is even when bad news or a difficult Managerial Tell it like it is even when bad news or a difficult topic balance +ve & -ve Interventions Interventions topic balance +ve & -ve (Visibly) Rewarding the right people for the right (Visibly) Rewarding the right people for the right reasons reasons Building one on one relationships and trust Building one on one relationships and trust Demonstrate how individuals contribute to Demonstrate how individuals contribute to Communications organisational goals (strategic communications) Communications organisational goals (strategic communications) Interventions Employee Surveys Interventions Employee Surveys Consistent, regular face to face communication Consistent, regular face to face communication Timely and honest responses to what is heard from Timely and honest responses to what is heard from employees Captain Rumour employees Captain Rumour Empowerment - Flatten managerial and decision- making hierarchies. Organisational Organisational Increase autonomy and decision-making authority. Interventions Interventions Using cross-functional teams Structured development and Effective career mapping Putting you and your business in the fast lane
  • 16. Wisdom of Spencer Employees leave their managers, not their employers So how can you improve your ROI - your Return on Interactions Putting you and your business in the fast lane
  • 17. Introducing Whole Brain Thinking Putting you and your business in the fast lane
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