Purpose +

Employee

Engagement

Amy Kot Elise Chisholm Clare

Edelman Snapshot

BUSINESS

PRACTICES

Business +

Social Purpose

Employee

Engagement

Corporate

Crisis & Risk

Digital

Health

Consumer

Technology

61 INDEPENDENCE

YEARS

FAMILY OPERATED FOUNDED IN 1952

6 CONTINENTS

5,000+ EMPLOYEES

67 OFFICES

Beijing

Brussels

Chennai

Dubai

Dublin

Frankfurt

Guangzhou

Hamburg

Hong Kong

Ho Chi Minh City

Hyderabad

Jakarta

Johannesburg

Kolkata

Kuala Lumpur

London

Madrid

Canada

Calgary

Montreal

Toronto

Vancouver

United States

Atlanta

Austin

Chicago

Dallas

Houston

Los Angeles

Miami

New York

Orlando

Portland

Sacramento

San Francisco

Seattle

Silicon Valley

Washington DC

Latin America

Buenos Aires

Mexico City

Rio de Janeiro

São Paulo

Africa, Asia,

Europe,

Middle East

+ Africa

Abu Dhabi

Ahmedabad

Amsterdam

Bangalore

Barcelona

Berlin

Melbourne

Milan

Moscow

Mumbai

Munich

New Delhi

Paris

Pune

Rome

Seoul

Shanghai

Stockholm

Sydney

Taipei

Tokyo

Warsaw

Zurich

2

3

Employee

Engagement

Insights

Engagement Drives Performance

Satisfied employees are 30%

less likely to leave jobs,

saving 1-5x annual salary in

turnover costs.

Engaged organizations

22% higher profitability,

10% higher customer ratings,

and 48% fewer safety

incidents than peers.

Committed employees put

in 57% more effort.

Fortune’s Most Admired

Companies’ stock

prices rise over 50%

after instituting employee

motivation efforts.

4

22% 50%

Engagement is about Behaviors

5

Focused

Behavior

Aligned

Behavior

Discretionary

Behavior

Advocacy

Behavior

Behaviors Can Be Influenced

Valued Seen

Communicated Recognized

Developed Supported

Measured

6

What Sustains Engagement?

PURPOSE

7

An organization’s reason for being beyond profits – its core essence that drives action, collaboration and impact.

Inspiring Emotional Connection

8

To stand out uniquely, companies and brands need to

think powerfully and with purpose by putting employees first.

Meaning

Companies today are expected to use

their power and influence to do

meaningful things. To address real

issues with real actions.

Impact

Millennials and the next generations

of employees are particularly drawn

to meaningful engagement and

impact they can create on the job.

Engagement

It is no longer about one-way

communication. It is now about

relationship building and fostering

two-way engagement.

Employee Perspective on Purpose

9

Loyalty

Employees who derive meaning and

significance from their work were

more than 3 times as likely to stay

with their organizations.

The Energy Project: 2013 Survey of Employees

Talent

Some 45% of aspiring job

seekers would take a pay cut for

a job that makes a social or

environmental impact.

Net Impact “What Workers Want” 2012

Satisfaction

Employees who say they can make

an impact while on the job report

higher levels of job satisfaction than

those who can’t by a 2:1 ratio.

Net Impact “What Workers Want” 2012

Reputation

31% of employees view corporate

social responsibility and philanthropy as

one of the most important factors

when considering an employer’s

reputation.

Kelly Global Workforce Index, 2013

10

On

Purpose

Purpose is Evolving

mission oriented

tied to philanthropy

linked to reputation & risk

follows the status quo

communicated via traditional mediums

FROM SILOED TO INTEGRATED

mission critical

tied to business & brand

linked to innovation & growth

invents new rules of engagement

shared in creative places & ways

12

The Purpose Spectrum

SMART

Save Lids to Save Lives

BREAKTHROUGH

Don’t Buy This Jacket

GAME CHANGING

Cultivate a Better World

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Questions

CORE AUDIENCE THE WORLD

ATTENTION FAME LEGACY

ENGAGING CONVENING LEADING

CONVERSATION PARTICIPATION CHANGE

PROPONENT ADVOCATE CATALYST

PROVEN UNEXPECTED UNPRECEDENTED

INTERESTING STIMULATING PROVOCATIVE

CATEGORY

SMART BREAKTHROUGH GAME CHANGING

What do you want the brand to

achieve?

What is your goal?

What do you want to facilitate?

What is your role?

What kind of program do you want to

launch?

Who do you want to reach?

Who do you want to be?

14

Considerations

SMART BREAKTHROUGH GAME CHANGING

shorter term commitment

brand driven

supported by executive team

resource commitments

promotional

avoids criticism

safe territory

requires long-term view

tied to business goals

led by executive team

significant resource commitments

thought & action leadership

open to criticism

willing to defend POV

15

Materiality

Own &

engage

Priority focus

&

engagement

Monitor Manage & invest

Imp

ort

an

ce

to

Sta

ke

ho

lde

rs

Impact on Business Success

Low

High

High

16

Engagement Progression

Specialty media

Core influencers

Social/enviro sector

Mainstream media

YOUR

EMPLOYEES

BUSINESS &

COMMUNITY

PARTNERS

INDIVIDUAL

THOUGHT

LEADERS

17

17

Guiding

Principles

Guiding Principles

Start From the Top Make it Relevant

Inside-Out Approach Employee Champions

Tell a Story Measurement Matters

19

Purpose in Action: HP + Kiva

• Groundbreaking five-year partnership

• Providing all employees with $25 credit

• Focused on small business entrepreneurs

• Impacting a million people worldwide

20

The Power of Storytelling

21

Measuring Success

22

22

Group

Exercises

About the company:

• Startup software development company whose offerings include sales and marketing solutions

• Based in Seattle with small to large business customers – primarily in the U.S. for now, but

anticipating international expansion within next year

• 100 employees, all currently based in Seattle

Challenge:

• Company founder believes in giving back to the community and wants to find a way to get

employees involved

• No formal corporate responsibility platform or programs are in place

Considerations:

• What nonprofit organization(s) might you consider partnering with?

• What activities would you choose to get employees involved?

• How would you roll the program out internally?

Exercise #1

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Exercise #2

About the company:

• Outdoor recreation retailer with strong online and offline sales channels

• Based in Portland with strong Millennial customer base around the world

• 15,000 employees in North America, Europe, and Asia (majority are part-time retail)

Challenge:

• Company has a long track record of making significant financial contributions to

nonprofits in the communities where it does business

• These efforts haven’t been broadly communicated internally or externally –

awareness among employees and consumers is low

Considerations:

• How would you expand the company’s giving platform to get employees involved?

• How would you inform employees about these opportunities?

• How would you empower employees to spread the word externally?

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Exercise #3

About the company:

• Wine producer with vineyard and tasting room operations

• Based in northern California with customer base primarily in U.S.

• 4,000 employees, with a majority in northern California

Challenge:

• Company has a defined purpose platform with three main focus areas –

agricultural education, sustainable production, and responsible consumption

• These efforts are currently promoted via external marketing channels, but the

company recognizes an opportunity to strengthen employee engagement

Considerations:

• What activities might you choose to get employees involved?

• How would you inform employees about involvement opportunities?

• How would you ensure efforts are sustainable over time?

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Thank You