Description
The PPT explains about deals with the various practices to prevent employee disengagement.
The evolution of Employee Engagement
1990
Employee satisfaction
2000
Employee commitment
2007
Employee Engagement
Are employee motivated? Do they know what to do?
Are employee happy?
Are employee motivated?
Why Should We Be Interested In Engagement?
? Proven relationship to bottom-line
? HR now requires more sophisticated metrics
Employee Engagement Customer Satisfaction Human Capital Process Employee Attitude & Behavior Productivity Financial Performance
People are not your most valuable asset …….. The RIGHT people are
Jim Collins
Companies Are Now Focusing On Engaging Their Top-performing Employees
What high-performing organizations are doing
Is
What top-performing employees are asking for
And it
Helps reduce turnover of top performers
And this
Leads to better performance
Feeling “Engaged” depends on
? ? ? ? ? ?
THE STRENGTH OF THE WORKPLACE ? CLEAR EXPECTATIONS RESOURCES OPPORTUNITY RECOGNITION CARE & CONCERN ? ? ? ? ?
DEVELOPMENT PARTICIPATION PURPOSE QUALITY APPRAISAL LEARNING
All mentioned aspects are necessary to built a GREATER PLACE TO WORK. Most of the above are in the hands of THE BOSS.
The BOSS
?
The “Boss” is the key factor in building a strong work place. Talent retention strategy will work if we have the “Boss” in right place. “Boss” who “nurture” and “mentor”. Creates nurturing environment for the employees to imagine, explore, pioneer, invent etc.
?
?
?
4 Ds of Disengagement
Disconnect with the routines/deliverables
Disconnect with the org/biz
Disengagement
Disconnect with the role
Disconnect with the team
8
The organization's talent strategy needs to be incorporated in individuals’ career
Free Agent — Moving quickly
between/within companies where your skills are in highest demand
Free agent Experimenter 0.28 0.42 Fast tacker
Experimenter — Trying many
things, building a portfolio of skills
Fast Tracker — High involvement,
high reward, quick advancement
0.12
0.12 0.06
Company dedicated careerist Balance careerist
Company Dedicated Careerist —Long-term skill development Balanced Careerist — Work/life
balance is a priority
Engagement to Effectiveness
10
10 C’s of Building Effectiveness
? Control ? Commitment ? Challenging Work ? Collaboration ? Compensation
? Communication
? Concern for due process ? Computers(& Technology) ? Competence
? Culture
Employee Engagement & Effectiveness
Evolution of Talent Age
• Iron to Industrial to Knowledge to Talent Age • Enduring competitive advantage is not resources,
location, technology or processes—these can all be emulated or bought • It is the knowledge, skills, performance and culture of the organization that is the most vital differentiator • Global and demographic trends only make this advantage even more significant
So They Say
? “The only unique asset that a business has for
gaining a sustained competitive advantage over rivals is its workforce—the skills and dedication of its employees. There is no other sustainable advantage in the modern, high-tech, global economy.” Robert Reich ? “The empires of the future will be empires of the mind.” Winston Churchill
Why is Talent So Important Now?
• Not just the right thing to do, it’s the right
business thing to do • Strong data showing the relationship between effective talent practices and financial returns • Three primary drivers: critical readiness, workforce productivity and bottom-line
THE TALENT – PARADIGM
Talent Acquisition
HR Planning
Talent Development
Leadership Development
Talent Management
Performance Management
Talent Retention
Employee Engagement
Audits
Capability Management
Rewards & Recognitions
Branding
Policies
Organization Development
Career Development
Learning
Integrated Talent Management
Plan Retain Evaluate Human Capital Acquire
Lead
Engage
Deploy
Develop
Top Five Overall Talent Indicators
• Segmented engagement levels • Segmented turnover data • Readiness levels for key positions
• Talent quotient
• Percentage of inside vs. outside hires for
critical jobs
More Specific Contributing Measures
• Quality of incoming candidates • Quality of hire
• Segmented turnover within first two years
• Time to get proficiency in new job • Depth of talent pools for key and feeder positions
Driving a Third Generation Culture
Reinforce
Metrics
Talent Culture
Recognize
Accountabilities
Reinforce
• Individual actions that model desired behaviors • Respected role models endorse the change • Highly respected informal leaders continue to sign
up • Communicate through action, not words—moving beyond rhetoric • Evangelists to spread the message
Recognize
• The accomplishments of others who demonstrate
desired behaviors • Nonfinancial incentives • SSIP formula: Recognition is especially meaningful if it is SSIP—sincere, specific, immediate and personal • Recognition by executives, managers and colleagues
Accountabilities
• Beyond general statements of what should be done • Beyond general statements of responsibilities • Directly tied to measurable performance objectives
or bonus criteria • A person’s evaluation rating, promotion or pay is tied to performance of desired behavior
Metrics
• • • • •
Easy and right Critical few and inconsequential many One time and ongoing Summary and segmented Visibility and action
“Just because something can be counted, it doesn’t mean that it counts.”
Albert Einstein
Thank you
doc_609439515.pptx
The PPT explains about deals with the various practices to prevent employee disengagement.
The evolution of Employee Engagement
1990
Employee satisfaction
2000
Employee commitment
2007
Employee Engagement
Are employee motivated? Do they know what to do?
Are employee happy?
Are employee motivated?
Why Should We Be Interested In Engagement?
? Proven relationship to bottom-line
? HR now requires more sophisticated metrics
Employee Engagement Customer Satisfaction Human Capital Process Employee Attitude & Behavior Productivity Financial Performance
People are not your most valuable asset …….. The RIGHT people are
Jim Collins
Companies Are Now Focusing On Engaging Their Top-performing Employees
What high-performing organizations are doing
Is
What top-performing employees are asking for
And it
Helps reduce turnover of top performers
And this
Leads to better performance
Feeling “Engaged” depends on
? ? ? ? ? ?
THE STRENGTH OF THE WORKPLACE ? CLEAR EXPECTATIONS RESOURCES OPPORTUNITY RECOGNITION CARE & CONCERN ? ? ? ? ?
DEVELOPMENT PARTICIPATION PURPOSE QUALITY APPRAISAL LEARNING
All mentioned aspects are necessary to built a GREATER PLACE TO WORK. Most of the above are in the hands of THE BOSS.
The BOSS
?
The “Boss” is the key factor in building a strong work place. Talent retention strategy will work if we have the “Boss” in right place. “Boss” who “nurture” and “mentor”. Creates nurturing environment for the employees to imagine, explore, pioneer, invent etc.
?
?
?
4 Ds of Disengagement
Disconnect with the routines/deliverables
Disconnect with the org/biz
Disengagement
Disconnect with the role
Disconnect with the team
8
The organization's talent strategy needs to be incorporated in individuals’ career
Free Agent — Moving quickly
between/within companies where your skills are in highest demand
Free agent Experimenter 0.28 0.42 Fast tacker
Experimenter — Trying many
things, building a portfolio of skills
Fast Tracker — High involvement,
high reward, quick advancement
0.12
0.12 0.06
Company dedicated careerist Balance careerist
Company Dedicated Careerist —Long-term skill development Balanced Careerist — Work/life
balance is a priority
Engagement to Effectiveness
10
10 C’s of Building Effectiveness
? Control ? Commitment ? Challenging Work ? Collaboration ? Compensation
? Communication
? Concern for due process ? Computers(& Technology) ? Competence
? Culture
Employee Engagement & Effectiveness
Evolution of Talent Age
• Iron to Industrial to Knowledge to Talent Age • Enduring competitive advantage is not resources,
location, technology or processes—these can all be emulated or bought • It is the knowledge, skills, performance and culture of the organization that is the most vital differentiator • Global and demographic trends only make this advantage even more significant
So They Say
? “The only unique asset that a business has for
gaining a sustained competitive advantage over rivals is its workforce—the skills and dedication of its employees. There is no other sustainable advantage in the modern, high-tech, global economy.” Robert Reich ? “The empires of the future will be empires of the mind.” Winston Churchill
Why is Talent So Important Now?
• Not just the right thing to do, it’s the right
business thing to do • Strong data showing the relationship between effective talent practices and financial returns • Three primary drivers: critical readiness, workforce productivity and bottom-line
THE TALENT – PARADIGM
Talent Acquisition
HR Planning
Talent Development
Leadership Development
Talent Management
Performance Management
Talent Retention
Employee Engagement
Audits
Capability Management
Rewards & Recognitions
Branding
Policies
Organization Development
Career Development
Learning
Integrated Talent Management
Plan Retain Evaluate Human Capital Acquire
Lead
Engage
Deploy
Develop
Top Five Overall Talent Indicators
• Segmented engagement levels • Segmented turnover data • Readiness levels for key positions
• Talent quotient
• Percentage of inside vs. outside hires for
critical jobs
More Specific Contributing Measures
• Quality of incoming candidates • Quality of hire
• Segmented turnover within first two years
• Time to get proficiency in new job • Depth of talent pools for key and feeder positions
Driving a Third Generation Culture
Reinforce
Metrics
Talent Culture
Recognize
Accountabilities
Reinforce
• Individual actions that model desired behaviors • Respected role models endorse the change • Highly respected informal leaders continue to sign
up • Communicate through action, not words—moving beyond rhetoric • Evangelists to spread the message
Recognize
• The accomplishments of others who demonstrate
desired behaviors • Nonfinancial incentives • SSIP formula: Recognition is especially meaningful if it is SSIP—sincere, specific, immediate and personal • Recognition by executives, managers and colleagues
Accountabilities
• Beyond general statements of what should be done • Beyond general statements of responsibilities • Directly tied to measurable performance objectives
or bonus criteria • A person’s evaluation rating, promotion or pay is tied to performance of desired behavior
Metrics
• • • • •
Easy and right Critical few and inconsequential many One time and ongoing Summary and segmented Visibility and action
“Just because something can be counted, it doesn’t mean that it counts.”
Albert Einstein
Thank you
doc_609439515.pptx