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EMOTIONAL ATTACHMENT TO THE WORKPLACE
People for People 2012
WORKPLACE AND THE COMMUNITY
A survey of 3,841 residents of a major Canadian metropolitan city conducted in the spring of 2012 found: 1/3 of respondents found it hard to make new
friends Only 35% of respondents have at least one close
friend living in their neighborhood 35% of respondents have no close friends
outside their ethnic group Of the barriers cited to seeing one’s close friends
more often – work, school, family obligations
COMMUNITY (ISOLATION)
50% of respondents who have lived in Canada for 5 or fewer years say it is
hard to make friends…
44% > than 5 yrs agree
OUR SENSE OF COMMUNITY CONT’D
Isolation 25% of respondents say that “[they] find
[them]self alone more often than [they] would like to be.” Climbs to 41% of people living in apartments; (22% of
respondents neither agree or disagree)
In the past 12 months, have you had any of your neighbours over for dinner, BBQ or some other get-together? No – 73% (72% No to being invited)
OUR SENSE OF COMMUNITYCONT’D
Obstacles to getting to know others 32% - Little interest - INDIFFERENCE
PURPOSE OF COMMUNITY 33% of respondents DISAGREE with the
statement:“If there were problems in my neighbourhood, it would be hard to get people to work together to solve them”
52% think people in their neighbourhood trust one another.
What does this mean for the workplace?
Can employees care about issues in their workplace if their interest in “community” stops at their front yard (or common area)?
WHAT IS ENGAGEMENT?
The amount of discretionary effort committed to achieving work goals
Traditional Engagement – belief in and connection to
Enablement – no roadblocks, availability of resources
Energy – supportive social environment, feelings of enthusiasm
ENGAGEMENT
The first is the level of engagement employees have with their career or profession, and the other is the engagement employees feel toward their employing organisation.
10
Opportunities to learn and grow
Progress in last six months
Best friend
Coworkers committed to quality
Mission/Purpose of company
My opinions count
Encourages development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
Materials and equipment
I know what is expected of me at work
ELEMENTS OF ENGAGEMENT
ENGAGEMENT AND BUSINESS PERFORMANCE
Turnover
Absenteeism ShrinkageSafety
Incidents
Customer Productivity Profitability
High- Turnover
Orgs.
Low- Turnover
Orgs.
Bottom-Line Reduction Top-Line Growth
*Difference between engaged and actively disengaged employees in unexcused absences
*
% difference of top quartile
from bottom quartile
Turnover
Absenteeism ShrinkageSafety
Incidents
Customer Productivity Profitability
High- Turnover
Orgs.
Low- Turnover
Orgs.
ENGAGEMENT & PERFORMANCE:
Retention
Customer Satisfaction
Financial success
Engaged Employee
ENGAGEMENT CONCERN 1:CORRELATED OR CAUSAL?
Are firms/organizations that have more engaged employees therefore more profitable?
Do firms/organizations that are more profitable/successful, as a result of their success, simply have more engaged employees?
ENGAGEMENT CONCERN 2:WHAT DOES IT MEAN?
11% of workers worldwide are engaged
35% of the global workforce are highly engaged
46% are either stars (likely to outperform and stay) or free agents (likely to outperform and leave for the right or next opportunity)
RESULTS OF ONE MULTINATIONAL
Retained the support of a massive research-based performance-management consulting company
Introduced the concept of Engagement in Aug 2004
Began measuring the engagement of employees twice/year
Subsequent action planning and even tied to compensation
Significant $$ and resources were invested/spent
ENGAGEMENT SCORE HISTORY
WHAT SHOULD THE FOCUS BE?
The only measure for employee engagement should be PERFORMANCE (productivity, effectiveness, efficiency).
We want commitment!
The act of committing is in itself, an act of engagement.
A WORKPLACE WITH MEANING
How do the employees of this organization feel about their workplace? (http://
www.youtube.com/watch?v=AOgJjFes3iM) or
Or this one?
What are the employees feeling when they wake up and get ready for work and how do you measure that?
How are they contributing to the organization?
ENGAGEMENT
Retention
Customer Satisfaction
Financial success
Engaged Employee
THE MEANINGFUL WORKPLACE
Why do we exist?
How do I contribute
Inclusion/ Community
OrganizationalSuccess
THE MEANINGFUL WORKPLACEJERRY HOLTAWAY
“ …creating a meaningful workplace is about establishing a high-order connection with employees and then benefiting from the compounding effect that comes from a stream of meaningful experiences tied directly to the needs, beliefs, interests and aspirations of employees.”
EMOTIONS AS ANCHORS
Zappos
http://www.youtube.com/watch?v=SMFyT2CU9No
THE MEANINGFUL WORKPLACE
1. Ambition is the New Purpose – what are we trying to achieve
2. Behaviour is the New Culture – the physical environment, policies, attitudes and behaviours, that moment of “customer contact”
3. Feelings are the New Values – more than words, how do employees feel corporate values?
4. Cascade Planning - affirmations are becoming part of the goal setting process
THE ELEMENTS OF A MEANINGFUL WORKPLACE
Ambition is the new purpose – when presented in a credible, inclusive and authentic way the company’s ambition is respected and admired.
Our Mission: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.
EMOTIONS AS ANCHORS
Behaviour is the new culture – the most beneficial cultures are those that unite employees around an ambition, make them feel emotionally connected and surround them with people who share their ambition, feelings and behaviour.
Zappos Culture book
EMOTIONS AS ANCHORS
Feelings are the new values – the way businesses can get employees to live company values is to never use the word “values”. Rather it is by brining people to the company’s values through feelings
MAKING IT HAPPEN
Macro – how the business will be evolved – how is that plan communicated and translated?
Group – how groups of employees/departments will be engaged
Solo – how individuals will be personally engaged
THE MEANINGFUL WORKPLACE
1. Ambition is the New Purpose – what are we trying to achieve
2. Behaviour is the New Culture – the physical environment, policies, attitudes and behaviours, that moment of “customer contact”
3. Feelings are the New Values – more than words, how do employees feel corporate values?
4. Cascade Planning - affirmations
THE PROCESS OF SELF-DISCOVERY
“Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work”
- Vince Lombardi