Professional Development for Optimal Engagement Is 55 enough? A case study from the Pragma Group of Companies
Presented by:
Tm Beavon (Partner Support Manager )
Stéphan Pieterse (People and Organisational Development Manager)
Some perspective…
Fifty Five: PAS 55 / ISO5500X
Fifty Five – The way to Integrated Asset Management
Integrated Asset Management
“… management of assets across the full asset life cycle as well as across all functional departments in an organisation.”
“… asset management is not a stand alone function, but can only succeed
when the financial resources, the human resources, the technical knowledge and
the supply chain management are combined under a leadership corps…”
Some perspective…
Is 55 enough?
Professional Development
Optimal Engagement
Amazing Results
Workshop Agenda
“Show me the money”
How do adults learn?
The Pragma Way
Survey Results and Actions Plans
“Show me the money…”
The positive influence of high engagement
at Pragma
Improve effectiveness Maximize potential Effective corporate
culture
Model and foster
humanistic values
“Organisational Development is the practice of restoring humanity to
environments that have so dehumanized us in the pursuit of process,
performance and profit.” (Peter Block)
The OD function has a developmental mandate; in fact, our job is to increase the
effectiveness of the organization and to maximize the potential of the human beings
in the work force.
• Recruitment
• Performance Management
• Employee relations
• Staff well-being
• Equity and diversity
• Labour costs
• Avoid litigation
• Policy management
People and Organisational Development
In Pragma’s case the following are examples of what POD is responsible for:
Employee engagement
Best Company to Work For
University Student Training ProgrammeBEE: EE & Skills Development
Learning Management System
Profiling for Recruitment &development
Leadership Team Development
Strengths Programme
Development Discussions Process Enhancements
OD/Training Material Research and Development
Induction material
What is Engagement?
“Engagement, in simple terms, is an employee's
willingness to give discretionary effort. Discretionary
effort is the difference between the level of effort that
an individual is capable of, and the level of effort
required to "get by." Engaged employees feel an
emotional bond to their employers.”Heather Racansky
“Engaged employees are, by their very nature,
anxious to contribute - they want to make a
difference.”
Engagement categories
High Engagement = Benefits!
NOT Engaged high employee turnover, no innovation, poor customer service, high absenteeism, low productivity, poor profits…`
Engaged innovation, high productivity, ideas, profits, success, excellence…
MeasurementMethodology
The Gallup Q12 is a survey designed to measure employee engagement.
The instrument was the result of hundreds of focus groups and interviews.
Researchers found that there were 12 key expectations, that when satisfied, form the foundation of strong feelings of engagement.
I know what is expected of me at work.
I have the materials and equipment I need to do my job right.
At work, I have the opportunity to do what I do best every day.
In the last seven days, I have received recognition or praise for doing good work.
My superior, or someone at work, seems to care about me as a person.
There is someone at work who encourages my development.
At work, my opinions seem to count.
The mission or purpose of my company makes me feel like my job is
My associates or fellow employees are committed to doing
I have a best friend at work.
In the last six months, someone at work has talked to me about my progress.
This last year, I have had opportunities at work to learn and grow.
16%24%
45%
7% 4%
55%
63%
46%
30%
20%
29%
13% 9%
63%
76%
Pragma2005
*WorldAverage
*SouthAfrica
**WorldClass
Pragma2014
Engaged
Not engaged
Actively disengaged
Pragma employee engagement levelsMarch 2014
*Source: The State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide report highlights findings from Gallup's ongoing study of workplaces in more than 140 countries from 2011 through 2012 (Published 8 October 2013)
**World Class: Quoted from The State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide report:
“The median engagement level among all of Gallup’s
clients is 47%, and it is even higher among our best
clients, the winners of the 2013 Gallup Great Workplace
Award. These organizations have an average of 63%
engaged employees and boast ***nine engaged employees
for every actively disengaged employee — a ratio that
is more than 16 times the global average.”
(***Pragma: 19 engaged employees for every actively disengaged employee)
High Engagement = Benefits!
Performance ratings Strategy (HSSE) involvement Absenteeism (Sick leave)
Productivity Client service Turnover / View of company
High Engagement = Benefits!
Analysis background
• Q12 scores of Oct. ‘13• 44 employees• Avg. tenure of both groups
= 5.5 years
High Engagement = Benefits!
Performance ratings
22 employeesAvg. Q12 score: 58
22 employeesAvg. Q12 score: 37
Avg. performance rating (Oct ‘13)
3.3 3.0Variance 0.3
High Engagement = Benefits!
Strategy (HSSE) involvement
22 employeesAvg. Q12 score: 58
22 employeesAvg. Q12 score: 37
Avg. no. of items logged (since January 2012)
4.2 1.7Variance 2.5
High Engagement = Benefits!
Sick leave
22 employeesAvg. Q12 score: 58
22 employeesAvg. Q12 score: 37
Avg. no. of sick leave days (1 Feb 12’ - 31 Jan ’14)
3.8 11.8Variance 8.0
High Engagement = Benefits!
Productivity
22 employeesAvg. Q12 score: 58
22 employeesAvg. Q12 score: 37
ROI of salary spend
R7,986,000R7,187,400
Unproductive spend:R798,600
(R36,300/employee)
R7,986,000R3,993,000Unproductive spend:
R3,993,000(R181,500/employee)
Variance R145,200 / emp.
90%
60%
40%
Assumptions:Salary bill R120 MilAvg/emp: R363K Productivity:Engaged: 90%Other: 50%EG: 90% x R363 x 22NEG: 50%
28%
7% 4%
46%
26%
20%
26%
67%76%
2005 World Class 2014
Highly Engaged
Moderately Engaged
Actively disengaged
90%
60%
40%
Productivity
R121,000,000
2005
26% x 90% = R28,314,000
46% x 60% = R33,396,000
28% x 40% = R13,552,000
R75,262,000 (62.2%)
Pragma’s annual salary bill
Why engagement?
Why engagement?
28%
7% 4%
46%
26%
20%
26%
67%76%
2005 World Class 2014
Highly Engaged
Moderately Engaged
Actively disengaged
90%
60%
40%
Productivity
R121,000,000
2014
76% x 90% = R82,764,000
20% x 60% = R14,520,000
4% x 40% = R1,936,000
R99,220,000 (82.0%)R75,262,000 (62.2%)R23,958,000
Pragma’s annual salary bill
R23,958,000To the bottom line…
High Engagement = Benefits!
Performance ratings Strategy (HSSE) involvement Absenteeism (Sick leave)
Productivity Client service Turnover / View of company
High Engagement = Benefits!
Client service
22 employeesAvg. Q12 score: 58
22 employeesAvg. Q12 score: 37
Avg. no. of VA nominations (sing Aug’ 2010)
2.1 1.5Variance 0.6
High Engagement = Benefits!
Turnover / View of company
4 employeesAvg. Q12 score: 52
4 employeesAvg. Q12 score: 40
Overall score
4.0(5.0) - manager
3.3(3.8) - manager
Variance 0.7
Dimensions checked:• Company as an organisation• Organisation’s management• Working conditions and hours• Your job role• Your manager• Career opportunities/progress• Training• Benefits and compensation
High Engagement = Benefits!
Turnover / View of company
2005% engaged: 26
2013% engaged: 72
Employee Turnover
22% 7%Variance 15
High Engagement = Benefits!
3.3 3.0 4.2 1.7 3.8 11.8
R36K R182K 2.1 1.5 4.0 3.3
2.0
3.0
4.0
5.0
I know what is expected of me atwork.
I have the materials and equipmentI need to do my job right.
At work, I have the opportunity to dowhat I do best every day.
In the last seven days, I havereceived recognition or praise for
doing good work.
My superior, or someone at work,seems to care about me as a
person.
There is someone at work whoencourages my development.
At work, my opinions seem tocount.
The mission or purpose of mycompany makes me feel like my job
is important.
My associates or fellow employeesare committed to doing quality work.
I have a best friend at work. (Inother words: You have someone atyour company with whom you feelcomfortable with discussing yourwork and/or personal problems…
In the last six months, someone atwork has talked to me about my
progress.
This last year, I have hadopportunities at work to learn and
grow.
Overall score
2005 Mar 2014
Development Improves Engagement
Development Improves Engagement
“Show me the money …”
A quick survey…
Survey… results to be revealed later!
Survey… results to be revealed later!
How do adults learn?
In the beginning was Pedagogy
AssignedReadings
Fact-ladenlectures
Quizzes
DrillExercises
Examinations
Memorisation
Pedagogical Structure
Why does pedagogy work?
• If this system is so bad – how come it served us so well for centuries?
Human life-span versus time-span of social changes
Reference: Modern Practice of Adult EducationMalcom S. Knowles
Roman Empire
500 yrsRenaissance Period 200 yrs
25
yrs
30
yrs40 yrs 50 yrs 70 yrs 80+ yrs
18 & 19th
Centuries
Alexander Bell 1847
Alexander Fleming 1881
Bill Gates 1955
Mark Zuckerberg 1984
Then came Andragogy!!
• Early 1900’s demand for adult education rose with the expectation of better standards of living.
– Adults questioned the basis and relevance of facts and content previously not disputed
– Low adult learner retention rates
– Adults preferred untrained helpers to trained teachers
Knowles adult learning assumptions
Their self-concept moves from being dependent toward being self-directed
They accumulate experience and this becomes a resource for learning
Their readiness to learn becomes more focused upon the development of their social roles
Their time perspective changes from a postponed application of knowledge to an immediacy of application.
The implications for adult learning
• The learning climate: Care needs to be taken to ensure that the learners know that they are accepted, respected and supported. Driving the culture of engagement in an organisation validates the acceptance and respect.
The implications for adult learning
• Diagnosis of need: This consists of three elements:
– Self-diagnosis against a standard.
– Diagnostic tools against which the adult can assess their present level of competence
– Gap analysis in facilitate the self-improvement “motivation to learn”
The implications for adult learning
• The planning process: Recognise that the adult needs to be self-directed:
– The learner plans their learning program
– The teacher provides the procedural guidance and content resources
– The responsibility for the planning process is mutual between the learners and the teacher
The implications for adult learning
• Conducting learning experiences: Once again a mutual responsibility; the following nouns describe the role of the “teacher” most appropriately:
– Procedural technician
– Resource person
– Co-inquirer
– Learning catalyst
– Guide
The implications for adult learning
• Evaluation of learning: Evaluation must become a mutual process; strengths and weaknesses of the programme must evaluated as well as the strengths and weaknesses of the student.
• Move toward a process of re-diagnosis of learning needs
Adults have a deep investment in the value of their experiences; they will instinctively protect that investment
Adults have much to contribute to other people’s learning
Adults related to new experiences based upon their experiences of the past
Adults tend to be less open-minded because of their past experiences
The role of experience
How do we leverage this experience?
• Emphasis on experiential techniques: Tap into the adult learner’s experience and relate new learning to their experience:– Case studies
– Simulations
– Group discussions
– Projects
– Demonstrations
• Tap into their participation
and involve the ego
How do we leverage this experience?
• Emphasis on practical application:
– Practical case studies or experiential scenarios that tap into the learners experience
– Enable to the learner to plan or rehearse the application of the learning material in their day-to-day lives
70-20-10 by Charles Jennings
How do we leverage this experience?
• The timing of the learnings: Recognise that as with childhood and youth – adulthood too has it’s developmental periods.
Learning experiences must be tailored according to the appropriate developmental period i.e. supervisory type training when the learner was not yet secure in their understanding of the job requirements or preparation for retirement aimed at 40 year-olds
How do adults learn?
The Pragma Way
The Pragma WayTechnical DevelopmentTim Beavon
• Geographically diverse organisation with resources widely spread
• Need to engage employees, demonstrate our commitment to ensure that each individual is recognised, valued and developed to support the company strategy
• Sustainability, whatever is developed must be sustainable economically and according to the changing needs of the business
• Meeting the changing needs of our clients
The Elements
Engaged Employees
Assessment and
Evaluation
Training Matrix
Remuneration Policy
Personal Enrichment
Courses
Job Description
Access to Learning
Resources
Job Description
Training Matrix
Salary Scales
Making Resources Available
• Maintaining a balance
• Keeping the training relevant and meaningful
• Keeping learners motivated
• Maintaining flexibilitywithout loosingaccountability
E-Learning Environment
• e-Learning material available to all employees via LMS system on a self-enrolment basis
• Structured facilitated sessions with:
– Compulsory webinar sessions
– Quiz and written assessments
– Deadlines and accountability
Blooms Taxonomy
The Pragma Way – Asset Management TrainingA
MIP
17
Key
Per
form
ance
Are
as
Alig
nm
ent
Strategy Management
Information Management
Technical Information
Organisation and Development
Contractor Management
Financial Management
Risk Management
Health, Safety, Security and Environment
Asset Care Plans
Work Planning and Control
Operator Asset Care
Material Management
Support Facilities and Tools
Life Cycle Management
Shutdown and Outage Management
Performance Measurement
Focused Improvement
Strategic
Tactical
Operational
CPAM for Strategic Managers
CPAM for Tactical Managers
CPAM for Operational Employees
Strategic Managers Tactical Managers Operations Team
Certificate Courses in Physical Asset Management
The Pragma Way – Asset Management Training
Strategy Management
Information Management
Technical Information
Organisation and Development
Contractor Management
Financial Management
Risk Management
Health, Safety and Environment
Asset Care PlansWork Planning and Control
Operator Asset Care
Material Management
Support Facilities and Tools
Life Cycle Management
Project Shutdown andManagement
Performance Management
Focused Improvement
The Pragma Way – Asset Management Training
Course populations per AM KPA
Using the LMS
The Pragma WayPersonal DevelopmentStéphan Pieterse
I can’t focus!... There is just too much on my mind!
Why focus on personal development?
TechnicalDevelopment Personal
Development
“What should I do to ensure good career growth?”
“What are my strengths and how can I ensure that I use them most of the time?”
“My finances are in a mess! Am I saving enough for retirement?”
“What is success? How can I ensure growth?”
?
Courses on Offer
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
“Great value to understand how to best make
use of your strengths and to improve on them.
Also drives home the thinking of do what you
love doing and are strong in.... do not focus
on strengthening your weaknesses.”
“I knew what my strengths were, but never
knew what an important role it played in my
personal and working life. Thanks for helping
us recognising our roles through our
strengths! ”
4.3
4.7
4.3
1 2 3 4 5
The amount of homework wasmanageable
The sessions were well structuredand the presenter well prepared
The sessions added value to my life(personal and/or working life)
PDS: Strengths
max
Feedback
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
4.5
4.7
4.7
1 2 3 4 5
The amount of homework wasmanageable
The sessions were well structuredand the presenter well prepared
The sessions added value to my life(personal and/or working life)
PDS: Career
max
“I really enjoy these sessions. They definitely
keep you part of the Pragma Team and you
get to know everyone you work with. I really
enjoy the sessions as it has an impact on my
private life as well as my working career
which has just started at Pragma”
“I thoroughly enjoyed the sessions as it was
insightful and it related to everyone in their
own way. It helps to step back and think about
your life at that point in time; and have a
deep/meaningful think about what is actually
going on in your life, and if you are where
you want to be. Thank you, Stephan!”
Feedback
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
Courses Content Examples
4.6
4.8
4.5
1 2 3 4 5
The amount of homework wasmanageable
The sessions were well structuredand the presenter well prepared
The sessions added value to my life(personal and/or working life)
PDS: Growth
max
“Both session teach me how I as an individual
can grow and what tools i can use to better
my career The structure of the sessions was
well prepared - Thank You Stephan ”
“The homework was quite 'challenging' as it
was something I have never thought about
before, and I realised how important it is
when I sat down and took time to think about
it. Once implemented in one's life, I'm sure
there will be positive results as an outcome!
Definitely an eye-opener”
Feedback
The Pragma Way
Survey Results
4
12
5
19
0-150 151-250 251-500 501-1000 1000+
Organisation size: 44,850 employees
Survey Results: focus on learning & development and engagement
Annual salary bill = R14,455,000,000Avg per employee = R300,000
31
Survey Results: focus on learning & development and engagement
48%
52%
Do you believe your organisation is spending enough resources on training and development?
Yes
No
Survey Results: focus on learning & development and engagement
39%
61%
Does every employee in your organisation have a specific training and development plan?
Yes
No
23%
77%
Are managers in your organisation being held accountable for the execution of training plans?
Yes
No
Survey Results: focus on learning & development and engagement
13%
87%
Is the effectiveness of training and development of employees being measured at your organisation?
Yes
No
Survey Results: focus on learning & development and engagement
35%
65%
Does your organisation focus on the improvement of their employees engagement levels?
Yes
No
Survey Results: focus on learning & development and engagement
13%
87%
Are managers in your organisation being held accountable for ensuring high engagement levels?
Yes
No
Survey Results: focus on learning & development and engagement
Survey Results: Engagement Benchmark
16%24%
45%
7% 4%
45%
55%
63%
46%
30%
20%
48%
29%
13% 9%
63%
76%
6%
Pragma2005
*WorldAverage
*SouthAfrica
**WorldClass
Pragma2014
SAAMA
Engaged
Disengaged
Actively disengaged
Survey Results: per question
1.0
2.0
3.0
4.0
5.0
I know what is expected of meat work.
I have the materials andequipment I need to do my job
right.
At work, I have the opportunityto do what I do best every day.
In the last seven days, I havereceived recognition or praise
for doing good work. (I amhappy with the recognition I…
My superior, or someone atwork, seems to care about me
as a person.
There is someone at work whoencourages my development.
At work, my opinions seem tocount.
The mission or purpose of mycompany makes me feel like
my job is important.
My associates or fellowemployees are committed to
doing quality work.
I have a friend at work or I workin an environment where
opportunities are created forcolleagues to become friends.
In the last six months, someoneat work has talked to me about
my progress.
This last year, I have hadopportunities at work to learn
and grow.
Overall score
Pragma 2005 Pragma 2014 SAAMA
Survey Results: focus on learning & development and engagement
Annual salary bill = R14,455,000,000Avg per employee = R300,000
Average productivity 53%
Productive spent R7,102,500,000
Unproductive spent R6,352,500,00
Unproductive spent per employee R141,639
Is 55 enough?
% productivity 55
Annual T&D budget 5.5%
% engaged employees 55
PAS / ISO 55X
Take action
Thank you
Contact details:
Tim BeavonPartner Support Manager
(021) 943-3900
Stéphan PietersePeople and Organisational Development Manager
(021) 943-3900
