What We Will Discuss
1. Brand, Culture, and Employee Engagement
2. Case Comparison: The Top 2 Best and Worst Places to Work
3. 4 Steps to Improve Engagement and Strengthen Culture
4. Case Study
5. Q&A
Brand, Culture, and Employee Engagement
Engagement
What you believe you’re committing to: What you’re actually committing to:
PERCEPTION VS. REALITY
What you believe you’re committing to: What you’re actually committing to:
BRAND VS. CULTURE
Engagement
TRUTH IN
EMPLOYMENTADVERTISING
Satisfaction and Engagement
Customer satisfaction
Employee satisfaction & engagement
Culture Engagement Brand
Brand
Company Culture
Employee Satisfaction &
Engagement
Maslow’s Hierarchy of Needs
What This Means for Employees
The means to support oneself
Safe working environment
Feeling like part of the team
Acknowledgement of accomplishments
The ability to develop and fulfill creativity
Case Comparison: Top 2 Best and Worst Places to Work
Sources:Fortune’s 2013 list of “100 Best Companies to Work For”
*Complex Survey Process
24/7 Wall St.’s 2013 list of “America’s Worst Companies to Work For”*Qualitative Results from Glassdoor.com
#2 Worst Place: Express ScriptsEmployees: 30,000+Industry: Healthcare
Core Values: Integrity, Mutual Respect, Passion, Alignment, Collaboration, Service
What Express Scripts says:• Tuition assistance• Classes (online and onsite)• Diversity & Inclusion Council• High potential leadership program• Workshops for mid-level leaders
What Employees say: Employees not respected or valued; too much emphasis put on achieving metrics and reducing costs; cut perks and benefitsProfit 2012
Revenue 2012
Profit 2008
Revenue 2008
0 10 20 30 40 50 60 70 80 90 100
Dollars (in Billions)
#1 Worst Place: DISH Network
Employees: 34,000Industry: Satellite Television
Core Values: Pride, Adventure, Winning
What DISH Network says:• Tuition reimbursement
What Employees Say: Sales is the priority at the cost of customer care and employee support
Profit 2012
Revenue 2012
Profit 2008
Revenue 2008
0 2 4 6 8 10 12 14 16Dollars (in Billions)
#2 Best Place: SASEmployees: 13,600+Industry: Software
Culture Philosophy: “If you treat employees as if they make a difference, they will make a difference.”
What SAS says:• Leadership Development• Diversity & Inclusion• Global Career Framework• Internal social network: “The
Hub”
What Employees Say: Can be difficult to advance or move in the company because people stay so long
Revenue 2012
Revenue 2008
0 0.5 1 1.5 2 2.5 3 3.5Dollars (in Billions)
#1 Best Place: Google
Employees: 46,000+Industry: Internet, Software
(Unofficial) Core Value: “Don’t Be Evil.”
What Google Says:• Tuition reimbursement• Employee-to employee education
program• Internal employee networks and
resource groups• Project Oxygen (2011)
What Employees Say: Culture of overachievement can make it hard to achieve work-life balance
Profit 2012
Revenue 2012
Profit 2008
Revenue 2008
0 10 20 30 40 50 60Dollars (in Billions)
When There’s No Structure to Career Development
1. Organization lacks transparency regarding what career and development opportunities are available
2. Managers hide best employees from development and career opportunities
3. Leaders fear they will make promises that they can’t keep
4. Employees seek career development independently, externally, or not at all
5. Everyone has differing views of company’s career vision statement
4 Steps to Improve Engagement and Strengthen Culture
4 Steps to Improve Engagement and Strengthen Culture
1. Use career development to create organizational transparency
2. Create a coaching culture to align employee behavior with company brand
3. Redefine your actual company values and embed them in your culture
4. Close the gap between your culture and your brand
Case Study
Case Study: Challenge
• Low numbers of women in C-level, director, and management positions
• Women make up more than 75% of customer base
Case Study: Career Development Solutions
1. Accountability: clear targets and global scorecards for all regions
2. Mentoring: global and local schemes for key people
3. Networks: establishing networks in each business unit to focus on and support diversity
4. Flexible working: implementing flexible working programs
5. Career planning: with a focus on diversity6. Culture: embedding the importance of
diversity and inclusion in training
Case Study: Where Insala Helped
Mentoring: Global Scheme• Identify objective: Raise numbers of
women in leadership pipeline• Identify challenges: mentors/mentees not
in same geographic location• Lay out stages of program responding to
those objectives and provide initial training
Results:• 26% of mentees promoted to a more
senior role in two years (2009-2011)
Case Study: Overall ImpactCulture: Focus on gender balance embedded in culture by making available:• Mentoring programs (middle to senior level)• Internal networks that support talent
development initiatives and diversity• Diversity L&D training programs• Flexible working
Engagement: Increase of women in the pipeline 2011-2013:• 5% for EVP and VP level• 5% for Director level• 3% for Manager level• 3% increase in recruitment of women
Brand: Catalyst Award Winner, 2013
Final Thoughts
1. Brand, culture, and engagement are all part of the same cycle
2. Company values must be lived in company culture
3. A dynamic environment attracts high talent players at all levels
4. Career development is for all employees at all levels – not just high potentials
5. Career development is for small organizations as well as large ones
Questions? Contact Insala to learn more – New York | London | Dallas
www.insala.com
Email: [email protected]
US: +1 817.355.0939
UK: +44 (0)207 297 5940
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Webinar based on our article “Is Your Company Actively Resisting Employee Engagement?”
