Presentation is loading. Please wait.

Presentation is loading. Please wait.

ENGAGING EMPLOYEES ACROSS GENERATIONS ASTD ICE 2014 Tuesday, May 7, SESSION TU110 THE By Using Social & Informal Learning Halelly Azulay

Similar presentations


Presentation on theme: "ENGAGING EMPLOYEES ACROSS GENERATIONS ASTD ICE 2014 Tuesday, May 7, SESSION TU110 THE By Using Social & Informal Learning Halelly Azulay"— Presentation transcript:

1 ENGAGING EMPLOYEES ACROSS GENERATIONS ASTD ICE 2014 Tuesday, May 7, SESSION TU110 THE By Using Social & Informal Learning Halelly Azulay on Twitter ]

2 Halelly works with organizations such as PricewaterhouseCoopers, Booz Allen Hamilton, the World Bank, the Food and Drug Administration, Office of Naval Research, Deluxe Corp., FINRA (formerly NASD), and the University of Maryland among others. Halelly is a sought after speaker at conferences and meetings for various organizations such as ASTD International Conference, GMAC, GAMA International, the Human Resource Leadership Forum, the International Coaches Federation, The Training Officers' Conference, and the ASTD Leadership Conference. She is a contributing author of numerous books, articles, and blogs. Halelly is an active leader in her professional community. She serves on three key volunteer committees for ASTD, the world's largest professional association in the Training & Development profession: Member of the 2014 ASTD International Conference & Expo Program Advisory Committee (ICE PAC), Chairman of the 2014 ASTD Chapter Leaders Conference PAC, and member of the prestigious National Advisors for Chapters (NAC). She is Past President of the Board of Directors of the award-winning Metro DC chapter of ASTD where she served in various Board leadership roles for over six years. Learn more about Halelly and her company at About Halelly Azulay Halelly Azulay is a consultant, facilitator, speaker and author with over 20 years of professional experience in workplace learning and communication. She is the author of Employee Development on a Shoestring, a book providing managers and supervisors hands-on tools and techniques for developing employees outside the classroom. Halelly is the president of TalentGrow LLC, a consulting company specializing in leadership, communication skills, teambuilding, facilitation, coaching, and emotional intelligence with all organizational levels including C-level leaders, frontline managers and individual contributors. She is a sought after, dynamic, and engaging speaker at conferences and meetings.

3 Photo by Phil Roeder via Flickr Learning Objectives Define Employee Engagement and quantify its value Examine current resource limitations and discover the untapped potential of existing resources for employee engagement, development and knowledge management Describe ways to leverage social and informal learning to engage and develop multiple generations of employees in the current workplace reality Develop implementation ideas and strategies for new ways to engage and develop employees in your workplace while creating lasting knowledge assets for organizational improvement © Halelly Azulay, TalentGrow LLC, All rights reserved.

4 DISCRETIONARY EFFORTS Engagement is a state of being passionate, connected, motivated, and willing to give ones DISCRETIONARY EFFORTS to benefit him or herself, the work group, and the organization at large. © Halelly Azulay, TalentGrow LLC, All rights reserved. DefinitionDefinition

5 What are the Alternatives? © Halelly Azulay, TalentGrow LLC, All rights reserved. Photo by Flickr User DieselDemon Engaged Non-Engaged Actively disengaged

6 Sustainable Engagement Photo by Flickr User JS North © Halelly Azulay, TalentGrow LLC, All rights reserved. Engaged Enabled Energized Engaged Enabled Energized

7 Employee Engagement Service Customer Satisfaction Customer Loyalty Growth Retention Productivity Profit The Engagement-Profit Chain Source: Kevin Kruse, Why Employee Engagement?© Halelly Azulay, TalentGrow LLC, All rights reserved.

8 Facts & Stats Photo by Flickr User James Cridland © Halelly Azulay, TalentGrow LLC, All rights reserved.

9 Facts & Stats Photo by Flickr User James Cridland © Halelly Azulay, TalentGrow LLC, All rights reserved. Highly Engaged _____ % Highly Engaged (high on all three aspects of sustainable engagement) Unsupported _____ % Unsupported (traditionally engaged but lack enablement and/or energy) Detached _____ % Detached (feel enabled +/or energized, but lack traditional engagement) Disengaged _____ % Disengaged (scored low on all three aspects of sustainable engagement) Source: Towers Watson 2012 Global Workforce Study

10 Facts & Stats Photo by Flickr User James Cridland © Halelly Azulay, TalentGrow LLC, All rights reserved. Firms highest in engagement boast 22%HIGHER PROFITABILITY 21% HIGHER PRODUCTIVITY 10% HIGHER CUSTOMER ENGAGEMENT 37% LOWER ABSENTEEISM 65% LOWER TURNOVER 41% FEWER DEFECTS Source: Gallups 2013 State of the American Workplace

11 Facts & Stats Photo by Flickr User James Cridland © Halelly Azulay, TalentGrow LLC, All rights reserved. Average One-Year Operating Margin Companies with low engagement scores <10% Companies with high traditional engagement scores14% Companies with highest sustainable engagement scores27% Source: Towers Watson 2012 Global Workforce Study

12 Photo by Flickr User JS North © Halelly Azulay, TalentGrow LLC, All rights reserved. Sustainable Engagement EnergizedEnabled (traditional) Engaged Sustainable Engagement

13 Engagement Drivers Leadership – consistency, trust, confidence Positive relationship with peers Energy balance – stress, workload, flexibility Clear goals, objectives, roles Opportunity to use strengths (unique skills & talents) Manager/supervisor – supportive, caring, fair & consistent Recognition and reward for excellence Organizations image – honesty, integrity, ethical Personal ownership and self-direction © Halelly Azulay, TalentGrow LLC, All rights reserved.

14 Engagement Drivers Leadership – consistency, trust, confidence Positive relationship with peers Energy balance – stress, workload, flexibility Clear goals, objectives, roles Opportunity to use strengths (unique skills & talents) Manager/supervisor – supportive, caring, fair & consistent Recognition and reward for excellence Recognition and reward for excellence Organizations image – honesty, integrity, ethical Personal ownership and self-direction © Halelly Azulay, TalentGrow LLC, All rights reserved.

15 Generation Gaps in Engagement © Halelly Azulay, TalentGrow LLC, All rights reserved. Millennials & Traditionalists Gen Xers & Baby Boomers > Millennials are most likely to leave

16 © Halelly Azulay, TalentGrow LLC, All rights reserved.

17 Sharing tacit knowledge, informally… Digital Storytelling Social Learning Mentoring Photo by tranchis via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, All rights reserved.

18 digital storytelling …the creation of video- and audio-based social learning content. © Halelly Azulay, TalentGrow LLC, All rights reserved.

19 social learning …a general name given to multiple collaborative online tools for sharing knowledge, building relationships, and interacting with content and with other members of the online community. © Halelly Azulay, TalentGrow LLC, All rights reserved.

20 Social Learning Tools wikis discussion boards blogs video uploading platforms podcasts © Halelly Azulay, TalentGrow LLC, All rights reserved.

21 mentoring …learning by mentoring or by being mentored. © Halelly Azulay, TalentGrow LLC, All rights reserved. Photo by IntelFreePress via Flickr Creative Commons

22 How can these tools be used to engage employees across generations? © Halelly Azulay, TalentGrow LLC, All rights reserved.

23 Photo by Nathan Borror via Flickr Creative Commons Sharing info Connections Access to experts Onboarding SME knowledge management Market intel Performance improvement Team development © Halelly Azulay, TalentGrow LLC, All rights reserved.

24 Benefits to the Learner and the Organization Photo by Neal via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, All rights reserved.

25 Benefits to the Learner Creativity and new thinking about business issues and challenges Increased job satisfaction Higher engagement Skill and knowledge development Career development Positive attitude toward learning, which leads to learning more efficiently Credible information and advice (peer-judged by other users) Just-in-time, fast, and targeted learning opportunities Sense of ownership of learning process Wide access to the full organizational Photo by Neal via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, All rights reserved.

26 Benefits to the Organization Performance improvement and support Reduced learning costs and increased efficiencies Reduced errors Improved organizational performance Improved onboarding process Improved relevance and accuracy of documentation Knowledge management Improved launch of new services or organizational initiatives Performance support for the organizations client-facing workforce Increased collaboration Continuous learning culture. Improved cohesion of disparate workforce Photo by Neal via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, All rights reserved.

27 1.What can you do immediately to increase sustainable engagement? 2.How can you leverage informal and social learning to build bridges across the generations at your organization? 3.What will be the biggest bang-for-the-buck benefits for your organization from these efforts? Photo by woodleywonderworks via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, All rights reserved.

28 Questions? Photo by Marco Bellucci via Flickr © Halelly Azulay, TalentGrow LLC, All rights reserved.

29 .com Employee Development on a Shoestring gives managers the tools to grow their team members into engaged, highly-skilled employees, outside the classroom and outside the box, within an efficient, cost-effective framework. Conference Bookstore! astd.org/Shoestring Buy it at the Conference Bookstore! or online at astd.org/Shoestring bit.ly/EmpDevShoestring and bit.ly/EmpDevShoestring Whether you are a supervisor looking for…developmental ideas or a trainer seeking ways to stretch your companys training and development budget, this book delivers. from the foreword by The Trainers Trainer, Elaine Biech author of The Business of Consulting and dozens of other books Halelly Azulay gets the importance of keeping employees up to speed in a constantly changing workplace, and doing so in ways that are respectful of their individuality and your company's values. Daniel H. Pink best-selling author of To Sell Is Human, A Whole New Mind and Drive Halelly Azulay has written a book that will help supervisors and professionals develop their staff within the limits that most organizations now face– time and budget! Marshall Goldsmith million-selling author of New York Times bestsellers, Mojo and What Got You Here Wont Get You There

30 Thank you! Good luck! Photo by Yewenyi via Flickr


Download ppt "ENGAGING EMPLOYEES ACROSS GENERATIONS ASTD ICE 2014 Tuesday, May 7, SESSION TU110 THE By Using Social & Informal Learning Halelly Azulay"

Similar presentations


Ads by Google