Presentation on theme: "E MOTIONAL ATTACHMENT TO THE WORKPLACE People for People 2012."— Presentation transcript:
E MOTIONAL 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 ones close friends more often – work, school, family obligations
C OMMUNITY (I SOLATION ) 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
O UR S ENSE 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)
O UR S ENSE OF C OMMUNITY CONT D Obstacles to getting to know others 32% - Little interest - INDIFFERENCE
P URPOSE 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)?
W HAT IS E NGAGEMENT ? 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
E NGAGEMENT 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 E LEMENTS OF E NGAGEMENT
E NGAGEMENT AND B USINESS P ERFORMANCE Turnover Absenteeism Shrinkage Safety Incidents CustomerProductivityProfitability High- Turnover Orgs. Low- Turnover Orgs. Bottom-Line ReductionTop-Line Growth *Difference between engaged and actively disengaged employees in unexcused absences * % difference of top quartile from bottom quartile Turnover Absenteeism Shrinkage Safety Incidents CustomerProductivityProfitability High- Turnover Orgs. Low- Turnover Orgs.
E NGAGEMENT & P ERFORMANCE : Retention Customer Satisfaction Financial success Engaged Employee
E NGAGEMENT CONCERN 1: C ORRELATED OR C AUSAL ? 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?
E NGAGEMENT CONCERN 2: W HAT 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)
R ESULTS OF O NE M ULTINATIONAL 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
E NGAGEMENT S CORE H ISTORY
W HAT S HOULD THE FOCUS B E ? 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 ) ororganization workplacehttp://www.youtube.com/watch?v=AOgJjFes3iM Or this one?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?
E NGAGEMENT Retention Customer Satisfaction Financial success Engaged Employee
T HE M EANINGFUL W ORKPLACE Why do we exist? How do I contribute Inclusion/ Community Organizational Success
T HE M EANINGFUL W ORKPLACE J ERRY H OLTAWAY …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.
E MOTIONS AS A NCHORS Zappos
T HE M EANINGFUL W ORKPLACE 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
T HE E LEMENTS OF A M EANINGFUL WORKPLACE Ambition is the new purpose – when presented in a credible, inclusive and authentic way the companys ambition is respected and admired. Our Mission: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.
E MOTIONS AS A NCHORS 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.culture Zappos Culture book
E MOTIONS AS A NCHORS 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 companys values through feelings
M AKING I T H APPEN 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
T HE M EANINGFUL W ORKPLACE 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
T HE P ROCESS OF S ELF -D ISCOVERY Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work - Vince Lombardi