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Full-Spectrum Consciousness Service Making a Difference Internal Cohesion Survival Relationships Self-esteem Transformation Long-term Viability Making.

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Presentation on theme: "Full-Spectrum Consciousness Service Making a Difference Internal Cohesion Survival Relationships Self-esteem Transformation Long-term Viability Making."— Presentation transcript:

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2 Full-Spectrum Consciousness Service Making a Difference Internal Cohesion Survival Relationships Self-esteem Transformation Long-term Viability Making a Difference Shared Vision Continuous Improvement Best Practices Customer Satisfaction Financial Stability

3 Medi-health (1045) February 2007Cultural Transformation Tools Values Assessment LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organisational Blue = PV & DC match S = Societal 1. cost reduction (460) 2. customer satisfaction (430) 3. favouritism (310) ( L ) 4. information hiding (286) ( L ) 5. profit (282) 6. productivity (273) 7. uncertainty (253) ( L ) 8. continuous improvement (224) 9. adaptable to change (223) 10. mistrust (211) ( L ) PL = 9-1 IROS (P) = IROS (L) = Matches 1. employee recognition (496) 2. customer satisfaction (394) 3. job security (374) ( L ) 4. employee fulfilment (364) 5. open communication (358) 6. information sharing (331) 7. commitment (312) 8. accountability (306) 9. leadership development (286) 10. being the best (262) PL = 10-0 IRS (P) = IRS (L) = Match 1. commitment (490) 2. honesty (474) 3. accountability (433) 4. adaptable to change (326) 5. reliability (312) 6. caring (304) 7. loyalty (291) 8. responsibility (275) 9. efficiency (247) 10. self-discipline (222) PL = 6-4 IROS (P) = IROS (L) = Match Personal ValuesCurrent Culture ValuesDesired Culture Values

4 Medi-health (1045) Personal Values Current Culture ValuesDesired Culture Values CTS = CTS = CTS = February 2007 Cultural Transformation Tools C T S Values Distribution Entropy = 4%Entropy = 33%Entropy = 5% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting

5 Medi-health (1045) February 2007Cultural Transformation Tools Positive Values

6 NRG (566) February 2007Cultural Transformation Tools Values Assessment LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organizational Blue = PV & DC match S = Societal 1. results orientation (219) 2. bureaucracy (211) ( L ) 3. profit (209) 4. customer satisfaction (179) 5. being the best (177) 6. image (171) ( L ) 7. continuous improvement (158) 8. goals orientation (155) 9. organizational growth (139) 10. achievement (136) PL = 10-0 IROS (P) = IROS (L) = Matches 1. customer satisfaction (226) 2. reliability (197) 3. continuous improvement (172) 4. employee recognition (172) 5. professionalism (171) 6. clarity (166) 7. quality (164) 8. honesty (156) 9. adaptability (152) 10. open communication (135) PL = 10-0 IRS (P) = IRS (L) = Matches 1. honesty (292) 2. reliability (262) 3. adaptability (198) 4. humor/fun (197) 5. perseverance (191) 6. enthusiasm (173) 7. responsibility (171) 8. listening (157) 9. respect (157) 10. cooperation (155) PL = 8-2 IROS (P) = IROS (L) = Matches Personal ValuesCurrent Culture ValuesDesired Culture Values

7 NRG (566) Personal Values Current Culture ValuesDesired Culture Values CTS = CTS = CTS = February 2007 Cultural Transformation Tools C T S Values Distribution Entropy = 5%Entropy = 22%Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting

8 NRG (566) February 2007Cultural Transformation Tools Positive Values

9 Internal Cohesion Consciousness Cohesion Connection Staff Engagement

10 Service Making a Difference Internal Cohesion Survival Relationship Self-Esteem Transformation The significant problems we face cannot be solved at the same level of thinking that created them. -Albert Einstein Level 5 Fulfilment

11 Internal Cohesion Consciousness Internal Cohesion Survival Relationship Self-Esteem Transformation PRIMARY FOCUS: Alignment and authenticity Co-operation Honesty Shared vision Trust

12 Making a Difference Consciousness Making a Difference Internal Cohesion Survival Relationship Self-Esteem Transformation Dialogue Partnerships Strategic alliances PRIMARY FOCUS: Collaboration

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14 The Evolution of Engagement Satisfaction Commitment Engagement Hewitts Employee Research Over Time Positive Correlation With Business Performance Lower Higher Time

15 Three key behaviours indicate an engaged employee: 1 Say 32 What is Engagement? Strive Exert extra effort and engage in work that contributes to business success Stay Have an intense desire to be a member of the organisation Consistently speak positively about the organisation to co– workers, potential employees and customers

16 Procedures Policies Processes Communication Brand Alignment Compensation Pay Benefits Recognition People Executive Leadership Senior Leadership Immediate Manager Team Members Customer Focus Values Opportunities Career Opportunities Learning and Development Quality of Life Valued and Respected Safety Physical Work Environment Work/Life Balance Intrinsic Motivation Influence Work Tasks Resources Work Engagement Drivers of Engagement

17 The Engaged Employee Adds More Value Growth in Employee Productivity $18,600 more market value per employee $3,800 more profits per employee $80,000–120,000 additional revenue per month Higher profitability Higher customer loyalty Recruitment costs 55% lower Companies With Engaged Employees Report… Source: Impact of Engaged Employees on Business Outcomes; Ongoing Employee Engagement Research, Hewitt Associates, 2005

18 CTT-Hewitt Examples Two Different Organisations (ABC and WXY) Two Different Continents Two Different Industries

19 Hewitt Say – Stay – Strive Group 2005 Hewitt Best Employers Given the opportunity, I tell others great things about working here. I would not hesitate to recommend this organisation to a friend seeking employment It would take a lot to get me to leave this organisation I hardly ever think about leaving this organisation to work somewhere else This organisation inspires me to do my best work every day This organisation motivates me to contribute more than is normally required to complete my work 78% 83% 77% 69% 76% 71% 57% 74% 72% 57% 38% 33% Say Strive Stay Please Note: Figures represent percent Agree and Strongly Agree Group % 67% 72% 56% 39% 34% COMPANY ABC

20 Hewitt Say – Stay – Strive Group 2004 Hewitt Best Employers Industry Services Benchmark Given the opportunity, I tell others great things about working here. I would not hesitate to recommend this organisation to a friend seeking employment It would take a lot to get me to leave this organisation I hardly ever think about leaving this organisation to work somewhere else This organisation inspires me to do my best work every day This organisation motivates me to contribute more than is normally required to complete my work 52% 64% 53% 45% 51% 48% 80% 87% 77% 68% 77% 75% 61% 67% 51% 67% 60% Say Strive Stay Please Note: Figures represent percent Agree and Strongly Agree Group % 70% 54% 52% 56% 58% COMPANY WXY

21 Threat to Engagement Opportunity to Increase Engagement Managing Performance Work Processes Resources People Practices Work Tasks Recognition Intrinsic Motivation Career Opportunities Senior Leadership Learning and Development Manager Organizational Reputation Work / Life Balance Physical Work Environment Pay Co-workers Benefits 26% 24% 30% 39% 45% 28% 49% 41% 43% 53% 50% 70% 54% 70% 53% 74% 78% COMPANY ABC Hewitt Impact Model 53%

22 Hewitt Impact Model Threat to Engagement 60% Opportunity to Increase Engagement Career Opportunities Brand Promise Performance Management Processes Recognition Valuing People Senior Leader Resources Learning & Development Group Leader Influence Communication Manager Intrinsic Motivation Community Work Activities Policies Reward Customer Work Life Balance Corporate Responsibility Work Environment Co-workers Risk Management/ Awareness Safety 49% 51% 26% 52% 50% 61% 58% 56% 62% 63% 61% 64% 70% 62% 69% 57% 58% 64% 74% 70% 78% 79% 81% COMPANY WXY

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24 Company ABC (4464) November 2006Cultural Transformation Tools Values Assessment LEGEND Underline = PV & CC matchP = Positive I = Individual Red = PV, CC & DC match L = Potentially LimitingR = Relationship Red = CC & DC match (hollow dots)O = Organisational Blue = PV & DC match S = Societal 1. bureaucracy (2093) ( L ) 2. safety (2008) 3. accountability (1294) 4. community involvement (1250) 5. meetings (1144) ( L ) 6. confusion (1130) ( L ) 7. continuous improvement (1075) 8. environmental awareness (1070) 9. lack of accountability (1042) ( L ) 10. blame (991) ( L ) PL = 10-0 IROS (P) = IROS (L) = Matches 1. accountability (3180) 2. continuous improvement (2221) 3. commitment (1853) 4. employee engagement (1670) 5. employee development (1336) 6. teamwork (1265) 7. efficiency (1242) 8. safety (1185) 9. continuous learning (1163) 10. employee recognition (1095) PL = 10-0 IRS (P) = IRS (L) = Matches 1. accountability (2243) 2. commitment (1793) 3. honesty (1608) 4. balance (home/work) (1442) 5. family (1429) 6. co-operation (1362) 7. adaptability (1210) 8. safety (1170) 9. continuous learning (1145) 10. caring (1136) PL = 5-5 IROS (P) = IROS (L) = Matches Personal ValuesCurrent Culture ValuesDesired Culture Values

25 Company ABC: Comparison By Level LEVEL 3CC/DC Matches EntropyEngagementTop CC Value Top DC Value Division A432%61%SafetyAccountability Division B336%55%BureaucracyAccountability Division C336%53%BureaucracyAccountability Division D240% 45%BureaucracyAccountability

26 Company ABC: Comparison By Level LEVEL 3EngagementEntropyPLVs in CC Top 10 Division A61%32% Bureaucracy Empire building Meetings Division B55%36% Bureaucracy Chaos Confusion Lack of accountability Meetings Division C53%38% Blame Bureaucracy Confusion Empire Building Meetings Division D 45%40% Blame Bureaucracy Confusion Empire building Lack of accountability Meetings

27 Company ABC: Comparison By Level LEVEL 4CC/DC Matches EntropyEngagementTop CC Value Top DC Value Inspection & Maintenance 6 27% 62%BureaucracyAccountability Engineering & Modifications 2 34% 60%BureaucracyAccountability Supply Chain5 35% 58%BureaucracyAccountability QBNO235% 56%SafetyAccountability Programs & Training 3 36% 47%BureaucracyAccountability PLEL2 41% 48%BureaucracyAccountability

28 Engagement vs. Entropy

29 Commonality of Values Chosen by Unit PERSONAL VALUE RATE OF OCCURENCE CURRENT CULTURE VALUE RATE OF OCCURENCE DESIRED CULTURE VALUE RATE OF OCCURENCE Accountability81Bureaucracy81Accountability84 Honesty77Safety81Continuous improvement83 Commitment74Accountability58Employee engagement82 Balance (H/W)63Meetings58Commitment78 Cooperation56Community involvement53Employee development64 Family52Teamwork54 Adaptability50Efficiency53 Safety52 84 Total Unit categories

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31 Hewitt Engagement and CTT Entropy 8% 12% 18% 19% 12% 13% 11% 16% 11% 61% 46% 44% 60% 56% 63% 48% 60% 66% Division 1 Division 3 Division 7 Division 8 Division 4 Division 5 Division 2 Division 6 Company Overall CTT Cultural EntropyHewitt Engagement Score COMPANY WXY

32 Hewitt Psychographic SegmentsOverview Im committed, know whats expected and am held accountable for what I do Percent of Hewitt Best Employer Employees 46% 79% Enthusiastic Followers I like the organisation and its leaders and know where the organisation is headed, but I feel a lack of control over resources and processes which affects my work/life balance 61% Passionate Advocates Percent of Hewitt Best Employer Employees 15% I like working here and am confident in leadership, but am not rewarded and recognised sufficiently for my efforts 51% Percent of Hewitt Best Employer Employees 13% Embittered Detractors Im unrecognised, unsupported, the organisation doesnt care about me. Theres no future here for me 17% Percent of Hewitt Best Employer Employees 5% Disgruntled Coasters I like what I do but our leaders are ineffective, I I get insufficient direction and dont see a future for me in this organisation 31% Percent of Hewitt Best Employer Employees 5% Under–Rewarded Supporters

33 Cluster Comparisons PV/DC CC/DC CLUSTER MATCHES MATCHES ENTROPY A – Passionate Advocates 3 4 7% B – Enthusiastic Followers % D – Disgruntled Coasters % C – Under-Rewarded Supporters % E – Embittered Detractors % COMPANY WXY

34 Clusters - Current Culture Values CC VALUEABCDE Profit Customer focus Community Involvement Accountability--- Organisational growth Results orientation--- Achievement--- Cost reduction--- Shareholder Value Being the best--- Teamwork--- Customer satisfaction Brand image Bureaucracy (L)--- Hierarchical (L)--- Cluster A – Only group with teamwork and being the best. Only group without cost reduction. Clusters A & C – Only groups with customer satisfaction. Clusters D & E – Only groups with limiting values. Neither group has achievement. Cluster E – Only group without achievement and accountability which may reflect a lack of personal responsibility or pride.

35 Clusters - Desired Culture Values DC VALUEABCDE Accountability Customer satisfaction Customer focus Teamwork Balance (home/work) Leadership excellence Best practice Excellence--- Continuous improvement--- Well-managed--- Staff engagement Ethics Recognition Employee wellbeing Staff fulfilment--- Open communication--- Cluster B -Wants staff engagement. This may be what they need to become Passionate Advocates. Cluster C - Group that wants recognition and employee wellbeing. These may be what they need to become Passionate Advocates. Cluster D -Group that has ethics in top ten list. Cluster E - Group that wants staff fulfilment and open communication.

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37 CTT- Hewitt Results Indicator 2007 Employee Engagement 2007 Key Threats2007 Key Drivers Career Opportunities 1 Brand Promise 2 Include a comparison with 2006 (could be shift in positive perception score) Performance Management 3 Processes 4 Intrinsic Motivation 1 Policies 2 Matches 2007 Culture Values (no. of respondents) 1. Value (x) (x) 2. Value (x) (x) 3. Value (x) (x) 4. Value (x) (x) 5. Value (x) (x) 6. Value (x) (x) 7. Value (x) (x) 8. Value (x) (x) 9. Value (x) (x) 10. Value (x) (x) 1. Value (x) (x) 2. Value (x) (x) 3. Value (x) (x) 4. Value (x) (x) 5. Value (x) (x) 6. Value (x) (x) 7. Value (x) (x) 8. Value (x) (x) 9. Value (x) (x) 10. Value (x) (x) Underlined values are matches between Current and Desired Culture values Desired Culture Current Culture 2006 Current vs Desired Entropy 2007 Current vs Desired 2006 Personal vs Current 2007 Personal vs Current Healthy Careful monitoring Requiring attention Crisis situation High risk of failure High Performance Zone

38 CTT – Hewitt: What Weve Learned Our research methods work very well independently and powerfully together. Our desire to collaborate has delivered greater insights for our clients.


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