1. SHRM Thought Leaders Retreat
October 2006
Presented by:
William A. Schiemann
CEO, Metrus Group

3. Title

4. Desired Learning – Measuring Engagement
“Tools for measuring engagement and for impacting the drivers”
“Actual metrics used by successful companies”

5. Desired Learning: Linkage
“Effective ways to link engagement to manager performance”
“Metrics that demonstrate the link between engagement and business results”
“How to be able to use (metrics) within a scorecard that is used by company executives”

6. Desired Learning: Building Buy-In
“Prevent engagement from becoming the “flavor of the month””
“Engage those who have not bought into the concept of engagement”
“Connect managers with their responsibilities for employee engagement”

7. Desired Learning: Implementation
“Rapidly increase and sustain high levels of engagement”
“Better tapping into the mindset of Gen X and Gen Y”
“Develop a successful employee engagement strategy”
“Cost/resources efficient and effective practices”

8. Pre-Conference Survey
Strategic measures in place for people strategy
Measuring engagement
Measuring employee alignment with strategy
Measuring capabilities to execute strategy
Engagement a key metric on Corporate Scorecard
Engagement linked to business outcomes
49%
52%
40%
42%
71%
50%
24%
17%
29%
21%
11%
22%
27%
31%
37%
18%
28%
Favorable
Neutral
Unfavorable

9. The Power of Measures 0% 20% 40% 60% 80% 100%
Engagement linked to business outcomes
Senior leadership is convinced of the value of engagement
Over the last three years Employee Engagement at our organization has increased
Strategic measures in place for People Strategy
Strategic measures NOT in place

10. Who Gets Funded? 0% 20% 40% 60% 80% 100% Have a clear People Strategy
Measuring employee alignment with strategy
Engagement linked to business outcomes
Engagement a key metric on Corporate Scorecard
HR Gets Fair Share of Budget
HR Gets Less Than Fair Share

11. What Differentiates Companies Where Engagement Is Growing?0%
20%
40%
60%
80%
100%
Have a clear People Strategy
Measures in place for People Strategy
Linked to business outcomes
Leadership convinced of value
Engagement on Corporate Scorecard
Engagement increased significantly in past year
Engagement flat or decreasing

12. Typical Low People Equity Profiles

13. Typical High People Equity Profiles

14. Biggest Barriers to Improving Engagement
Culture/attitudes - 24%
Understanding - 22%
Measurement - 20%
Resources - 14%
Leadership - 14%
Other - 6%

15. Barriers Culture/Attitudes Understanding Measurement Resources
“As the workforce changes, old methods of connecting and engaging aren’t as effective”
Understanding
“Helping managers understand they play a key role in employee engagement & retention”
Measurement
“Reliance on financial measures over true people engagement measures”
Resources
“Time to do it right”
Leadership
“Lack of a clear corporate strategy”

16. “Selling” Engagement Linkage to Business Outcomes
“Grab them by their P&L's and their hearts and minds will follow”
“We had a compelling reason to change. Our financials and customer service were horrible.”
“ROI”
“Demonstrating the link to business strategies and identifying the right metrics”
“Organizational survey results reflected employee engagement as a primary driver of intent to stay”
“Linkage to guest satisfaction and financial performance”
“Human capital as an asset not an expense”

17. Alignment Capabilities Engagement People Equity
Are we going in the same direction?
Capabilities
Do we have what we need to succeed?
Engagement
Are we committed?