david fairhurst chief people officer, europe
TRANSCRIPT
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DAVID FAIRHURSTChief People Officer, Europe
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Actively Disengaged
Not Engaged
Engaged
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Actively Disengaged: 20%
Not Engaged: 61%
Engaged: 19%
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01: Why HR must focus on thepositive as well as the negative
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turnoverabsencetr
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n-sizin
gskills shortage
redundancy
fire
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bullying
mis
con
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morale
theft
discrimination
grievance
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nced
ispu
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strikestress
disciplinary
performance management
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What our
business needs
What our people value
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What our business needs
Committed People
Cleanliness
Service
Quality
CustomerVisits Sales Profits
Employee Engagement Customer Loyalty Business Growth
Confidence
Competence
Simple Easy Enjoyment
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Praise from immediate manager
Cash bonus
Leadership attention Increase in base pay
Opportunity to leadproject or task force
Stock options
No-Cost Rewards Cash-Based Rewards
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What our business needs
Committed People
Cleanliness
Service
Quality
CustomerVisits Sales Profits
Employee Engagement Customer Loyalty Business Growth
Confidence
Competence
Simple Easy Enjoyment
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What our people valueI work in an enjoyable, energizing atmosphere where everyone feels part of the team.
I have a challenging, varied job that has the flexibility to fit into my lifestyle.
I have the opportunity to grow and progress by learning personal and work skills that will last a lifetime, whatever I choose to do.
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What our
business needs
What our people value
ExcellentDelivery
EmployeeValue
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Cohesive, focused teams A sense of belonging
Flexible workforce Flexible working
Well-trained staff Recognised qualifications
Controlled wage costs Negotiated staff discounts
Meet emerging needs Develop emerging skills
Enhanced reputation Pride in the organisation
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02: Why we need to become partnersin the education of our people
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80% 20% 50+%
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44% of employees havetwo or more indicators of“social disadvantage”…
− Low educational attainment− Periods of unemployment− Parental unemployment− Single or no parental figure− Resident in deprived area
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40% had improved theirhighest qualification
79% see their job as along-term career(just 10% at point of hire)
96% believe their skills to bevaluable to other employers
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Giving people life chances is at the heart of the Government’s crusade on social mobility and this research provides ample evidence that McDonald's is contributing significantly to that.
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03: Why we must learn lessonsfrom Marketing Science
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How could you …… spot someone single and living alone?
… spot if they’d started a relationship?
… spot if the couple had bought a puppy?
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Ranked Lowest to Highest by Digital Usage
Total Respondents = 103,333
High35,434
Medium31,603
Low36,296
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01: Why HR must focus on thepositive as well as the negative
02: Why we need to become partnersin the education of our people
03: Why we must learn lessonsfrom Marketing Science
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01: Why HR must focus on thepositive as well as the negative
02: Why we need to become partnersin the education of our people
03: Why we must learn lessonsfrom Marketing Science
04: Why ‘why’?
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Why
How
What
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Why do Apple exist?...
Why do GlaxoSmithKline exist?...
Why do Harley-Davidson exist?...
… to make a dent in the universe.
… to improve the quality of human life by enabling people to do more, feel better and live longer.
… to sell to 43-year-old accountants the ability to dress in leather, ride through small towns and have people be afraid of them.
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If you want to see something done, just tell some human beings it can't be done. Make it known that it's impossible to fly to the moon.
Or run a hundred metres in nine-point-nine seconds.
Or solve Fermat's Last Theorem.
Remind the world that no one has ever hit sixty-two home runs in a season.
Stuffed eighteen students into a Volkswagen Beetle.
Set half the world free.
Or cloned a sheep.
Dangle the undoable in front of the world. Then consider it done.
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