david sturt, executive vice president, o.c. tanner · 2018-05-04 · 5/2/18 8 “i work hard for my...

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A Modern Framework for Building an Engaging Culture David Sturt, Executive Vice President, O.C. Tanner

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Cultureispowerful.Culture is powerful.

How do you improve a company’s culture?

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Global Culture Study - August, 2017

Analysis of 40 engagement and culture models & studies

Created a culture assessment hypothesis

Qualitative focus group testing in 6 countries

Quantitative survey research on 6 continents, in 12 countries 9,600 people

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Collaboration with professors at Harvard Business School, and Y2 Research firm

Talent Magnets

O.C. TANNER INSTITUTE

Purpose

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“I think seeing the company vision…and where your job fits into that vision, and how you can help achieve that, that’s really important to me. What journey are we going on?” – Focus group attendee in London, England


Image courtesy of FastCompany

Ajay Kaul, CEO, Jubilant FoodWorks, India

“We bring happiness to your household.”

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1,000 former employees volunteered

Opportunity

“There should always be some learning. Help me grow. I need to be challenged. I personally don’t like routine, so challenging work is critical. It shows that the company is helping you grow. Willing to invest in you.” – Focus Group Attendee in Toronto, Canada


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Opportunity Research Findings

•  59% of employees believe there is a ceiling of advancement for them within their current organization

•  Nearly half of employees believe their skills are underutilized in their current role •  More than 1 in 3 employees are ‘often’ bored with their work responsibilities •  Only 55% of employees agree that they regularly learn new, valuable things in their

current role •  44% of employees feel stagnant or stuck in their current role •  Only 51% of employees feel like they work on projects that are visible across the

organization •  Under half of employees say they help influence important decisions at work


Case Study

Leadership

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“I’d like mentorship – somebody who is going to help guide me through murky waters of corporate or business life. Somebody who will give me honest feedback about what steps to take on a project, a new opportunity, or a tricky situation. Some guidance and leadership, not just a boss.”

– Focus group attendee in Toronto, Canada


Leadership Research Findings

•  More than 1 in 4 employees do not trust their direct manager •  35% of employees do not trust senior leaders at their organization •  Only 56% of employees say their manager knows how to share responsibility with them

and their team members •  About half of employees say their direct manager motivates them to do their best work •  31% of employees do not trust their direct manager to stand up for them or have their

back •  Only 42% of employees say their direct manager causes them to focus outside

themselves and make them part of something bigger •  Almost 1 in 3 employees say their direct manager doesn’t know people on their team as

individuals and that they are all just workers to him/her •  31% of employees say their direct manager often takes credit for their work or ideas •  Only 57% of employee have a relationship with their direct manager that makes it easy

to go to them with questions or concerns


Wellbeing

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“I work hard for my company because I know the company cares about us. We have flexibility and we don’t abuse it.”

- Focus group attendee in Singapore


56% 65% 66%

72% 73% 76% 75% 79% 82% 85% 80%

0 1 2 3 4 5 6 7 8 9 10

How would you rate your work output over the past month as a percentage of your maximum potential output?

Employees’ work output as a percent of their maximum potential increases as much as 52% with higher levels of wellbeing.

Wellbeing

Wor

k O

utpu

t

Wellbeing Influences Work Output


Success

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Success Research Findings

•  Only 45% say working for their organization is like playing for a winning team •  Fewer than half of employees feel like their organization is the best in their industry •  42% of employee believe it goes unnoticed when they reach a goal •  1 in 5 employees say they do not do their best work because no one else in the

organization does •  Only 55% of employees say their organization has a reputation for being a good

employer whose people do great work •  22% of employees say their organization rarely sets goals


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great work

good work



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Appreciation

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“It feels good when your leaders are observant. It’s not like you’re looking for acknowledgement, but it’s good to be noticed and appreciated for a job well done.” –Focus group attendee in Sydney, Australia


Appreciation Research Findings

•  Only 43% of employees think their organization rewards high performing employees

•  1 in 3 employees feel like they don’t receive enough acknowledgement from their team members

•  36% of employees rarely observe others giving each other recognition when great work is done

•  More than 1 in 3 employees say the recognition they receive feels like an empty gesture that isn’t meaningful to them

•  Only 51% of employees say the recognition they receive is authentic and sincere


Recognition Increases Engagement

Weakrecogni,on

Strongrecogni,on

ASIA

77%highlyengaged

Weakrecogni,on

Strongrecogni,on

LATINAMERICA

55%highlyengaged

87%highlyengaged

Weakrecogni,on

Strongrecogni,on

30%highlyengaged

80%highlyengaged

US/CANADA

Weakrecogni,on

Strongrecogni,on

17%highlyengaged

70%highlyengaged

EUROPE

Inallregionsoftheworldweseethesameuniversaltrend,employeeengagementlevelsincreasewhenrecogniEonpracEcesareviewedasstrongcomparedtoweak.

14%highlyengaged

O.C.TANNERINSTITUTEEFFECTOFEMPLOYEERECOGNITIONONEMPLOYEEENGAGEMENT,2013

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Engaged…in what?


ImagecourtesyofVirginTrainsCase Study

Screw average.Create amazing.

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BrandIngredients

TableStakes

BrandIngredients

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APPRECIATE NOW


• Written for managers •  Insights from a decade

of research studies • Role of a leader • Why appreciation works • How to recognize

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Talent Magnets

O.C. TANNER INSTITUTE GLOBAL CULTURE SURVEY, 2017

Talent Magnets


•  Leadership •  Wellbeing •  Appreciation

38% less likely to have employees looking to leave.

Retention


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Culture is Powerful.

david sturt, executive vice president, o.c. tanner · 2018-05-04 · 5/2/18 8 “i work hard for my...

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