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Rethink Company
Are you Wasting Money on Benefits That Don’t Yield Enhanced Employee Engagement
a presentation brought to you by:
Sherry Perkins
Resources
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Sherry Perkins
•M.A. Organizational Development
•30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor
Vice President Enterprise Solutions
Consulting
imagine great people ®
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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
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Rethink Company
Are you Wasting Money on Benefits That Don’t Yield Enhanced Employee Engagement
a presentation brought to you by:
Sherry Perkins
Resources
www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
Today’s Topics
– Does Money Really Matter? Is Hertzberg’s Theory Humbug? – Is There a Correlation Between Benefits and Behavior? – Is the Goal Equity or Respect for the Individual? Should Everyone Be Treated the Same? – Should Companies Adapt to Cross-Generational / Cross Cultural Values? – What Are Best Practices / New Directions for Corporate Benefits?
– Motivators – De-motivators – Engagement / Productivity – The Impact of Leadership
How to Ensure Predictive Performance Through Customized Employee Motivators
1
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What Would Cause You to be a Highly Engaged Worker? (Poll)
1. Money 2. Title/Office/Prestige 3. Management 4. Benefits 5. Office Environment (Fun) 6. Other
2
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How Would You Describe Today’s Workforce Climate?
Multi-Cultural / Multi-Generational
Talent Wars
3
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Workforce Climate
It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of
belief, it was the epoch of incredulity, it was the
season of Light, it was the season of Darkness,
it was the spring of hope, it was the winter of despair,
we had everything before us . . .
Charles Dickens, English Novelist (1812 – 1870)
4
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Is more complex than
moving mass
5
Attract – Motivate - Retain
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• Over 60% of companies cite both the inability to get the talent needed today and concern over the inability to address talent requirements over the next five years.
• 51% report that retention begins with hiring and on-boarding -- key elements in their success.
• 79% state that their chief concern is continuity in executive leadership for the future.
• 61% are concerned over potential cost of disruptive succession from one leader to another.
• Average cost of a new hire among those companies that reported their cost of hire was over $16,000.
Research Results
6
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7
The magnitude of your people’s contribution to the organization will be directly proportional to how engaged they are with the organization
and their jobs.
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…a 51% Gap in Operating Income!
…a 39% Gap in Earnings per Share!
Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.)
…which equates to:
Engagement = Productivity & Profitability
…between high and low engagement organizations
Enhancing Your Leadership Charisma: A Step-by-Step Guide
8
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Enhancing Your Leadership Charisma: A Step-by-Step Guide
9
“…we looked at fifty global companies over a year, correlating employee engagement levels with financial results...
The companies with high employee engagement had a in
operating income and in earnings per share.
Conversely, companies with low levels of engagement saw and earnings per
Engagement = Productivity & Profitability
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Gallup Towers Perrin EEE
16% 19%
55% 64%
17% 29% Engaged
Neutral
Bitter
Source: The Gallup Organization, Towers Perrin and The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
Random samples of the U.S. working population over 18 years of age
18%
62%
20%
What will your workforce profile look like?
Today, Few Employees Are ‘Engaged’ in Work
10
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11
Levels of Engagement
Highly Engaged Great Match
Fully Accountable Contagious Enthusiasm
Enthusiastic Pursuit of Goals Fully Committed
Pro-active
Engaged Supportive of Goals
Good Match Easily Motivated
Involved Focused
Understands Expectations Secure
Dis-engaged Fair Match
Not interested Questions Expectations
Avoids Participation Easily Distracted Apathetic, Aloof
Dissatisfied, Insecure
Highly Dis-engaged Poor Match Destructive Disruptive
Discourages Others Aggressive Resistance
Fearful, Bitter Does not Know Expectations
Levels of Engagement
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Employee Motivation
• Signing Bonuses
• Onsite Day Care
• Gyms and Game Rooms
• Memberships
• Work at Home
• Job Sharing
• Tuition Refund
• Concierge Service
• Profit-Sharing
• Prayer Rooms
• Paid Health Care
• Family Day
• Flextime
• Parties and Group Outings
12
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Factors Affecting Job Attitude Motivation – Hygiene Theory
Leading to Job Dissatisfaction
• Policy
• Supervision
• Relationship with Boss
• Working Conditions
• Salary
• Relationship with Peers
Leading to Job Satisfaction
• Achievement
• Recognition
• Work Itself
• Responsibility
• Advancement
• Growth
Hertzberg (1959), The Motivation to Work, http://www.netmba.com/mgmt/ob/motivation/herzberg/
13
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Employee Engagement
• What They Do Really Matters
• The Work They Do is Honorable
• They’re Good At What They Do
• Appreciated / Respected
• Accountable for Their Own Destiny
14
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Open-Systems Team Model (Pre-requisites)
Dr. Oscar Mink, Open Organization, 1979
Effective Communications
Clearly Understood Goals Member Authority and Accountability
Equal Reward for Team versus Individual Achievement
Decision Level at Lowest Level of
Competency
Members Who Are Capable and
Committed
Inspire Continuous Learning
15
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Readiness for Change
Awareness
Informational
Personal
Management
Consequences
Collaboration or Implementation
Improve or Choose Better Solution
16
Scale 4 3 2 1
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264
Compliance Stability Influence Dominance
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Argyris, C. (1978)
Double-Loop Learning
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Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.
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“As a charismatic leader you must have the very highest
expectations of your people,
knowing that your expectations will become their expectations
– and that their expectations
will translate to unprecedented productivity, performance and
success.”
- ‘Leadership Charisma’, Haney, Sirbasku, McCann
18
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10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Occupational Interests Enterprising
Financial/Admin
People Service
Technical
Mechanical
Creative
Are they motivated by this kind of work?
Will they be comfortable in the job environment?
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Behavioral Traits Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment
Can they cope with the mental demands?
Thinking Style 10 9 8
7
6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
10 9 8 7 6 5 4 3 2 1
Learning Index
Verbal Skill
Verbal Reasoning
Numerical Ability
Numeric Reasoning
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Challenges Percent Selected
Cost of rewards 52%
Inability to validate ROI 34%
Inability to link performance management with retention
34%
Perceived as an HR initiative 30%
Inability to track factors that relate to improved retention
25%
Aberdeen Group Research
Inhibitors to Implementing Retention Programs
20
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Bragging Rights – Top 25 Companies (2012)
• Great People
• Smart, Professional Team
• Strong Moral Values
• Phenomenal Team
• Fun, Upbeat Environment
• Company Discounts
• Team Outings
• Visionary CEO (close)
• Flex work
• Knowledgeable Staff; Entrusted with Product Info
• Community Involvement
• Work/life Balance
• Training
• Invigorating Pace
• Inspired by the Work
• Great Health and Retirement Benefits
http://www.businessinsider.com/the-25-best-companies-to-work-for-2012-6?op=1 21
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Drucker 21st Century Leadership
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• Old Assumptions • One Right Org. Structure • One Right Mgmt. Style
• New Assumptions
• Manage Tasks - Lead People • Change is the Norm • Information is the means, rather
than the end • “Knowledge-worker” is critical • Leaders must self-manage • Feedback is critical to
development
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Customized
Motivators
Individual
Needs
Leader
Effectiveness
Team
Culture
Environment
Feedback is Critical
23
Corporate Culture
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Would you Like to Receive a Free WES?
1.Yes
2.No
24
Questions?
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