shrm thought leaders retreat october 2006 presented by: william a. schiemann ceo, metrus group
TRANSCRIPT
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SHRM Thought Leaders Retreat
October 2006Presented by:
William A. SchiemannCEO, Metrus Group
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Title
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Desired Learning – Measuring Engagement
• “Tools for measuring engagement and for impacting the drivers”
• “Actual metrics used by successful companies”
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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”
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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”
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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”
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Pre-Conference Survey
49%
52%
40%
42%
71%
50%
24%
17%
29%
21%
11%
22%
27%
31%
31%
37%
18%
28%
Favorable Neutral Unfavorable
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
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The Power of Measures
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
0% 20% 40% 60% 80% 100%
Strategic measures in place for People Strategy
Strategic measures NOT in place
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Who Gets Funded?
Have a clear People Strategy
Measuring employee alignment with strategy
Engagement linked to business outcomes
Engagement a key metric on Corporate Scorecard
0% 20% 40% 60% 80% 100%
HR Gets Fair Share of Budget
HR Gets Less Than Fair Share
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What Differentiates Companies Where Engagement Is Growing?
Have a clear People Strategy
Measures in place for People Strategy
Linked to business outcomes
Leadership convinced of value
Engagement on Corporate Scorecard
0% 20% 40% 60% 80% 100%
Engagement increased significantly in past year
Engagement flat or decreasing
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Typical Low People Equity Profiles
0
25
50
75
100
3 mo 6 mo 1 yr 2 yr 3 yr
Alignment Capabilities Engagement
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Typical High People Equity Profiles
0
25
50
75
100
3 mo 6 mo 1 yr 2 yr 3 yr
Alignment Capabilities Engagement
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Biggest Barriers to Improving Engagement
• Culture/attitudes - 24%
• Understanding - 22%
• Measurement - 20%
• Resources - 14%
• Leadership - 14%
• Other - 6%
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Barriers
• Culture/Attitudes“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”
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“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”
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People Equity
AAlignmentAre we going in the same direction?
CCapabilitiesDo we have what we need to succeed?
EEngagementAre we committed?