susta“i”nable employee...

Susta“I”nable Employee EngagementGetting Sustainable Performance and Contribution from your Employees

Richard YeoDirector, Rewards, Talent and Communication, SingaporeConsulting Leader, Talent Management and Change Management, SEA

11 November 2014

© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Employers said that Attracting and Retaining Talent is Key to their Growth Plans

towerswatson.com © 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

36%

Attrition concerns are High in some Asian

countries

94% respondents are planning expansion in new products, 73% in International markets

55% are planning a merger soon. This is 58% for companies

from ‘developing Asia’

Talent Mobility in Asia has Increased

Sources: Towers Watson 2014 Talent Management & Rewards Study - Asia Pacific

1

Singapore has fewer Highly Engaged Employees and more Disengaged Employees than the Global Results

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Highly Engaged: Those who score high on all three aspects of sustainable engagement

Unsupported: Those who are traditionally engaged, but lack enablement and/or energy

Detached: Those who feel enabled and/or energized, but lack a sense of traditional engagement

Disengaged: Those who score low on all three aspects of sustainable engagement

40%

19%

17%

24%

Global

Source: Towers Watson 2014 Global Workforce Study — Global & Singapore.

35%

13%19%

33%

Singapore

© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.Note: Proportions may not sum up to 100% due to rounding.

2

Employee Retention - One in every three employees is likely to leave

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AgreeMixedDisagree

26%

34%

28%

38%

46%

28%

Global

Singapore

Likely to leave organisation

within two years


Source: Towers Watson 2014 Global Workforce Study — Singapore.Note: Proportions may not sum up to 100% due to rounding.

3

Employees who are Highly Engaged are 3.5 times more likely to stay with their Employer

Likely to leave organisation within two years

AgreeMixedDisagree


25%

33%

42%

Highly Engaged

24%

36%

41%

Unsupported

38%

41%

20%

Detached

46%

43%

12%

Disengaged

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Source: Towers Watson 2014 Global Workforce Study — Singapore.Note: Proportions may not sum up to 100% due to rounding.

4

Put the INDIVIDUAL back into Susta“I”nable Engagement

© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.towerswatson.com

5

Employees have an active role to play in their own engagement; they should not be passive recipientsEmployees have an active role to play in their own engagement; they should not be passive recipients

Provide insights to the individual, as well as the organizationProvide insights to the individual, as well as the organization

Understand in depth what or who really impacts individual employee performanceUnderstand in depth what or who really impacts individual employee performance

A shared responsibility

for Engagement

and Performance

Why should we increase the Individual’s role in their own Engagement?

Allows for more nimble, individual action planningAllows for more nimble, individual action planning

Two-way communication regarding Engagement should exist between employees and their organization

Two-way communication regarding Engagement should exist between employees and their organization

Increases likelihood for Engagement improvementsIncreases likelihood for Engagement improvements


6


7

The Engagement Partnership: Evolving to a New Approach

Employers Role:

ü Better understanding of your Employeesü Measurement of

Engagement and other factors

ü Drive organisational initiatives

Employees Role:

ü Understand what drives your own

engagementü Measure your

engagement on these drivers

ü Make individual level change

Employee Engagement with a Business Outcome- Employees need to be encouraged to ensure sustainable performance and contribution over time through sustainable engagement

Job Engagement

Role Engagement

Career Engagement


8

Current Job Competencies

Industry & Subject Matter Knowledge

Future Job Competencies

Job Engagement through Job Effectiveness


9

Organizations will need more rounded and agile employees with skills beyond area of study/expertise

Oral and written communication

Co-creativity and brainstorming

Collaboration

Teaming (including virtual teaming)

Relationship building (with customers,partners, government, etc.)

0 10 20 30 40 50 60 70

% of respondents

Relationship building

0 10 20 30 40 50 60

Ability to see the “big picture”

Managing paradoxes,balancing opposing views

Innovation

Ability to consider and prepare for multiple scenarios

Dealing with complexityand ambiguity

% of respondents

Agile thinking

Ability to use social media and “Web 2.0”

Digital design skills

Understanding of corporate IT software and systems

Ability to work virtually

Digital business skills

0 10 20 30 40 50 60% of respondents

Digital business skills

Global skills

Foreign language skillsAbility to manage

diverse employees

Ability to work in multiple overseas locations

Cultural sensitivity

Understanding international markets

0 10 20 30 40 50 60% of respondents

Source: Talent 2021 Study by Oxford Economics


10

Role Engagement

Driving Oneself Working well with Others

Aligning with the Company


11

Employees are Sustainable Engaged when they can fulfil their Personal Purpose in an organisation

What drives human beings at work?Le

vels

of e

xper

ienc

e

Pursuits

LOC

AL

ORG

ANI

SATI

ONA

L

AFFILIATION ACHIEVEMENT

Organisational connections:l Senior leadership

l Company image

l Competitive market position

l Progressive and accepting

Personal connections:l Supervisory relationships

l Team working relationships

l Working environment

l Work-life balance

Organisational accomplishments:l Delighting customers

l Delivery high quality products

l Operating safely, efficiently

Personal accomplishments:l Development of new competencies

l Recognition for superior work

l Performance reviews/work goals

l Compensation and incentives


12

Working With Others

Work place has evolved from hierarchical relationship to a complex web of connections. It is increasingly important for employees to have the ability to lead, coordinate and collaborate with others.

People Agility is crucial to work and collaborate with others to drive higher

engagement and productivity

Career Engagement through proactive management of careers

Appreciating Career Pursuits

Understanding Career Anchors

Developing One’s Careers


14

Encouraging Talent to pursue a Career from different angles that supports the business

Career Pursuits

Driven by Self

Goal-oriented

Driven by Orgs.

Subject-oriented


15

Sustainable Employee Engagement - WHO is THE BIGGEST INFLUENCER beyond Self?


16

Employees with effective leaders and supervisors are more likely to be highly engaged

8%

14%

22%56%

Both ineffective

23%

21%29%

27%

Effective manager/Ineffective leader

35%

30%

18%

17%

Effective leader/Ineffective manager

72%

17%

7% 3%

Both effective

Source: Towers Watson 2014 Global Workforce Study — Global.

Highly Engaged

Unsupported

Detached

Disengaged

© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.towerswatson.comNote: Proportions may not sum up to 100% due to rounding.

17

High-performing managers excel in five categories

Authenticity and Trust

Developing People

Crafting Jobs

Delivering the Deal

Energising Change

Source: The New Employment Deal: How Far, How Fast and How Enduring, Towers Watson, 2010.


18

Questions?

Richard Yeo, Director, Rewards, Talent and Communication, Singapore Consulting Leader, Talent Mgt & Change Mgt, SEA

Towers WatsonT +65 6880 5658

[email protected]


19

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