talentmap hrpa conference
DESCRIPTION
HRPA ConferenceTRANSCRIPT
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Best Practices in Measuring and Improving Employee EngagementSean Fitzpatrick
HRPA
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Sample Clients & Benchmark List
Technology/ Media Government Healthcare/ Pharma
Financial Services Education/Other Employee Awards Programs
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Measuring Engagement
Heart Hands
Logical Emotional Behavioral
Head
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There’s a Proven Link Between Engaged Employees and Profit
BUSINESS EMPLOYEES38% Higher Customer Satisfaction Perform 20% Better
22% Higher Productivity 87% Less Likely to Leave
27% Higher Profits
Engaged Employees
Happy Repeat & Referral Customers
Increased Revenue & Profits
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“Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow...” -- JACK WELCH
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Average Engagement No Change in the Past 6 Years
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Average Engagement Select Client
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Lifecycle approach to engagementProper drill down into dataEffective action planning
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Engagement Lifecycle
Selection processReality versus promise
RelationshipsEarly engagementTime to productivity
Measure engagementEngagement driversPerformance drivers
People program effectiveness
Preventable attrition?Drivers to leave?Say to others?
Would they return?Alumni communication?
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TalentEntry
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TalentEntry Case Study
Survey 1:Joining(2 weeks)
Recruitment InterviewToolsResources
Survey 2:Being Productive(3 months)
Organizational Orientation
Dept. OrientationFormal Training Informal Training
Survey 3:Socialization(7 months)
ValuesCulture &
CommunityLeadershipSatisfaction
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TalentExit
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Engagement Drivers
Root Cause Analysis
Focus Groups
Business Impact Analysis
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Correlation with Engagement
IMPACT
% Favourable100%
75%
50%
25%
0%
0.0 0.25 0.50 0.75 1.00
Compensation
ProfessionalDevelopment
OrganizationalVision
SeniorLeadership
Information &Communication
ImmediateManagement
WorkEnvironment
Innovation
Work LifeBalance
PerformanceFeedback
Teamwork
Key Driver Analysis
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Root cause analysis
Communication
Vertical
communication-
Some executives don’t have staff meetings to summarize business results and priorities
We need a consistent process for discussing business results and issues with middle
managers
Middle managers and staff are not involved in the planning process.
We are just told.
We will get better engagement to our business plan if we
involve middle managers in planning
We need a process for keeping employees
apprised of our direction and business issues
Horizontal communication-
We have no standards for drawings coming from Engineering to
Operations
We need to collaborate to develop standards
Engineering is under-resourced
We need a process to match workload with
resources
Engineering does not see Operations as its
customer and business partner
We need to align the goals of Engineering
with those of Operations and create a partnership
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Business impact analysisN
eed
s im
pro
vem
en
t
High impact on engagement
Low Medium High
Impact on business performance
Compensation
ProfessionalDevelopment
OrganizationalVision
SeniorLeadership
Information &Communication
ImmediateManagement
WorkEnvironment
Innovation
Work LifeBalance
PerformanceFeedback
Teamwork
% Favourable
100%
75%
50%
25%
0%
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Prioritize
Impact on Performance
CompensationReview
IndividualCareer Development
Plans
VisionDevelopment
Town Halls
ImmediateManagement
Training
WorkplaceErgonomics
Redesign
LeadershipDevelopment
WorkflowPlanning
RecognitionSystem
Social Activities
High
Inve
stm
ent
VisionCommunications
Low High
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“
We work hard to avoid falling into the trap that some other organizations make – assuming that doing a survey is doing engagement – it’s an important part of the process, but only part of it.”
- Mark Mitcheson, Pfizer,
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Current Situation
Business Case
Scope
Outcomes
Roles
Resources
Timelines
Measures
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SponsorshipAccountabilityInvolvementAchievability
CommunicationMeasurement
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Next Steps
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