engaging your high potentials: retain your key talent through career development
Post on 12-Jul-2015
177 Views
Preview:
TRANSCRIPT
Engaging Your High Potentials & Retaining Your Key TalentThe Talent Enterprise
@DBJTTE @RadhikaTTE
www.thetalententerprise.com
Current State of Engagement in the GCC
Is Engagement Over Used & Misunderstood?
Three Case Studies
Agenda for Today
Summarising What Matters Most
The Current State of Engagement in the GCC
What the Evidence is Telling Us: Engagement in the GCC
64%
45% 49%58% 59%
48%40% 43%
51%58%
0%
10%
20%
30%
40%
50%
60%
70%
Under 25 years 25-34 years 35-44 years 45-54 years 55 years and above
Employee Engagement in the GCC by Age
2010 2012
Data Source: The Talent Enterprise Research & Qudurat Research
63%57% 58%
74%
49% 48%
0%
20%
40%
60%
80%
North
America
Europe Asia Pacific Latin America GCC Africa
Global & Regional Employee Engagement
Public & Private Sector Engagement
Overall Nationals (N)
Expats (E) Males Females Under
25 25-34 35-44 45-54 55+
GCC Public 39.3 % 36.6 % 52.6 % 39.7 % 38.9 % 43.5 % 34.0 % 39.7 % 47.0 % 55.0 %
GCC Private 52.9 % 44.8 % 56.9 % 52.9 % 52.8 % 46.8 % 48.7 % 54.9 % 64.0 % 66.9 %
GCC Semi-Govt
52.4 % 50.7 % 55.3 % 52.0 % 53.8 % 51.9 % 46.3 % 52.1 % 62.5 % 66.5 %
Data Source: The Talent Enterprise Research & Qudurat Research
Is Employee Engagement Over-Used and Misunderstood?
OVERUSED AND MISUNDERSTOOD? THE CURIOUS CASE OF EMPLOYEE
ENGAGEMENT
7
First Things First: Defining Engagement
“Compared to the immense popularity, application and sales of
employee engagement in business, to the tune of hundreds of millions
of dollars every year, there is a surprising scarcity of academic research
on this critical topic. Virtually all major human resources consulting firms
are in the ‘business’ of improving levels of work engagement, without
any credible academic substantiation. Although most claim that their
models are different, a closer review reveals that they mostly measure
organisational commitment, discretionary effort or satisfaction with
organisational resources, commonly known as engagement ‘drivers”.
With some exceptions, Bakker says that “the way these leading
consultancy firms conceptualise engagement comes close to putting
old wine in a new bottle.“
- Professor Arnold Bakker (Leading Academic on Engagement)
OVERUSED AND MISUNDERSTOOD? THE CURIOUS CASE OF EMPLOYEE
ENGAGEMENT
8
First Things First: The What-Have-You-Done-For-Me-Lately Mindset
Without doubt, the biggest and most fundamental issue with our
current approaches to engagement is that they are rather one-
sided.
The responsibility for engagement lies completely with the
organisation, with management & HR based on improvement on ‘HR
drivers’.
When the source of employee engagement is external, it is a fragile
relationship.
Engagement based on employer hand-outs and high employee
expectations is extremely counter-productive.
Sustainable employee engagement occurs when the employer
creates the culture and employees contribute to it because they are
self-engaged.
9
An Equilibrium-Based Philosophy on Engagement
Unlocking the Paradox of Plenty: Motivate Books
Growth Flexibility
Buoyancy Determination
Confidence
Energy Positivity
Absorption Mastery
Ambiguity Conviction
Teamwork Empathy Autonomy
Analytical Creative
Extrinsic Extra-Role
Ethics Values
Ambition
Preparedness
Zest
Responsibility
Curiosity
Control
Intrinsic
MINDSET
FORTITUDE
EFFICACY
VITALITY
ACHIEVEMENT
ACCOUNTABILITY
INGENUITY
AFFILIATION
AUTHENTICITY
DRIVEا
Our research has
shown that ~40%
variance in
engagement &
motivation is
impacted by
personal strengths
and attributions of
individuals
themselves.
11
A Strengths-Based Approach to Development
Data Source: The Talent Enterprise Research on Strengths & Employability
Case Study One: An Energy Company in Abu Dhabi
13
Engagement Outcomes
0
10
20
30
40 60
70
80
90
100
Overall Engagement : 56%
Personal Engagement : 71%
Organisational Engagement: 32%
50
14
Attrition Risk
Low
57%
14%
0%
20%
40%
60%
80%
100%
High Medium
28%
Employees at Highest
Risk of Attrition between
2 to 3 Years Tenure
‘Save’ Conversations
15
Engagement Drivers for High Potential Talent Versus Others
99%
56%
1%
66%
41%
68%
61%
83%
32%
62% 63%
36%
2%
30%
20%23%
25%
11%
39%
7%
27%
32%
0%
20%
40%
60%
80%
100%
16
Engagement Drivers for High Potential Talent Versus Others
72%
62%59%
46%
37%
44%42%
55%
90% 89%
97%93%
39%
29%
45%
23%
14%
23%
13%
66%
84%
71%
89%
84%
0%
20%
40%
60%
80%
100%
Case Study Two: One of the Leading Airlines in the Region
18
Case in Point: Engagement – Why It Matters?
ENGAGEMENT
Pride to Work
Personal Sense of Achievement
Discretionary Effort
Recommend Company as a Good Employer
Speak Positively about Company to Guests,
Colleagues and Others
Probability of Retention (Lower Attrition Risk)
EngagedNot
EngagedDifference
100% 79% 21%*
95% 51% 45%*
99% 79% 20%*
97% 45% 52%*
99% 68% 31%*
86% 18% 68%*
19
Case in Point: Impact of Managers
IMPACT OF EFFECTIVE MANAGERS
Employees feel Valued and Listened to
Feels Encouraged to be Innovative and Focus on
Impact
Focusses on Improving Performance
Understands What Is Expected from Own Job
Has Clarity on Performance Objectives
Believes that Own Career Objectives Can be Met
at Organisation
Feels Recognised for Efforts and Achievements
HIGH ME* LOW ME* Difference
97% 48% 49%*
97% 47% 50%*
97% 48% 49%*
99% 86% 14%*
97% 67% 30%*
95% 56% 39%*
87% 26% 60%*
*ME: Managerial Effectiveness
Existing Program
IT, HR, Audit
Program
Sales Program
Airport Operations
Program
Engineering / Pilots
Program
IT, HR, Audit & Other
Programs
Pre-
Screening
Pre-
Screening
Pre-
Screening
Pre-
Screening
Psychometrics for
Sales
Psychometrics for
Airport Ops
Psychometrics for
Engineers / Pilots
Psychometrics for IT,
HR, Audit and Other
Programs
Assessment
Centres
Assessment
Centres
Sales Program
Ops Program
Engineering
Program
Selection &
Offer
Selection &
Offer
Selection &
Offer
Examples of Programs
Only
Assessment
Centres
Assessment
Centres
Selection &
Offer
‘Potential’ for Potential: National Recruitment
21
Sales Program
Ops Prog.
Other
Programs
Pre-
Screen
Graduate
Program
Discovery
Centre
Foundation Program
(3 months + 1 month Project)
Final Offer and
‘Streaming’
into the ‘Right’
Program
Provisional
Offers‘Traineeship’
Suite of Psychometric
Assessments
Examples of Programs Only Examples of Programs Only
New Program
Shifting Hiring Decision
Engaged and Self-
Driven
‘Potential’ for Potential: National Recruitment
Based on extensive analytics for engagement and psychometric data for over
3 years, we are now able to pin down the ‘recipe for success’:
Self-motivated & driven
Passionate Resourceful & take accountability Demonstrate curiosity and learning agility Willing to work in an extremely fast-faced, dynamic environment Works well with others. Collaboration is key!
Case Study Three: A Telecom Organisation in the GCC
23
Other EmployeesHigh Performers / High
Potential Employees
Affiliation
AuthenticityAchievement
Drive
Social Desirability
Fortitude Ingenuity
Mindset
Vitality
Efficacy
77%
89%
72%
40%
74%77%
80%
45%
49%
79%
58%
80%
62%
34%
59%74%
72%
31%
37%
81%
The scores on the charts have been rounded off to the nearest ten value.
Analysing Factor Strengths by Performance / Potential for Nationals
Analysing Sub-Factor Strengths by Performance / Potential for Nationals
24
Strength High Performers Others Difference
Responsibility 67% 44% 23%
Teamwork 63% 50% 13%
Ethics 53% 37% 16%
Preparedness 65% 49% 16%
Buoyancy 58% 40% 18%
Determination 83% 67% 16%
Creativity 82% 68% 14%
Curiosity 44% 27% 17%
Growth 50% 33% 16%
Optimism 64% 47% 17%
All Rights Reserved The Talent Enterprise
What Matters Most?
26
Summarising What Matters Most
Organisational Factors that
Positively Impact Engagement
Organisational Factors that
may Cause Engagement
Levels to Fall Further
Personal Individual
Characteristics and Strengths
that Impact Engagement
(According to our research,
these personal factors
predict approx. 30%
variance in engagement.
Measure & Improve Measure & Sustain Measure & Improve
Confidence in Leadership
Career Growth
Learning and Development
Being Recognised and Valued
Managerial Effectiveness
Pay & Benefits
Supportive Work Culture
Positive Relationships
Sense of
Accomplishment
Meaning at Work and
Alignment to
Organisational Vision
Fairness and Equity
Level of Trust
Physical Work
Environment
Intrinsic Motivation
Drive
Zest & Energy
Personal Values
Ambition
Grit & Determination
Resilience
Accountability
Optimism
Flexibility
Growth Mindset
Thanks for Your Time
radhika@thetalententerprise.com
david@thetalententerprise.com
top related