engaging through change webinar - korn...
TRANSCRIPT
Engaging Through ChangeWebinar
Thu, 27 Oct 2016
Presented by:
Dr Stephen ChooDirector of Employee Engagement and Business Intelligence
© 2016 Korn Ferry. All rights reserved 2
Housekeeping Live recording
This webinar is being recorded. Slides and recording will be send to you after the webinar concludes.
Polling questions
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Brief survey
Let us know your thoughts on today’s webinar.
© 2016 Korn Ferry. All rights reserved 3
A total approach to leadership and talent
Korn Ferry Hay Group
helps you align your
organization to your people
– developing, engaging, and
rewarding them to reach new heights.
Korn Ferry Executive
Search helps you attract
the best executive talent
for moving your company
in the right direction.
Korn Ferry Futurestep
delivers professional
talent that builds up
leadership.
© 2016 Korn Ferry. All rights reserved 4
Your presenter today
Dr Stephen Choo
Director of Employee Engagement and
Business Intelligence
@choosgin
https://sg.linkedin.com/in/stephenchoouwa
Expertise
Design, analysis, and implementation of strategic diagnostic survey instruments to assist organizations in achieving a high performing culture. They include employee engagement surveys, organizational culture mapping, customer satisfaction assessment, change management evaluation, and talent attraction and retention industry study.
Stephen has more than fifteen years of experience in management and human resource consulting. He has written a book entitled “Entrepreneurial Management” and more than twenty papers on leadership, entrepreneurship, innovation and strategic human resource management in several academic and professional publications.
Academic and Professional Background
Stephen earned his PhD in international management from the University of Western Australia (“UWA”). He is also a graduate member of the Australian Institute of Company Directors (AICD). Stephen is President of UWA Alumni Network Singapore and Chair of UWA Business School Ambassadorial Council (Singapore Chapter).
© 2016 Korn Ferry. All rights reserved 5
Question 1
What change has your organization recently been through?
Merger or acquisition
Leadership change
New operating model & culture change
Reorg in response to competition/disruption
No change as we like it just the way it is!
© 2016 Korn Ferry. All rights reserved 6
Organizations don’t
drive change.
People do.
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What we will cover today
What is our data saying?01
02
03
Engaging and enabling people through change
Actions to take to drive engagement through
change
© 2016 Korn Ferry. All rights reserved 8
What is our data saying?
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Introducing our Engaged Performance™ Framework
Engagement
Committed and loyal people, willing to go the extra mile
Enablement
The right people in the right roles, in an enabling work
environment
1. Clear and promising direction
2. Confidence in leaders
3. Quality and customer focus
4. Respect and recognition
5. Development opportunities
6. Compensation and benefits
7. Performance management
8. Authority and empowerment
9. Resources
10.Training
11.Collaboration
12.Work, structure and process
Performance Drivers
Customer loyalty
Engaged
Performance™
What our surveys measure The results they achieve
Strong employer brand
Operational excellence
Financial performance
Attract and retain talent
© 2016 Korn Ferry. All rights reserved 10
Identifying four segments of employees
LEAST EFFECTIVE
Neither Engaged nor Enabled
DETACHED
Enabled, but not Engaged
ENGAGEMENT HIGHLOW
EN
AB
LE
ME
NT
LO
WH
IGH
13%
48%
12%27%
MOST EFFECTIVE
Engaged and Enabled
FRUSTRATED
Engaged, but not Enabled
The Engaged Performance™ Framework clusters
employees into four distinct segments, based on relative
levels of Engagement and Enablement in comparison to
Hay Group’s global benchmark.
The segmentation is designed to guide targeted action
efforts.
For example, when employees are frustrated action
should focus on implementing counter measures to
organizational barriers that hinder performance and
productivity.
Where, detachment is present employees are likely to be
disconnected for the organizations mission and purpose
and question their long term prospects at the company.
© 2016 Korn Ferry. All rights reserved 11
Employee engagement and enablement challenges amid change
Keeping employees
informed about
performance
Able to retain high-
quality employees
Confidence in leadership
and direction
Effectively organized
and structured
Poor performance is
addressed effectively
Encourage to take
reasonable risks
-13% -10% -11%
-12% -7% -11%Source: Korn Ferry Hay Group normative data for CEO/Leadership change
© 2016 Korn Ferry. All rights reserved 12
Identifying four segments of employees (through change)
LEAST EFFECTIVE
Neither Engaged nor Enabled
DETACHED
Enabled, but not Engaged
ENGAGEMENT HIGHLOW
EN
AB
LE
ME
NT
LO
WH
IGH
13%
48%
12%27%
MOST EFFECTIVE
Engaged and Enabled
FRUSTRATED
Engaged, but not Enabled
The Engaged Performance™ Framework clusters
employees into four distinct segments, based on relative
levels of Engagement and Enablement in comparison to
Hay Group’s global benchmark.
The segmentation is designed to guide targeted action
efforts.
For example, when employees are frustrated action
should focus on implementing counter measures to
organizational barriers that hinder performance and
productivity.
Where, detachment is present employees are likely to be
disconnected for the organizations mission and purpose
and question their long term prospects at the company.
© 2016 Korn Ferry. All rights reserved 13
Engaging & engaging people through change
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Dos and Don’ts to engage and enable
No two changes are the same but there are consistent themes.
Don’t
1. Treat change like a
one-off event
2. Think all your people
will react in the same
way
3. Assume
engagement’s all
down to you
4. Expect to take
everyone with you
5. Stop (Become change
agile instead)
Do
1. Engage before
the change
2. Be crystal-clear in
your communications
3. Set your leaders up
for success
4. Support and equip
your managers
5. Involve your people
© 2016 Korn Ferry. All rights reserved 15
Actions to drive engagement through change
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1. Get the story straight with your CEO and top team
2. Decide what you’re going to measure and how
3. Think about how to adapt your employee survey – or how to use a new one
4. Work out who can help you
Four ways to get started today
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Use the voice of your people during change
Employee feedback is really important as it’s the only way we can gauge how people are feeling about the business.
Karen Rooney
HR Director (Corporate)
Listening and responding to the voice of our people is one of our highest priorities. From formal programs, such as an engagement survey and our talent management framework, to more informal support, such as ‘a wellness program’ and our online forums, we do whatever we can to engage and enable our teams.
““Nicky Duggan Redfern
Group HR Director
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“As an HR professional, don’t be afraid to make yourself heard. Be bold, confident and fight for what you believe in. That’s how you’ll influence a situation.”
- Natalia Strelkova,
HR Director
Metinvest
How you can make an impact
Be Bold: Challenge your top team.
Be Aware: Observe how change is affecting the
people driving it.
Be Collaborative: Work effectively with the teams who can
help make change happen.
© 2016 Korn Ferry. All rights reserved 19
Question 2
How do you rate your organization in engaging your people through your most recent change?
Excellent job
Good but we could have done better
Average
Poor performance overall
We failed miserably
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Engaging your people through change is tough – especially if you’re already doing more with less.
Now’s not the time to go at it alone.
We can help.
© 2016 Korn Ferry. All rights reserved 21
Change is hard, but engagement during tough times is vital.
Our new report Engaging through change will help you.
To compile it, we asked CEOs and engagement leaders from global organizations to share their practical advice and real-life experiences of engaging through change.
Korn Ferry Hay Group perspective
We’ll send you
a copy after
this webinar.
Questions?
Thank you for joining us today!Download the report: Engaging Through Change