C O F F M A NP C I-

Changing the CONVERSATION

Building an Engaged Organization

India Research Study2009 Employee Engagement

C O F F M A NP C I-

When you: “Change the way you look at

things, the things you look at change.”

“Heisenberg Uncertainty Principle”

A Challenge

Which line is longer?

Which line is longer?

Gotcha!

Engagement Drives Execution of Strategy

A Challenge

A Challenge

of culture

macro

2 Critical Dimensions

of culture macro2 Critical Dimensions

localINPerspective

Brain Drain Vs Brain Gain

Brain Drain Vs Brain Gain

Vs

Brain Drain Vs Brain Gain

Vs

Average  Performing  Work  Groups

High  Performing  Work  Groups

Q2.    “My  manager  really  knows  me…”

Q1.    “I  feel  I  am  paid  the  right                    amount  for  the  job  I  do…”

1 2 3 4 5

Items That Differentiate High Performing Local Cultures

“I know the outcomes for which I am accountable.”

“My manager really knows me.”

“My talents and abilities are fully utilized.”

“My successes are recognized by my manager and coworkers.”

“My manager does a good job of coaching me to build on my strengths.”

“Of all the managers I’ve had, my current manager is the best.”

“Every day, I see clearly the value that I bring to this organization.”

“I am a member of one of the strongest teams in this organization.”

“In the past year, I have grown professionally more than any other year.”

“I am extremely satisfied with this organization as a place to work”

“I have full confidence in our leaders’ decisions and direction.”

LOC

AL

Cul

tura

l Li

ttle

C

MA

CR

OC

ultu

reB

ig C

Items Linkage to Outcomes

3.0

3.5

4.0

4.5

5.0

3.824.12

3.67

Coffman Benchmark

Coffman Benchmark

India Research Study

Overall Satisfaction*

PCTL

*Overall, I am extremely satisfied with this organization as a place to work.

India Research Study

50PCTL75

PCTL41

3.0

3.5

4.0

4.5

5.0

3.82

4.12

3.71 3.683.90

3.663.52 3.60

Coffman Benchmarkfor Business

Coffman Benchmark for Business

India Research Study Bangalore Chennai Delhi/ NCR Kolkata Mumbai

Overall Satisfaction By City*India Research Study

*Overall, I am extremely satisfied with this organization as a place to work.

PCTL50

PCTL75

PCTL41

PCTL41

PCTL58

PCTL40

PCTL32

PCTL37

3.0

3.5

4.0

4.5

5.0

3.52

3.95

3.71

Coffman Benchmark

Coffman Benchmark

India Research Study

Confidence in Leaders’ Decisions and Direction*

*I have full confidence in our leaders’ decisions and directions.

India Research Study

PCTL50

PCTL75

PCTL60

Confidence in Leaders by City

3.0

3.5

4.0

4.5

5.0

3.52

3.95

3.713.63

3.863.75

3.65 3.65

Coffman Benchmarkfor Business

Coffman Benchmark for Business

India Research StudyBangalore

ChennaiDelhi/ NCR

KolkataMumbai

*I have full confidence in our leaders’ decisions and directions.

India Research Study

PCTL50

PCTL75

PCTL60

PCTL57

PCTL69

PCTL64

PCTL58

PCTL58

*Derived by taking the average of the nine engagement items

India Research Study

Overall Engagement

2.5

2.9

3.3

3.8

4.2

4.6

5.0

3.7 3.953.84

Coffman Benchmark

Coffman Benchmark

India Research Study

Overall Engagement*

*Derived by taking the average of the nine engagement items

India Research Study

PCTL50

PCTL75

PCTL62

Who Comes To Work

Who Comes To Work

*Normative Comparison Data

Productive in: -Relationships

-Innovation -Efficiency

-Impact*

-Holding Pattern-No Attachment

-Negative or Positive-Options = “I’m gone”

*

Unproductive -Unhappy-Acts Out-Miscast

-Stuck “Problem Mode”*

Goal between Engaged and Actively Disengaged should be 3.5:1; current India ratio is 2.4:1

The Engagement of Three Employees

India Study = 22%

India Study = 52%

India Study = 26%

40%31%

29%

26%52%

22%

Overall IndiaTCO Benchmark

N America/Europe

EngagedNot EngagedActively Disengaged

2.41:11.07:1

Engagement Compared to The Coffman Benchmark

Target Goal 3.5:1

27%

50%

23%

Bangalore

2.21:1

23%59%

18%

Engagement Compared to The Coffman Benchmark

Chennai

27%47%

26%

3.38:1 Kolkata

1.82:1

Target Goal 3.5:1

EngagedNot EngagedActively Disengaged

28%48%23%

Mumbai

2.10:1

25%56%

19%

Delhi/NCR

2.96:1

3

4

5

Outcomes Mgr Know Me Talents Utilized Recognized Coaching - Strengths Best Manager See My Value Strongest Team Grown More Ov Engagement

Coffman Benchmark 50th Pctl Coffman Benchmark 75th Pctl India Research Study BangaloreChennai Delhi/ NCR Kolkata MumbaiInformation Technology Property Development Performance Improvement

62nd62nd 72nd70th46th49th60th57th73rd54th

Each Engagement Item By CityIndia Research Study

Progress & Challenges

1985 - Quality Process

Progress & Challenges

1985 - Quality Process 1993 - Customer Satisfaction

1985 - Quality Process 1993 - Customer Satisfaction 1997 - Employee Satisfaction

Progress & Challenges

1985 - Quality Process 1993 - Customer Satisfaction 1997 - Employee Satisfaction 2000 - Employee Engagement

Progress & Challenges

Traditional Engagement Approaches Put All the Emphasis On the Survey

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

FOC

US

Oops… Time to re-survey

EngagementTreated  Like  an  “Event.”

Take The Survey

Distribution of Results

C O F F M A NP C I-

The Employee Survey WAS the Intervention

The Action Plan WAS the Answer

The Seminar WAS Development

In the“old days”

C O F F M A NP C I-

Even when engagement scores went up, performance rarely did

$

Customer Loyalty

Engagement

C O F F M A NP C I-

India Research Study 1985 - Quality Process 1993 - Customer Satisfaction 1997 - Employee Satisfaction 2000 - Employee Engagement 2010 - Leading 2 Engage

C O F F M A NP C I-

Itʼs CULTURE that drives success.And Culture has 2 critical dimensions:1. Big C - leadership, strategy, and vision; and2. Little C - local work teams, close to the action

Today We Know

C O F F M A NP C I-

So…How Do We Continue to Build and Sustain

A High Performance Culture?

Research Methodology,Analysis and Executive Reporting

Developing Manager Impact

Engagement as a way of achieving your goals

one critical

But…we were missing

DRIVER

C O F F M A NP C I-

Engagement as a way of achieving your goals

Engagement Planning Survey

Begins

MNGRMeeting

Manager Connection

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

FOC

US

Sustained Engagement

Product Launch

2nd Year Engagement

Planning

MNGR Meeting

L2E Impact Session

Your Organization

Results in 14 Days

C O F F M A NP C I-

Manager Scorecard

Manager reports compare the managerʼs team Year 1 and Year 2 with the organization and the Coffman Benchmark.

These discussion points are customized and specific to each Manager/Work Group, based upon

their unique results!

Copyright © 2009 Coffman Organization

Manager Scorecard

Copyright © 2009 Coffman Organization

These recommendations are customized and focused on each Manager/Work Group, based

upon their unique results!

Manager Scorecard 2nd Year

Thank YouBuilding an Engaged Organization

India Research Study2009 Employee Engagement

C O F F M A NP C I-