the engaged culture

YOUR CULTURE GROWS…REAL TIME

The Engaged CultureInspecting the generational effect and your organization

YOUR CULTURE GROWS…REAL TIME2

Corporate Culture defined

Corporate Culture is the values, beliefs and attitudes that characterize a company and guide its practices.


Corporate Culture defined

Corporate Culture is often implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.


Culture: The organization’s view

Ensure Feedback

Breakdown SilosHonest

Conversations

Foster Engagement

Create Energy

Bring Core Values

Facilitate Actionable Meetings

YOUR CULTURE GROWS…REAL TIME

The Engaged CultureThe quandary of the generational impact


Who’s in the workforce?Traditionalist

4%

Baby Boomer

35%

Gen X29%

Mil-lennial

32%

Workforce Distribution

2015

Generation Birth Year # Employees in workforce (M)

Traditionalist Before 1946 7

Baby Boomer 1946 – 1964 60

Generation X 1964 – 1984 51

Millennial 1984 – 2004 55


Generational Lines19

10

1920

1930

1940

1950

1960

1970

1980

1990

2000

2010

2020

GI Generation1908 – 1929Archetype:- HeroChildhood:- Protected

Silent(Traditionalists)1929 – 1946Archetype:- ArtistChildhood:- Suffocated

Boomer1946 – 1964Archetype:- ProphetChildhood:- Indulged

Generation X1964 – 1984Archetype:- NomadChildhood:- Abandoned

Millenials1984 – 2004Archetype:- HeroChildhood:- Protected

New Silent / Homelander(Z Gen (iGen))2004 – ????Archetype:- ArtistChildhood:- Suffocated


Generational Lines19

10

1920

1930

1940

1950

1960

1970

1980

1990

2000

2010

2020

GI Generation1908 – 1929Archetype:- HeroChildhood:- Protected

Silent(Traditionalists)1929 – 1946Archetype:- ArtistChildhood:- Suffocated

Boomer1946 – 1964Archetype:- ProphetChildhood:- Indulged

Generation X1964 – 1984Archetype:- NomadChildhood:- Abandoned

Millenials1984 – 2004Archetype:- HeroChildhood:- Protected

New Silent / Homelander(Z Gen (iGen))2004 – ????Archetype:- ArtistChildhood:- Suffocated

Crisis 1929 – 1946War & Recession

Defining Events:Great DepressionWorld War II

Values:CommunityTechnologyProtection

Awakening 1964 - 1984Consciousness Revolution

Defining Events:Assasinations (JFK/MLK)Vietnam WarWoodstock

Values:Civil RightsGender EqualitySpiritualism

High 1946 – 1964Reconstruction / Gilded Age

Defining Events:Cold WarEmerging Youth CultureEmerging social justice

Values:ConformityGrowth/AffluenceExpertise

Unravelling 1984 – 2008Culture Wars

Defining Events:AIDSBerlin Wall

Values:IndividualismPragmatismSurvivalism

Crisis 2008 – 2020?Recession

Defining Events:9/11War on TerrorGreat RecessionDeclining Superpower (USA)

Values:CommunityTechnologyProtection


Generational PerspectivesTraditionalists Baby Boomers Generation X Millennials

Outlook Practical Optimistic Skeptical Hopeful

Work Ethic Dedicated Driven Balanced Ambitious

View of Authority Respectful Love/Hate Unimpressed Relaxed, polite

Leadership By Hierarchy Consensus Competence Achievement, pulling together

Relationships Self-sacrifice Personal gratification

Reluctance to commit Loyal, inclusive

Perspective Civic-minded Team-oriented Self-reliant Civic-minded

Turn-Offs Vulgarity Political incorrectness

Clichés, hype Cynicism, condescension


Generational Distribution


The engaged employee value chain

PerformanceEngaged view they are 15X more productive

RetentionEngaged view they are 5X more committed

CreativityEngaged view they are 110% more open to new ideas

Increased Revenue

Decreased Costs

Profitability and Shareholder Value

Engaged employees drive:

Performance, Retention, and Creativity drive:

Increased Revenue and Decreased costs drive:

Source: McLean & Company


Engaged Cultures drive growth

Highly engaged employees are twice as likely to be top performers. (Source: Watson Wyatt)

Source: McLean & Company

Engaged revenue 43% (Source: The Hay Group)

Engaged 19.2%Disengaged 32.7%

(Source: Towers Watson)

Operating Income


Engaged Cultures improve retentionBenefit

1. Attract and retain the right people

2. New hire experience

3. Productivity

4. Retention

If the culture is strongly defined and positive for the organization, likeminded personalities are more likely to apply and unsuited candidates will stay away.

Strongly defined positive cultures provide a good foundation for building interesting and impactful onboarding programs.

Correlation Interpretation

0.0 to 0.2 Very weak to negligible correlation

0.2 to 0.4 Weak, low correlation

0.4 to 0.7 Moderate correlation

0.7 to 0.9 Strong, high correlation

0.9 to 1.0 Very strong correlation

Healthy corporate cultures are strongly related to employee retention. Of all drivers, culture has the greatest correlation with intent to stay. With the cost of hiring top talent rising, investing in culture is an eventual cost savings.

Why?

What do these correlation numbers mean?

Source: McLean & Company; N = 1018

Healthy cultures fuel employee performance. When employees like where they work they’re more likely to be productive and focus on their work.


Being disengaged

Gallup estimates disengaged employees cost nearly $450 B in lost productivity

Analysis of the Glassdoor database shows that the average employee gives their company a C+ (3.1 out of 5) when asked whether they would recommend their company to a friend (Bersin by Deloitte research with Glassdoor).

C+Companies that focus on building great leaders spend almost 3X the average on leadership development, and they get a tremendous return for it.


We are getting better right?% Employees 2013 2014

Engaged 29.6 31.5

Not engaged 51.5 51.0

Actively disengaged 18.8 17.5

U.S. Employee Engagement, 2013 vs. 2014

% Employees 2013 2014

Millennials 27.5 28.9

Generation X 29.6 32.2

Baby boomers 30.9 32.7

Traditionalists 38.3 42.2

U.S. Employee Engagement, by Generation

Source: Gallup 2015


Play – Motivated by the work itself, you enjoy it.

Potential – the result of our work benefits our identity and opportunity.

Motivation: What’s a good motive

Purpose – direct outcome of work fits our identity.

Source: McGregor and Doshi –HBR 2015


Emotional Pressure – is a threat to your identity

Inertia – doing the work because you did it yesterday.

Motivation: What’s a negative motive

Economic Pressure – work is done merely to gain a reward or avoid punishment.

Source: McGregor and Doshi –HBR 2015


It’s a simple matter….

Work Management Environment Opportunity Leadership

Fit to skill and flexible

Transparent, concise goals

Flexible work environment

Training and support on the job

Clear mission and purpose

Autonomous Mentor Humanistic workplace

Facilitated talent mobility

Continuous investment in people

Small empowered teams

Develop future management

Culture of recognition

Self-directed, dynamic learning

Transparency and honesty

Time to play Modern performance management

Inclusive, diverse work environment

High-impact learning culture Inspiration

Variant of: Bersin (Deloitte)


In Closing• Generational differences create needed perspectives in an

organization and help foster the organization’s culture.• Engagement needs understanding to improve how we interact

throughout the organization at all levels.• Focus on positive motivation and keep it simple.

• By 2020 there will be a 2 million skilled worker deficit, what are you doing to prepare for it?


DISCOVER MORE ABOUT

HOW YOUR CULTURE

IS AFFECTING YOUR STRATEGY

VISIT US AT ECIHELPERS.COM(844) 232-4435

[email protected]

http://www.ecihelpers.com/

the engaged culture

Leadership & Management