the jamaica employers’ federation re-think, renew, re...
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THE JAMAICA EMPLOYERS’ FEDERATION
“RE-THINK, RENEW, RE-ALIGN”Employee Motivation and Engagement: The Key to Organizational Profits
Milton J. Perkins, PhD (Student), MSHRM, SPHR, CPCSenior Director, Workforce Consulting Solutions
Agile•1Dallas, Texas
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Objectives• Have fun• Discuss strategic planning methodologies aligned with organizational goals• Learn how to transition HR from Cinderella to a valued business partner• Learn how to transition HR from Cinderella to a valued business partner• Learn how to get HR noticed and supported thorough
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Prepare for Labor Market Changes!
The world is becoming turbulent faster thanThe world is becoming turbulent faster than organizations are becoming resilient.
To be resilient, organizations must dynamically reinvent business models and
t t i b f i t hstrategies before circumstances change.
- Professor Gary Hamel “In Search ofProfessor Gary Hamel, In Search of Resilience: Building Organizations that Can
Thrive In Turbulent Times”
What Are Those Changes?g• Shifts in buying power• Shifts in competitionShifts in competition• Pressures by BODs (Boards of Directors),
Shareholders, Clients/Customers, Communities• Demographic shifts
Knowing what’s in the curve is not enough!BE A STRATEGIC ARCHITECT
For Example………What Are the Ramifications?
• Currently Jamaica has more women entering the workforce in senior roles, graduating from college and are entering non-traditional roles construction mining and agricultural tradestraditional roles – construction, mining and agricultural trades • Youth unemployment increasing – currently 60-70%; 11 - 12% general population• Aging workforce and trend towards age discrimination for theAging workforce and trend towards age discrimination for the population 40-65• Over last 20 years, nearly 1MM Jamaicans have immigrated to other countries• Increased efforts to employ and accommodate individuals with disabilities
Employers have to proactively seek out and embrace diversity, better engage employees, showing respect and flexibility to create a
reputation as an ‘Employer of Choice’
The Impact of Embracing a Focus on People
According to a recent National Urban League report commissioned by Enterprise Rental Car, “Over the past four years, those companies who employed effective employment practices, collectively generated 18% greater productivitycollectively generated 18% greater productivity than the American economy overall.”
Source: National Urban League “Diversity Practices that Work: The American Worker Speaks 2005Source: National Urban League, Diversity Practices that Work: The American Worker Speaks, 2005
Employee Engagement Continuum: The Gallup Path
REAL PROFIT ACHIEVE MISSION
SUSTAINABLEGROWTH
INCREASE
ENGAGEDEMPLOYEES
ENGAGEDCUSTOMERS
ENTERHERE GREAT
MANAGERS
EMPLOYEES
IDENTIFYSTRENGTHS THE
RIGHT FIT
Source: The Gallup Organization, ©2008
Results, Results, Results!!!, ,Acquiring and engaging the right people would drive higher customer
engagement levels. Based on research, a 5% improvement could increase g g pprofits 25% to 85%.
The connection of value proposition, service delivery, employees and customers is intuitively simple yet so many companies can’t seem to get itcustomers is intuitively simple, yet so many companies can t seem to get it
right. It starts with executive management supporting and investing in a employee and customer engagement strategy that supports the value proposition and service delivery. The levers need to be in balance to
maximize acceleration and profitable growth.
James L. Heskett, PhD“Putting the Service Profit Chain to Work” 1994 2002Putting the Service Profit Chain to Work , 1994, 2002
Professor Emeritus, Harvard University
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The Dilemma!
Source: Blessing/White PVIA Model
What Engages Employees - Maslow’s Hierarchy of Needs
What Engages Employees - Herzberg’s Motivation-Hygiene Theory
What Engages Employees - Vroom’s Expectancy TheoryTheory
• Key variable is level of effort.• Decision to exert the effort depends upon three• Decision to exert the effort depends upon three
factors.
What Engages Employees - Adam’s Equity TheoryTheory
Based on the fact that people want to be treated fairly.Based on the fact that people want to be treated fairly.
Inputs:effort, education,
seniority= Outcomes:
pay, status, benefitsy benefits
Tension exists when similar inputs do not equal similar outcomes. Employees may adjust their behavior or quit their jobs
What Engages Employees - Skinner’s Behavioral Reinforcement TheoryReinforcement Theory
Positive Reinforcement
Negative Reinforcement Punishment Extinction
Person repeats Person works to Response causes UnlearningPerson repeats desired behaviors to gain a desired reward.
Person works to avoid an undesirable consequence.
Response causes something negative to occur.
Unlearning undesired behavior because of no response or reinforcement.
Why People are Poised to Leavey p
• At the core of disengagement is relationshipsg g p• People don’t quit companies, they quit people• The major source of disengagement at workThe major source of disengagement at work
is the lack of respect/understanding amongst co-workers
The results of preparing…• 83% of employees surveyed are somewhat to extremely likely to begin or intensify their job search (disengaged)*
• Shortages in critical skills:
• Once the economy recovers and other employment related• Once the economy recovers and other employment related strategies are put into practice, i.e., training programs, educational programs, the skill shortages will be mitigated.
• Baby-boomers, Gen Y, Gen X transitions: brain-drain and generational dysfunctions may subside
Again, we must think strategically to keep enough talented people in the pipeline
Source: (*SHRM/CareerJournal, Job Recovery Survey)
Impact of Focusing on People vs. Numbersp g p
D h it l t ( b t i– Decreases human capital waste (absenteeism, presentism) = higher productivity
– Less of a focus on difference as negative– Impact on 4-Legged Stool (employees, community,
stockholders and customers)
It Makes Good Business Sense!It Makes Good Business Sense!
Things to Do in Preparation for Increasing Engagement
• HR’s participation in WFP (workforce planning)• Aligned Employment Branding• Appropriate talent sourcing based on mutually
beneficial relationships• Accurate talent selection; based on
i ti l bj tiorganizational objectives• Robust hiring & on-boarding programs• Manager skills to motivate and retain talent –
how: MATRESS
WFP – Workforce Planningg
• Determining objectives of the organizationg j g• Determining competencies needed to get
there• Talent assessment – what do we have?• Designing a build (in/out), borrow and/or buy g g ( ), y
talent strategy – who do we need?• Developing recruiter workload plans – how do
we get them?
Employment Brandingp y g
Developing and managing an environment p g g gwhere mutually beneficial goals can be attained, as well as developing and
farticulating the message of this environment to the labor market
THE PROMISE
Example of IBM’s Employment Brandp p y
Life at IBM
At IBM, we're developing new ways for people to think, interact, manage their businesses and govern their lives. But first and foremost, we're
b t labout people.
What would you do to fulfill the promise of the employment brand?
Sourcing (7SS - 7 Sourcing Segments)‘Venue Through Which Story is Told’‘Venue Through Which Story is Told’
• Internet (email, boards, banners, etc)( , , , )• Mass Media (print, radio, tv, fairs, etc)• Affinity Group RecruitmentAffinity Group Recruitment • Direct Talent Scouting• Referral ProgramsReferral Programs • College Relations• Open Houses• Open Houses
Tailor the message based on the medium and source; engageTailor the message based on the medium and source; engage talent beginning with your message!
The Key to Getting the Right Fit F t /B fit P t tiFeature/Benefit Presentation
• Process candidate through AIDA (attention, g ( ,interest, desire, action)
• Identify candidate’s MATRESS (money, advancement, training, recreation/worklifebalance, education, job satisfaction, job
it )security)• Create and sell the sizzle• Continuance Agreements to close and
confirm engagement variables
Robust Hiring/On Boardingg g
• Offers and Decisions are celebratoryy• Follow up on quality of hire and their
experience• Perpetuate recruitment at every opportunity• Support the MATRESS to better engagepp g g
Tools for Managers to Motivate and Retaing• RJP (realistic job preview)• Live the Brand; it’s not just empty words• Live the Brand; it s not just empty words• Follow up with new hires on MATRESS• Be honest• Be honest• Objectively measure outcomes• Take actions (Build/Skill or Boot/Will)Take actions (Build/Skill or Boot/Will)• Focus on people (MATRESS) vs. production
numbers• Do something with the information you
receive
FYI – Be Aware of Nuances and Tendencies -Example - Generation Y
• It’s about effective communication relations and teamworkIt s about effective communication, relations and teamwork• Feels it is all about leadership; respects great leaders and will
follow what is done• Committed to mutually respectful causey p• Blunt and expressive (continuum – children to be seen… to … tell
me how you feel)• Disengaged with the concept of work w/o reasong g p• Techno savvy
– Cell phones, TV remotes, laptops, digital v. analog tech, IM, instant gratification
• Values truth; naturally skeptical because of justice not being delivered and corporate lies/scandals
• TEACH MANAGERS TO UNDERSTAND AND RELATE
Do Something….Different!g
“Insanity: doing the same thing over and over again and expecting different
results."Albert Einstein- Albert Einstein
“I can accept failure Everyone fails atI can accept failure. Everyone fails at something. But I can’t accept not trying.”
- Michael Jordan
Lagniappe for Lifeg pp
• Sing Like No One Is ListeningD Lik N O i W t hi• Dance Like No One is Watching
• The Early Bird Gets the Worm, So Sleep Late• There is a Message In Every Mess• Love Like You’ve Never Been Hurt• Nothing Comes to A Sleeper But A Dream• Yesterday is History, Tomorrow is a Mystery
and Today is a Gift from GOD, that’s why it is called The Present