eBook Table of Contents

I. Connecting work and Productivity in 2013 & Beyondg y y

II. Social Feedback for Employee Engagement: The ROI and How To A h P f M tApproach Performance Management

III. Employee Engagement WhitepaperIII. Employee Engagement Whitepaper

IV. Social Disruption of Technology's Impact on the Way We Work

I. How To Approach Performance Management g

II. The ROI of Social Performance Management

March 26, 2013

How To Approach Performance Management

Key Success Factor: Employee driven feedback guided by manager objectives supported by a standardized performance process.

Encourage frequent social feedback and recognition regarding goals management driven by employees.“Point & Click” communications for managers supported by a standardized performance management process.

Aligning Human Capital Strategy with the OrganizationVision

Mission

C lt

Organizational Strategy

HistoryCore ideologyCurrent norms

Culture

Size / complexity / maturity

Industry / business

Organizational Realities

Competition

Environmental Realities

ObjectivesCore competencies

Strategy for competitive advantage Critical success factors

Performance criteria / standards

Organizational Structure

Industry / business

Product competitiveness

Geography/market coverage

Critical human capital requirements

Stakeholder expectations

L i it

Economics

Social / political climate

Natural resources

Structural designFunction / unit relationshipsCoordinating nonemployees

Workplace designEmployee role definition

Human Capital Requirements

Learning capacity

Resources available:

– capital

– technology

– intellectual property

Labor skills supply

Infrastructure

Product & market characteristics

Performance

Human Resources Strategy– infrastructure

– human resources

PerformanceManagement

Linking Performance Measurement Systems to Organizational Strategy

OrganizationalStrategy

CriticalSuccess Targets

Measures ofPerformance

Performance vs.CST Expectations

RewardAllocation

Organizationwide

Strategy Success Targets Performance CST Expectations Allocation

Team/Unit/Group

Individual

Performance Performance Performance Reward

Performance Management System

Measures Expectations Measurement Allocation

Value Creation (or loss)

Performance Management WheelEmployees seek 

f db k t i iTeams have a vested i t t i k ’

To produce Strategy Driven Performance, all employees must be fully engaged, capable, and aligned.

feedback to maximize their contribution

interest in coworker’s performance

Unleashes a drive to

Corporate Strength

g

ALIGNED

Builds loyalty in a supportive climate

Unleashes a drive to be creative/exceed 

expectations

Performance ManagementPerformance Management

CAPABLE

Learning & Growth

T l t M t

ENGAGED

March 26, 2013

Talent Management

6

How Much is EmployeeHow Much is Employee Disengagement Costing

Y O i i ?Your Organization?

The Business Case for Employee Engagement

The Business Case for Employee Engagement:XOnly 1 in 3 employees is engaged.XGreater than 80 percent of U.S. workers are dissatisfied with their performance reviews.X4 out of 5 employees are not satisfied with the level of recognition they receive at work

The Bottom Line: Organizations that use Human Capital Management processes outperform the competition.

44% higher revenue growthlevel of recognition they receive at work.

Impact of a Perform Culture is nearly 4X th d 10X t i th

26% higher revenue per employee 109% higher retention

revenue growth and 10X net income growth. Engaged employees are 2X more productive at work. F db k d iti f th ti t

Disengaged Employee Engaged Employee

- Going through the motionsOften invisible

Emotionally Connected.

OverachieveFeedback and recognition further motivates employees. Goal setting improves performance by 15 to 25% depending upon job type

- Often invisible- Dutiful, but negative- Show up only for

check-ins- Negatively impact the

team

Overachieve. Discretionary Efforts. Love their jobs. Believe in their

employers’ goals. Positive influence on

March 26, 2013

depending upon job type. team - Don’t leave the

organization

Positive influence on coworkers and department performance.

What is the price of employee engagement? 

Engagement Level Definition % of Employees

Today, only 1 out of 3 employees is engaged. What is not measured cannot be improved.

Engagement Level Definition % of Employees

Passionate about their work Proud of their job and company Will do what it takes to deliver results on time Acts like a true owner

FullyEngaged

employees are Acts like a true owner Delivers consistently Problem solver approach Serves as a role model Focused Works well with others and will help out when asked

p y122% more productive.

10-25 % of the employee population.

Selective about where they put their energy Spends a lot of time doing tasks (not results oriented) Does what it takes to get by

Somewhat Engaged (75% productive)

30-55%

Only works when they have to, Poor results Has a “We”—“They” perspective Negative about the organization Negative around coworkers and customers

Disengaged EmployeesNegative around coworkers and customers

Going through the motions and often invisible Dutiful, but negative Show up only for check-ins Negatively impact the team Don’t leave the organization

(50%)

20-35%

BullseyeEvaluation®Performance Management System©

The cost of partially engaged employeesThe cost of partially engaged employees

Example:

Employees  (EE)  = 500Average compensation  = $50,000Plus 28% benefits  = $64,000 per EEA l ll $32 000 000Annual payroll  = $32,000,000

Assume 35% (175 EE) are somewhat engaged or disengaged (Level 1,2)

At 65% performance level = $3,920,000 overpayment or lost ROI per year= $250,000 overpayment or lost ROI per month

What would you pay $5 to have engaged employees?

Engaged Employees add 5‐10% to the bottom line!Source: Human Capital Institute and Aberdeen Group

BullseyeEvaluation®Performance Management System©

Human Capital Value PropositionHuman Capital Value Proposition

When people are fully:  The result is: 

EngagedEngaged • Communication & feedback

Strategy Driven Performance

CapableCapable • Learning & GrowthGrowth

Ali dAli d C t G lAlignedAligned • Corporate Goals

March 26, 2013

 

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Connecting Work to Productivity in 2013 & Beyond

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“You can’t have a positive customer experience without a positive employee experience." - VP, Fortune 500 Kelly Services, Inc

Why Worry About Employee Engagement?

With all the numbers and statistics that pass across executives’ desks, it is no wonder the employee engagement score feels like one drop in a very large ocean.

But it’s not. Employee engagement is a business measurement like no other. ‘Engaged’ employees work harder, stay longer with their organization and deliver better customer service. The greater the proportion of your staff that make it into the ‘engaged’ category, the higher your performance is likely to be on almost every count.

So, if you’d like to live in a world where more of your employees do all of these things, this paper gives you the tools to make it happen. No matter what your legacy issues may be, or what your employee engagement results have been in the past, it is possible to create a highly engaged workforce quickly, easily and without disproportionate investment in time, money or technology. Engagement is NOT an annual survey. Engagement is frequent, relevant and meaningful feedback and recognition. And the right tools will deliver exactly this. There are four key reasons to get engagement right in your organization:

1. to raise productivity 2. to improve service 3. to reduce turnover, and 4. to get the most out of workers

 

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Millennials and “NoCollar” Workers will Constitute the Majority of the Workforce by 2015

The workforce has shifted with the majority of new hire workers being Millennials and a third of workers being “no-collar” workers. “No-collar” workers include contingent workers, 1099 contractors, agents, supertemps, stay at home employees, consultants, and free agents. The foundation of the Millennial employee mind-set is different from that of older generations. Generation Y (and all those coming after them) have been parented and educated differently, and the technology that may have influenced us all has fundamentally shaped who they are. Broadly speaking, Millennials tend to value and expect: • constant feedback • connectivity • self-expression • opportunity and reward for a job well done Millennials are unlikely to feel that long years of effort at any one company in exchange for a series of incremental raises and promotions is pointless. To them, success is not defined by rank or seniority, but by what matters to them personally. Given the different expectations and motivations of the four generations that are now working together in many organizations, a 2-D staffing model is no longer good enough. If your hiring and management practices do not fit with the demographics and psychographics of today’s workforce how will you compete for new talent and retain what you have already got? The organization is now flat and social. Networks and virtual teams mean that the way we manage work and workers has changed. Above all, management needs to be adaptable and flexible, yet it still must be fair. To develop a truly engaged workforce that includes all generations, organizations will need to focus on measuring performance, not hours.

 

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• Replace manual, error-prone reporting.

• Social management (via alerts and KPI Dashboards for example) improves

service delivery, customer service KPIs, and creates revenue opportunities.

What gets measured gets improved.

“The outcomes gained from this are increased workforce engagement, lower turnover, better governance of process, improved efficiency

and effectiveness, better financial results, the establishment of a performance culture and ultimately successful execution of strategy.”

– Managing Director APAC

“We use Bullseye for Social Management to better execute. Performance management and alignment of individual goals with corporate intent is essential

to achieve speed in the execution of strategy.” – Executive Vice President Americas

People are inherently social. By redefining how we manage and by striving to better reflect how people prefer to work in today’s information-based economy, we create synergies, improve communication and collaboration, and eliminate waste.

Alignment of individual and team goals with corporate intent is essential to achieve speed of execution. In doing so, activities are properly focused and the variability of operations is continually re-aligned to the objectives of the activities. When executed properly, the outcomes gained from this integration are increased workforce engagement, lower turn-over, better governance of process, improved efficiency and effectiveness, better financial results, establishment of a performance culture and, ultimately, successful execution of strategy.

Social technology provide employees with constant feedback and recognition in real time. Recognition is important to all employees, but especially to incoming Millennials. Most

 

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employees, 69 percent, said they would work harder if they were better recognized, according to the recent Workforce Mood Tracker survey.1 Also, employees have access to career development and succession planning tools and information. A mapped out career path for individuals creates higher engagement and a continuous cycle of self-improvement. These two methods for creating employee engagement and increasing retention have a measurable impact on the bottom line. “U.S. businesses lose approximately $11 billion annually due to employee turnover…With recruiting costs running approximately 1.5 times annual salary, the ability to engage and retain valuable employees has a significant positive impact on an organization’s bottom line.”2

Social technology has the potential to help high performing companies re-engage their employees. 2/3 of companies are already using a social solution, whether it is in the recruiting process or online advertising and marketing.3 Those that apply these same strategies in-house see the greatest rate of success. Social solutions, as part of a performance management system, provide timely feedback, proactive management tools and better communication and visibility. Once employees feel recognized and valued, engagement begins to climb. A recent survey by Workforce Mood Tracker shows the importance of recognition to employees (and it will become even more important as more Millennials enter the workforce).4

69% of employees would work harder if they were better recognized. 78% of U.S. workers said being recognized motivates them in their job. 49% of employees said they would leave their current job for a company that clearly

recognized employees for their efforts and contributions. Among respondents who stated they plan to search for a new job this year, only 24%

are satisfied with the level of recognition they receive at work. Conversely, 63% of employees who do not planto leave are satisfied with their level of recognition.

65% of employees satisfied in their roles said they would also work harder if they were better recognized at work.

78% said being recognized motivates them in their job.

                                                            1 Social knows: Workforce mood tracker survey. (2011, August 8). Retrieved from http://www.thesocialworkplace.com/2011/08/08/social-knows-employee-engagement-statistics-august-2011-edition/ 2 Lipman, V. (2012, December 14). Study explores drivers of employee engagement. Forbes, Retrieved from http://www.forbes.com/sites/victorlipman/2012/12/14/study-explores-drivers-of-employee-engagement/ 3 Harvard Business Review. (2010). Sas business analytics and business intelligence software. Retrieved from http://www.sas.com/resources/whitepaper/wp_23348.pdf 4 (2012) Mood Tracker Spring 2012 Report. Retrieved from http://globoforce.com/mood-tracker-spring-2012-report. 

 

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The Importance of Feedback

To help organizations align goals rapidly, engage people and drive significantly better business outcomes ongoing feedback from the front-line to managers is needed. The ability to recognize valuable contribution and provide candid and timely feedback leads to coaching which ensures rapid alignment of activities with goals.

Plus, continuous feedback eliminates surprises. Almost ALL employees feel feedback is too little, too late.

Social Performance Management Technology Use Cases

Engage and mobilize high performing teams to achieve rapid alignment and make direct business impact.

Uncover hidden talent within the organization, create retention plans for them and reward key information brokers for their contribution above and beyond their duties to engage them further.

Employees at one of the major consulting firms did away with internal email and use social feedback whiteboards for each project and team.

A global staffing firm with 2300 global locations empowered each employee and each team with social feedback tools and KPI dashboards to engage and deepen the supplier to client relationship.

A regional healthcare community group leveraged these tools to bring attention to customer service priorities and change behaviors resulting in customer service ratings that matched their excellent patient quality care.

Higher education engaged students through an online feedback process.

 

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Is Your Performance Management Process Killing Performance?

Performance Management Checklist: 1. Do employees have an understanding of how their activities and goals drive value to the financial

performance bottom-line of the business?

2. Is there a clear link from business strategy to short-term department / functional, or individual goals?

3. Do employees receive the amount of feedback they desire?

4. Are managers and employees held accountable for results?

5. Are coaching and mentoring processes used to support performance improvement requirements?

6. Do you have an employee evaluation process that adds value to the

business?

7. Are formal processes used to develop employees to higher performance levels?

8. Are pay practices aligned with the achievement of the business strategy?

9. Are non-monetary rewards used to engage the workforce?

10. Do employees have career development and job performance tools?

11. Do you know what percentage of your employees are highly engaged? Disengaged?

If you can’t check YES to the majority of the items below. Get help!

 

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About BullseyeEvaluation, LLC BullseyeEvaluation is a web-based performance management solutions company that helps to optimize performance of companies, non-profits and academic institutions. We offer the only non-forms based solutions for both human capital and operational performance management. Due to mandates for performance documentation, employee engagement, and regulatory requirements for the workplace, organizations from around the world turn to BullseyePerformance® because our approach automates, simplifies, and facilitates social performance management. Bullseye's employee performance solution improves engagement by facilitating frequent communication and social feedback. Our business intelligence solutions display real-time information through innovative key performance indicator dashboards. Our products are user friendly, configurable and quickly deployed! You have to see it to appreciate how simple and intuitive we make work management. The Cost? Would you pay $5 per month to have engaged and aligned employees? The ROI on BullseyePerformance® is a matter of a few months! “I started Bullseye to bring passion and a results orientation to performance management.” – Adeel Zaidi, Founder LEARN MORE AT: WEB http://www.bepms.com/ TWITTER http://www.twitter.com/Bullseye10min LINKEDIN www.linkedin.com/in/bullseyeevaluation / YOUTUBE VIDEOS http://www.youtube.com/user/BULLSEYEPERFORMANCE/videos? Bullseye Contact: Louis Posthauer, Director Business Development, 713-554-0909 | lposthauer@bepms.com

Why Bullseye?

For managers: access performance dashboards at employee, team or corporate level to drive accountability.

For employees: get social feedback as needed and self-manage job performance and career development.

For companies: This SaaS solution automates employee reviews based on SHRM standards. Compatible with current systems as well as mobile phones and tablets.

Global Capabilities: English, Arabic, Spanish, Russian, German, Portuguese.

Footprint: Houston, Troy, Boston, London, Kuala Lumpur, and Moscow.

We matter because there is a growing mandate to document & drive performance.

Social Technology’s Impact on the Way We WorkSocial Technology s Impact on the Way We Work

Executive Summary Situation: Companies are improving their mastery of social

h l h l d ltechnologies, using them to evolve operations and exploit opportunities.

Problem Statement: Social Disruption of the way and how we work is occurring because of the changes in employee and their work requirements Future work will employee and their work requirements. Future work will not be the same. Companies should prepare for more substantial disruptions.

Opportunities: Social technology is helping replace traditional hierarchical processes with community oriented networks to make work more social.Social technologies can support business:

Social processes and social workflowsForge stronger links Navigate and interact with externalNavigate and interact with externalEmployee lifecycle

Cost of Not Implementing Solution = Limited to current organic growth.

Social Work

Managing Social Technology Solutions 101:

The impact of social disruption on the way we work also impacts the way we hire, grade performance, manage, promote, and retain talent.

1. Social Workforce Solutions are Not Just for Millenials.2. Use Social Tools Empower the Workforce. Technology

implementation is easy, getting employees to collaborate is 301.

•Social Recruiting 3.0. •Social Performance Management •Social Management Monitoring

With social, HR & staffing is evolving into supporting managers in their operational capacity and not from a pure HR function.

Business failure occurs when innovation does not occur. Failure occurs when technology alone is viewed as the savior as opposed to an integrated solution. g g

•Social Sales & Marketing•Social Communities•Social Intelligence & Analytics

The market for workforce solutions is much bigger than the HR department. Career planning, training, etc. apply to every function and role of an organization.

Social Workforce Management Investment Thesis•Time. employee productivity, downtime. Businesses wasted millions of dollars every year paying for employee downtime. The more productive employees p y p p ywill make more monies.

•Output. Each employees work can be directly tied to the bottom line.

•Social Currency. our reputation & network is our primary source of information and currency. The value of influencers, networks, & other communications will become part of the key value of a new hire, or promotion.

•Product development. Use social technologies to derive customer insights and interactions during development and beyond.

•Marketing and sales. Use social technologies to derive customer insights; for marketing communications and interactions; to generate and foster sales leads;

i l social commerce.

•Customer service. Use social technologies to provide customer care across multiple mediums (chat, email, telephone, kiosk, video, etc.)

Ask yourself: have we created a talent model that Ask yourself: have we created a talent model that integrates social into our resources properly to provide the best workforce solution for each job?

i.e. do we have the right person for the right job at the right price for the right amount of time?