Employee Engagement Today: The Simply Irresistible Organization

Copyright © 2015 Deloitte Development LLC. All rights reserved.1 Global Human Capital Trends 2015

Employee Engagement Today

The Simply Irresistible Organization

Josh BersinPrincipal, Bersin by DeloitteDeloitte Consulting, LLPNovember, 2016

Copyright © 2015 Deloitte Development LLC. All rights reserved.


©2015 QUALTRICS LLC.

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Josh BersinPRINCIPAL AND FOUNDER

Josh Bersin founded Bersin & Associates (now Bersin by Deloitte) in 2004 to provide research and advisory services focused on corporate learning, leadership, talent management, and HR technology. Today he is responsible for Bersin by Deloitte’s long-term strategy, research direction, and market eminence. Josh is a frequent speaker at industry events and has been quoted on talent management topics in key media, including Harvard Business Review, The Wall Street Journal, Bloomberg, The Financial Times, BBC Radio, CBS Radio and National Public Radio. He is a popular blogger for Forbes.com, a leading LinkedIn influencer, and has been a columnist since 2007 for Chief Learning Officer magazine. Josh spent 25 years in product development, product management, marketing and sales of e-learning and other enterprise technologies at companies including DigitalThink (now Convergys), Arista Knowledge Systems, Sybase, and IBM. Josh's education includes a B.S. in engineering from Cornell University, an M.S. in engineering from Stanford University, and an MBA from the Haas School of Business at the University of California, Berkeley.


The New, DigitalWorld of Work


Percent rating trend important

Importance of Human Capital trends to business (2016)

Series1

Organizational design

Leadership

Culture

Engagement

92%

89%

86%

85%

Learning

Design thinking

Skills of HR organization

People analytics

Digital HR

Workforce management

77%

74%

71%

84%

79%

78%

% very impor tant

2016

56%

57%

54%

48%

44%

39%

36%

36%

32%

28%

% very impor tant

2015

…

50%

50%

39%

…

39%

29%

…

…


Shared values and culture

Transparent goals and projects

Free flow of information and feedback

People rewarded for their skills and abilities,

not position

Organizational design

A network of teams

BA

DCF

A

B

C D E

G

How things were How things “are” How things work

E


“Our candidates today are not looking for a career…

They’re looking for an Experience.”

Careers have changed and so have people


Surveyed Millennials also …

80% Want to give performance appraisals

to the boss

60% think 7 months

of work means they’re “loyal”

2/3 Want to be “creative” at work

in their job

Their “team mates” are the most important

people at work

Expect feedback weekly and progression

annually


Companies with “soul” had a

1026%return from 1996 through 2006,

8x higherthan S&P 400 firms

Companies with “soul” experience:

• Much higher engagement and retention• Better customer service• Long-term profitability

Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, 2014

Importance of mission and purpose


Financial Return of Soul


Sources: Deloitte Human Capital Trends 2014 and 2015

The overwhelmed employee

The “average” US worker now spends 25% of their day reading

or answering emails

Fewer than 16% of companies have a program to “simplify work” or help

employees deal with stress.

More than 80% of all companies rate their business “highly complex”

or “complex” for employees.

The average mobile phone user checks their device 150 times a

day.

The “average” US worker works 47 hours and 49% work 50 hours or

more per week, with 20% at 60+ hours per week

40% of the US population believes it is impossible to succeed at work

and have a balanced family life.


Productivity is Suffering – Is Technology Helping?

US Productivity Last Ten Years

1 billionSmartphones

i-PhoneLaunched

100 MillionTwitter users

Since 2011 Productivity Gains have

Slowed to Crawl


Historic Perspective on Performance and Management

The Evolution of Management ThinkingWe are Here

The IndustrialCorporation

HierarchicalLeadership

CollaborativeManagement

Networks of Teams

<1950s 1960s-80s Today1990s

Andrew CarnegieHenry Ford

Netflix, Google, Facebook, Amazon

Jack WelchPeter Drucker

Howard SchulzSteve Jobs

Profit, Growth, Financial Engineering

Customer Service,Employees as Leaders

Mission, Purpose,Sustainability

OperationalEfficiency

2020

Purpose, Meaning,

and Empow

erment?

Industrial AgePeople as Workers

Management byObjective

Servant LeadershipWork Together

Empower theTeam

The Corporationis King

The Executivesare King

The Teams and Team Leaders are Kings

The People areKing(s)


Engagement &Culture


Average3.2

What are these companies doing?

Glassdoor ratings of employer recommendations — 200,000+ respondents

Engagement Remains a Challenge


Workboard Research

What We’ve Learned about Feedback

http://www.ncbi.nlm.nih.gov/pubmed/19829208

Lack of feedback creates anxiety, worry, and poor performance


The Listening Organization

Enterprise Feedback Architecture

AnnualEngage. Survey

PulseSurveys

PulseSurveys

Perf.Mgt.

Checkins Perf.Mgt.

Checkins

ExitInterviews

ExitInterviews

PulseSurveys

PulseSurveys

ExternalAnalystSurveys

EmploymentBrand

Studies

IntegratedDashboards and Analysis

By Team, by Leader, by Location,by Function, by Tenure, by Role

AnonymousFeedback

Tools

JobCandidateSurveys

SocialMedia

Monitoring(LinkedIn,Glassdoor,Facebook)

AnonymousFeedback

Tools

Customer Satisfaction Surveys


Culture vs. Engagement

What is the Difference between Culture and Engagement?

Culture:The way things

work around here.

Engagement:

The way people feel about the way things

work around here.

The work environment

Trusted Leadership Hands-on Management Meaningful work

Development and careerReward systems

Risk & Governance

Courage

Mission & Purpose

Inclusion

Compensation

Recognition

The Simply Irresistible Organization ModelThe CulturePath™ Model

Innovation

Clear Goals


The Simply Irresistible Model


The Simply Irresistible Organization®

What we have learned: an integrated approach is key

Meaningful Work

SupportiveManagement

FantasticEnvironment

Growth Opportunity

Trust in Leadership

Autonomy Clear goal setting Flexible, humane work environment

Facilitated talent mobility

Mission and purpose

Selection to fit Coaching and feedback

Recognition rich culture

Career growth in many paths

Investment in people, trust

Small teams Leadership development

Open flexible work spaces

Self and formal development

Transparency and communication

Time for slack Modern performance management

Inclusive, diverse culture

High impact learning culture

Inspiration

Copyright © 2015 Deloitte Development LLC. All rights reserved.22 Simply Irresistible

Autonomy and freedom to contribute

Select the right fit

Small empowered teams

Time for slack

Meaningful work


Clear and transparent goals

Coaching not evaluation

Invest in development of managers

Agile performance management

Supportive management


Fantastic Work Environment

Flexibility

Humanistic workplace

Culture of recognition

Inclusion and diversity


Training and support on the job

Career and talent mobility

Dynamic self-directed learning

High-impact learning culture

Growth opportunities


Mission and purpose

Investment in people

Transparency

Inspiration

Trust in leadership


Empl

oyee

Vita

lity

Business Performance

Cost Reduction

Labor Productivity

Retention Productivity Collaboration Team Performance

Leadership

HealthMonitoring

Employee Assistance

MedicalBenefits

Fitness

Challenges

Nutrition

Exercise

Sleep

Stress

Engagement & Performance

Recognition

Skills andTraining

WorkEnvironment

Rewards

Leadership

Management

Clear Goals

GrowthOpportunities

Drive

Wellbeing

Self Discovery

Career

Purpose

Mindfulness

AbundanceMentality

Positive Thinking

Culture Fit

Family

Focus on Wellbeing, Not Just Engagement


The Feedback SystemHow Does Feedback Work Today?

EngagementSurvey

Senior Management Team

Employees

Line Managers | HR

Performance Review

Filtering and Cleaning

TimePer Year


Feedback = Performance at Deloitte

1. I am really enthusiastic about the mission of the firm

2. At work, I clearly know what is expected of me

3. In my team, I am surrounded by people who share my values

4. At work, I have the chance to use my strengths every day

5. My teammates have my back

6. I know I will be recognized for excellent work

7. I have great confidence in the firm’s future

8. In my work, I am always challenged to grow

Bottom QuartileMiddle QuartileTop Quartile

1

2

3

4

5

6

7

8

4.4

3.2

4.24.03.83.63.4

Pulse Survey items

Questions that Predict High Performance at Deloitte

Source: Deloitte pilots FYs14-15.


The Listening OrganizationEnterprise Feedback Architecture

IntegratedReporting & AnalyticsSentiment AnalysisNetwork Analysis

Social Media Monitoring

Job Boards& AdsEmployment

Brand

CustomerSatisfaction

AnonymousFeedback

Tools

PulseSurveys

AnnualSurvey

PerformanceCheck-ins

ExitInterviews

PerformanceAppraisals


The Simply Irresistible Organization®

What we have learned: an integrated approach is key

Meaningful Work

SupportiveManagement

FantasticEnvironment

Growth Opportunity

Trust in Leadership

Autonomy Clear goal setting Flexible, humane work environment

Facilitated talent mobility

Mission and purpose

Selection to fit Coaching and feedback

Recognition rich culture

Career growth in many paths

Investment in people, trust

Small teams Leadership development

Open flexible work spaces

Self and formal development

Transparency and communication

Time for slack Modern performance management

Inclusive, diverse culture

High impact learning culture

Inspiration


Learn More

The Simply Irresistible Modelhttp://dupress.com/articles/employee-engagement-strategies

http://dupress.com/articles/employee-engagement-strategies

http://dupress.com/articles/employee-engagement-strategies


THANK YOU!

Employee Engagement Today: The Simply Irresistible Organization

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