Maintaining A Positive Culture In Difficult Times
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Transcript of Maintaining A Positive Culture In Difficult Times
Maintaining a Positive Culture in Challenging Times
Steve MitchinsonManaging PartnerNational Chairperson ATA
May 2009
“The time demands strong minds, great hearts, true faith and willing hands…” Josiah Gilbert Holland, 19th Century Poet
Maintaining a Positive Culture in Challenging Times
Phil EveristManaging DirectorAlive & Kicking
Your illustrious panel for today
Ron McLachlanManagerPolice Assistance Centre
Joan BrierleyATA Chapter Chairperson WA
Neil HarrisonProject ManagerIinet Ltd
Culture : Why it is important
Gallup 38% higher customer satisfaction scores22% higher productivity, and27% higher profits!
Families and Work InstituteEarnings & Benefits have only a 2% impact on Job SatisfactionJob Quality and Workplace Support have a combined 70% impact.
Watson Wyatt maintaining a positive reputationbeing appreciatedbelieving that the work is importanthaving interesting assignments.
Towers Perrin –an environment of stimulation, contribution, recognition (monetary and otherwise)development, learning and support (from day-to-day management and senior leadership)
The Society of Human Resource Management - "How can we keep talent from jumping to our competitors?“
Putting you and your business in the fast lane
What does it mean to be “engaged”
• A heightened emotional and intellectual connection an employee has for
his/her job, organisation, manager or co-workers that, in turn, influences
him/her to apply additional discretionary effort to his/her work.
In a nutshell…Engaged people like Engaged people like
coming to work,coming to work,and are inspired to and are inspired to
do their bestdo their best!
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Questions to Ponder
The situation:•An aging workforce filled with baby boomers who suddenly can’t afford to retire•Proliferation of Gen Y managers who aren’t equipped to lead in troubled times•Negative impact of employee engagement organisational performance
So lets have a look at: •How do you evaluate employee data and use it to make a difference on engagement levels •How do you energise and motivate your workforce during the change periods •The impact of “corporate responsibility” on employee engagement•Understanding your roles & impacts as leaders in creating a culture of engagement
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Workforce Trends We can Expect
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Top 5 Talent Management Opportunities
Best-in-class companies will take advantage of the downturn to address their post-recessionary talent management requirements in five key areas:
1.1. Take advantage of talentTake advantage of talent
2.2. Use the downtimeUse the downtime.
3.3. Listen to employeesListen to employees
4.4. Leverage (and evaluate) your leadersLeverage (and evaluate) your leaders
5.5. Encourage all levels of leadersEncourage all levels of leaders
From: Recessionary Management: The Top DOs and DON’Ts for Managing Talent in the Current DownturnCopyright © 2009 Human Capital Institute and Taleo Corporation.
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Top Tips To Attract, Retain and Motivate EmployeesBy Don Grimme, Co-founder GHR Training Solutions
1. Pay employees1. Pay employees
2. Respect
3. Praise accomplishments...and attempts:
4. Communication
5. Recognition
6. Involvement
7. Listen
8. Share Information
9. Celebrate
10.Create Opportunity
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Drivers of Employee Engagement
Trust & IntegrityPersonal
relationship with Manager
Co-workers / Team members
Employee Development
Career GrowthOpportunities
The Type of work Pride in the BrandDirect links between
Individual & CompanyPerformance
There are many things we can do to create an engaged workforce…
Putting you and your business in the fast lane
Drivers of Employee Engagement
Trust & IntegrityPersonal
relationship with Manager
Co-workers / Team members
Employee Development
Career GrowthOpportunities
The Type of work Pride in the BrandDirect links between
Individual & CompanyPerformance
There are many things we can do to create an engaged workforce…
The Culture
Putting you and your business in the fast lane
Drivers of Employee Engagement
Trust & IntegrityPersonal
relationship with Manager
Co-workers / Team members
Employee Development
Career GrowthOpportunities
The Type of work Pride in the BrandDirect links between
Individual & CompanyPerformance
There are many things we can do to create an engaged workforce…
Corporate & Social Responsibility
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Corporate & social Responsibility
Employees cite corporate responsibility issues as one of their key criteria when choosing an employer - an organisation’s ability to retain employees may depend on its ability to meet individual work requirements and align business practices with employees’ values
•84 per cent of employees want to work in an environmentally-friendly
office.
•90 per cent of women and 78 per cent of men said their employer should
have the environment at the top of mind.
•81 per cent of 18-24 year-olds wanted to work in a ‘green’ office, as did 86
per cent of 35-49 year-olds.Source:USING ICT TO DRIVE YOUR SUSTAINABILITY STRATEGY, Telstra 2009
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Disengagement Purposefulness
Procrastination Distraction
FF
OO
CC
UU
SS
ENERGYENERGY
High
Low
Low High
Employee Engagement Quadrant
DisengagementDisengagement PurposefulnessPurposefulness
ProcrastinationProcrastination DistractionDistraction
FF
OO
CC
UU
SS
ENERGYENERGY
High
Low
Low High
Employee Engagement Challenge
Possible Approaches
OrganisationalOrganisationalInterventionsInterventions
CommunicationsCommunicationsInterventionsInterventions
ManagerialManagerialInterventionsInterventions
• Keep promises & follow through - Walk the Talk• Open and honest• Tell it like it is – even when bad news or a difficult
topic – balance +ve & -ve• (Visibly) Rewarding the right people for the right
reasons
• Building one on one relationships and trust• Demonstrate how individuals contribute to
organisational goals (strategic communications)• Employee Surveys• Consistent, regular face to face communication• Timely and honest responses to what is heard from
employees – “Captain Rumour”
OrganisationalOrganisationalInterventionsInterventions
CommunicationsCommunicationsInterventionsInterventions
ManagerialManagerialInterventionsInterventions
• Empowerment - Flatten managerial and decision-making hierarchies.
• Increase autonomy and decision-making authority. • Using cross-functional teams• Structured development and Effective career
mapping
• Keep promises & follow through - Walk the Talk• Open and honest• Tell it like it is – even when bad news or a difficult
topic – balance +ve & -ve• (Visibly) Rewarding the right people for the right
reasons
• Building one on one relationships and trust• Demonstrate how individuals contribute to
organisational goals (strategic communications)• Employee Surveys• Consistent, regular face to face communication• Timely and honest responses to what is heard from
employees – “Captain Rumour”
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Wisdom of Spencer
Employees leave their managers, not their employers
So how can youyou improve your ROI - your Return on Interactions
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Introducing Whole Brain Thinking
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A Whole Brain Approach
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Leveraging Individual Strengths
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Tick your top then to reveal up to 30 opportunities to improve
Engage – Don’t Frustrate
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Tick your top then to reveal up to 30 opportunities to improve
Maintaining a Positive Culture in Challenging Times
Phil EveristManaging DirectorAlive & Kicking
Your illustrious panel for today
Ron McLachlanManagerPolice Assistance Centre
Joan BrierleyATA Chapter Chairperson WA
Neil HarrisonProject ManagerIinet Ltd
Steve MitchinsonManaging PartnerNational Chairperson ATA