Rethinking Company Resources

Rethink Company

Are you Wasting Money on Benefits That Don’t Yield Enhanced Employee Engagement

a presentation brought to you by:

Sherry Perkins

Resources

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Sherry Perkins

•M.A. Organizational Development

•30 Years Experience •Technology/Management/HR •Business Owner •Chair Waco WIB Alliance •SCORE Counselor •UOP Management Instructor

Vice President Enterprise Solutions

Consulting

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Rethink Company

Are you Wasting Money on Benefits That Don’t Yield Enhanced Employee Engagement

a presentation brought to you by:

Sherry Perkins

Resources


Today’s Topics

– Does Money Really Matter? Is Hertzberg’s Theory Humbug? – Is There a Correlation Between Benefits and Behavior? – Is the Goal Equity or Respect for the Individual? Should Everyone Be Treated the Same? – Should Companies Adapt to Cross-Generational / Cross Cultural Values? – What Are Best Practices / New Directions for Corporate Benefits?

– Motivators – De-motivators – Engagement / Productivity – The Impact of Leadership

How to Ensure Predictive Performance Through Customized Employee Motivators

1


What Would Cause You to be a Highly Engaged Worker? (Poll)

1. Money 2. Title/Office/Prestige 3. Management 4. Benefits 5. Office Environment (Fun) 6. Other

2


How Would You Describe Today’s Workforce Climate?

Multi-Cultural / Multi-Generational

Talent Wars

3


Workforce Climate

It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of

belief, it was the epoch of incredulity, it was the

season of Light, it was the season of Darkness,

it was the spring of hope, it was the winter of despair,

we had everything before us . . .

Charles Dickens, English Novelist (1812 – 1870)

4

http://www.quotationspage.com/quotes/Charles_Dickens/


Is more complex than

moving mass

5

Attract – Motivate - Retain


• Over 60% of companies cite both the inability to get the talent needed today and concern over the inability to address talent requirements over the next five years.

• 51% report that retention begins with hiring and on-boarding -- key elements in their success.

• 79% state that their chief concern is continuity in executive leadership for the future.

• 61% are concerned over potential cost of disruptive succession from one leader to another.

• Average cost of a new hire among those companies that reported their cost of hire was over $16,000.

Research Results

6


7

The magnitude of your people’s contribution to the organization will be directly proportional to how engaged they are with the organization

and their jobs.


…a 51% Gap in Operating Income!

…a 39% Gap in Earnings per Share!

Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.)

…which equates to:

Engagement = Productivity & Profitability

…between high and low engagement organizations

Enhancing Your Leadership Charisma: A Step-by-Step Guide

8


Enhancing Your Leadership Charisma: A Step-by-Step Guide

9

“…we looked at fifty global companies over a year, correlating employee engagement levels with financial results...

The companies with high employee engagement had a in

operating income and in earnings per share.

Conversely, companies with low levels of engagement saw and earnings per

Engagement = Productivity & Profitability


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Gallup Towers Perrin EEE

16% 19%

55% 64%

17% 29% Engaged

Neutral

Bitter

Source: The Gallup Organization, Towers Perrin and The New Employee/Employer Equation, The Concours Group and Age Wave, 2004

Random samples of the U.S. working population over 18 years of age

18%

62%

20%

What will your workforce profile look like?

Today, Few Employees Are ‘Engaged’ in Work

10


11

Levels of Engagement

Highly Engaged Great Match

Fully Accountable Contagious Enthusiasm

Enthusiastic Pursuit of Goals Fully Committed

Pro-active

Engaged Supportive of Goals

Good Match Easily Motivated

Involved Focused

Understands Expectations Secure

Dis-engaged Fair Match

Not interested Questions Expectations

Avoids Participation Easily Distracted Apathetic, Aloof

Dissatisfied, Insecure

Highly Dis-engaged Poor Match Destructive Disruptive

Discourages Others Aggressive Resistance

Fearful, Bitter Does not Know Expectations

Levels of Engagement


Employee Motivation

• Signing Bonuses

• Onsite Day Care

• Gyms and Game Rooms

• Memberships

• Work at Home

• Job Sharing

• Tuition Refund

• Concierge Service

• Profit-Sharing

• Prayer Rooms

• Paid Health Care

• Family Day

• Flextime

• Parties and Group Outings

12


Factors Affecting Job Attitude Motivation – Hygiene Theory

Leading to Job Dissatisfaction

• Policy

• Supervision

• Relationship with Boss

• Working Conditions

• Salary

• Relationship with Peers

Leading to Job Satisfaction

• Achievement

• Recognition

• Work Itself

• Responsibility

• Advancement

• Growth

Hertzberg (1959), The Motivation to Work, http://www.netmba.com/mgmt/ob/motivation/herzberg/

13


Employee Engagement

• What They Do Really Matters

• The Work They Do is Honorable

• They’re Good At What They Do

• Appreciated / Respected

• Accountable for Their Own Destiny

14


Open-Systems Team Model (Pre-requisites)

Dr. Oscar Mink, Open Organization, 1979

Effective Communications

Clearly Understood Goals Member Authority and Accountability

Equal Reward for Team versus Individual Achievement

Decision Level at Lowest Level of

Competency

Members Who Are Capable and

Committed

Inspire Continuous Learning

15


Readiness for Change

Awareness

Informational

Personal

Management

Consequences

Collaboration or Implementation

Improve or Choose Better Solution

16

Scale 4 3 2 1

Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264

Compliance Stability Influence Dominance


Argyris, C. (1978)

Double-Loop Learning

17

Retrieved from http://www.leadershipnow.com/leadingblog/2008/05/learning_requires_personal_res.html.


“As a charismatic leader you must have the very highest

expectations of your people,

knowing that your expectations will become their expectations

– and that their expectations

will translate to unprecedented productivity, performance and

success.”

- ‘Leadership Charisma’, Haney, Sirbasku, McCann

18


10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Occupational Interests Enterprising

Financial/Admin

People Service

Technical

Mechanical

Creative

Are they motivated by this kind of work?

Will they be comfortable in the job environment?

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Behavioral Traits Energy Level

Assertiveness

Sociability

Manageability

Attitude

Decisiveness

Accommodating

Independence

Objective Judgment

Can they cope with the mental demands?

Thinking Style 10 9 8

7

6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

10 9 8 7 6 5 4 3 2 1

Learning Index

Verbal Skill

Verbal Reasoning

Numerical Ability

Numeric Reasoning

19


Challenges Percent Selected

Cost of rewards 52%

Inability to validate ROI 34%

Inability to link performance management with retention

34%

Perceived as an HR initiative 30%

Inability to track factors that relate to improved retention

25%

Aberdeen Group Research

Inhibitors to Implementing Retention Programs

20


Bragging Rights – Top 25 Companies (2012)

• Great People

• Smart, Professional Team

• Strong Moral Values

• Phenomenal Team

• Fun, Upbeat Environment

• Company Discounts

• Team Outings

• Visionary CEO (close)

• Flex work

• Knowledgeable Staff; Entrusted with Product Info

• Community Involvement

• Work/life Balance

• Training

• Invigorating Pace

• Inspired by the Work

• Great Health and Retirement Benefits

http://www.businessinsider.com/the-25-best-companies-to-work-for-2012-6?op=1 21


Drucker 21st Century Leadership

22

• Old Assumptions • One Right Org. Structure • One Right Mgmt. Style

• New Assumptions

• Manage Tasks - Lead People • Change is the Norm • Information is the means, rather

than the end • “Knowledge-worker” is critical • Leaders must self-manage • Feedback is critical to

development


Customized

Motivators

Individual

Needs

Leader

Effectiveness

Team

Culture

Environment

Feedback is Critical

23

Corporate Culture


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24

Questions?

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