Genom kundexempel vill vi inspirera och motivera dig att fundera på hur du kan attrahera, motivera och behålla de bästa talangerna inom ditt företag. Presenter: Clodagh O´Reilly, Kenexa.
Har du frågor eller vill du ha en kopia av presentationen? Kontakta Jesper Carlsten på bit.ly/SB13Jesper
Mer från dagen på http://bit.ly/sb13se
8. SE
A
C
ST
Y
D
U
Talent Leadership & Engagement
Comparing the impact of the most and least effective leaders
Least effective
leaders
Most effective
leaders
Difference
I am very clear about what I am
empowered to do in my role.
54%
97%
+43%
I feel energised by my work.
37%
94%
+57%
I receive ongoing feedback that
helps me improve my performance.
31%
93%
+62%
I understand how my performance is
evaluated.
31%
92%
+61%
I feel supported during
organisational change at GSK.
16%
88%
+72%
I rarely think about looking for a new
job with another company.
34%
83%
+49%
Survey items
% Fav (n=380)
% Fav (n=453)
9. SE
A
C
ST
Y
D
U
Talent Leadership & Engagement
What are these leaders doing differently?
360 Rating on GSK Behaviours for Most and Least Effective Team Leaders
Average 360 Rating from All Raters
22
21.5
21
20.
20
19.5
19
18.5
18
17.5
Developing
People
Customer
Driven
Flexible
Thinking
Most effective Team Leaders
Continuous
Improvement
Enable and
Drive Change
Building
Relationships
Least effective Team Leaders
10. SE
A
C
ST
Y
D
U
Talent Optimisation
Maximising Individual Contribution
PAST
It was often about
top-down
management
Now, it’s about
leveraging our
collective
intelligence
Organisation
as a Machine
Organisation as a
Living Organism
FUTURE
11. SE
A
C
ST
Y
D
U
Talent Optimisation
Empowering Middle Managers
through Delegation and Trust
Mid-level managers given
greater decision-making
responsibility, therefore:
Saving senior manager time
and resources
Experiencing greater personal
engagement
Increasing utilisation of skills
Contributing more value to the
business
Better prepared for future
challenges
Stronger leadership pipeline
Efficiency and productivity improved:
>30% reduction in process stages
>30% less escalation
{"5":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n","13":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n","14":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n","3":"Bringing together each of the elements and leveraging them to drive business is what a Smarter Workforce is all about. Smarter Workforce is the most powerful workforce solution ever introduced—it’s the combination of human insight, technology efficiencies and big data analytics that empowers business to not only predict outcomes, but to drive them. \n","15":"After considering all of this, we need to understand what is driving the change in work. Four major shifts are making the world of work increasingly interconnected, instrumented and intelligent. These four shifts are the rise of social business, big data and analytics, mobile technology, and the independent and contingent worker. Each of these shifts are accelerating and magnifying many of the same problems we have today. And they will create entirely new obstacles for people and employers to overcome. But the good news is that the solution lies within the model of the problem. \nNevertheless, the solution lies within the model of the problem. These four shifts are also making it possible for people and employers to partner and work in new and better ways, generating more value, greater meaning, with increasing efficiency and effectiveness.\n"}