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Employee Engagement
Lunch and Learn Recap:
Creating a Learning & Coaching Culture
Driving Employee Engagement & A Perform Culture


Looking to drive “Employee Engagement” and/or get managers/supervisors involved?
       Use Engagement Surveys. Fantastic way to get employees to voice ideas, concerns, and the survey findings can be
                             p y         g                               g                         g   y
      used in “town hall” company meetings or lunch and learns to build agreement and a sense of urgency.
       Use the latest technology features at tools:
              Employees at work want the same features they have at home. Use social media, collaboration, and other
             features.
             As appropriate leverage use by rolling out mobile and tablet solutions.

Better work processes make work culture better:
      Clear Job Expectations
      Advancement Opportunities
      Systematic communication
      More holistic understanding of job/fit
      Better business relationships
                                  p

Creating a Learning, Perform Culture:
A learning culture is where employees are engaged, questioning, continuously focused on process improvement.

A learning, perform culture has the following attributes and characteristics:
•Employees are:
 E l
       Active Learners
       Take a role in their development
       Retain and implement new ideas
•Supervisors:
       Promote learning
       Lead by example
       Involve others and are open to new ideas
Individual Performance Model


                KNOWLEDGE, SKILLS AND ABILITIES
                                    Able to do “it”
                                                it


          Wants to do “it”                Knows what “it” is
          MOTIVATION                      PERFORMANCE
              Effort                      Behaviour
              Direction                   Results

    Were
consequences
  worth the
   effort?                          Allowed to do “it”

                      CULTURE / STRUCTURE
                           Consequences
                            Real
                            Perceived
Building a Perform Culture
The Future of Work



Human Capital is the knowledge, skills, Top Ten Non-Financial Variables
abilities and behaviors that an individual    Considered by Analysts
chooses to invest in their work.           1. Execution of corporate
                                                        strategy
                                                 2.     Management credibility
“… people might be our most valuable asset, or   3.     Quality of corporate strategy
our biggest liability!”                          4.     Innovation
                                                 5.
                                                 5      Ability to attract and retain
“People could be our only true competitive              talented people
advantage, or our competitive disadvantage…”     6.     Market share
                                                 7.     Management expertise
“…success absolutely depends on the quality
   success
of our employees”                                8.     Alignment of compensation
                                                        with shareholder’s interests
                                                 9.     Research leadership
                                                 10.
                                                 10     Quality of major business
                                                        processes
Measuring Company Performance:
                               Transition to Performance Measures


 What gets measured and proactively managed gets improved.
  From…
  From                             To...
                                   To
  Individuals                      Teams

  Traits                           Targets

  Behaviors                        Financial, Operations, & Job Results

  Functional “silos”               End-to-end team processes

           y
  Internally focused               Customer-focused

  Administratively based           Culture/strategy-based

  Supervisors                      360º Feedback & Communications
  as sole raters
    27.04.2012             Stockham & Company
The Business Case for Employee Engagement


The Business Case for Employee Engagement:
• Only 1 in 3 employees is engaged.
• Greater than 80 percent of U.S. workers            The Bottom Line: Organizations that use
   are dissatisfied with their performance           Human Capital Management processes
   reviews.                                          outperform the competition.
• 4 out of 5 employees are not satisfied                   44% higher revenue growth
   with the level of recognition they receive              26% higher revenue per employee
   at work.                                                109% higher retention
• Impact of a Perform Culture is nearly 4X
   revenue growth and 10X net income
   growth.
                                                     Disengaged Employee         Engaged Employee
    –   Engaged employees are 2X more productive
                                                     -   Going through the          Emotionally
        at work.
                                                         motions                     Connected.
    –   Feedback and recognition further motivates   -   Often invisible            Overachieve.
                                                                                     Overachieve
        employees.                                   -   Dutiful, but negative      Discretionary Efforts.
                                                     -   Show up only for           Love their jobs.
    –   Goal setting improves performance by 15 to
                                                         check-ins                  Believe in their
        25% depending upon job type.                 -   Negatively impact the       employers’ goals.
                                                         team                       Positive influence on
                                                     -   Don’t leave the             coworkers and
                                                         organization                department
                                                                                     performance.
Evolution from Personnel to HR to HCM




                                              Human                                     Human
     Personnel                               Resources                                  Capital
Functions                               Functions                             Functions
- Transactions                          - Advisory Services                   - Capacity Building
- Compliance                            - Problem Solving                     - Identify Opportunities
- Record Keeping                        - Operational Issues                  - Strategic Issues

Financial Focus                         Financial Focus                       Financial Focus
- Minimal Cost                          - Cost Control                        - Investment Analysis (ROI)

Key Strategies                          Key Strategies                        Key Strategies
- Rule Knowledge                        - HR Practices                        - Systems Thinking
- Process Efficiency                    - Business Context                    - Strategic Consulting

Products/Services                       Products/Services                     Products/Services
- Appointments                          - Recruiting                          - Human Capital Planning
- Pay Changes                           - Classification/Compensation         - Talent Management
- Position Descriptions                 - Performance Evaluation              - Leadership Development & Succession
- Personnel Folders                     - Training Planning/Delivery              Planning
- Reports                               - Position Management                 -   Performance Culture
- Salary payments                       - Information Systems                 -   Competency Systems
- Benefit information                   - Employee Relations                  -   Work Environment Enhancement
- Training Administration               - Payroll                             -   Metrics/Standards
- Safety Inspections/Records            - Risk Management                     -   Change Management/Communications

Metaphor: Enforcer                      Metaphor: Business Partner            Metaphor: Strategic Partner

Paradigm Shift: Technical Correctness   Paradigm Shift: Improving Processes   Paradigm Shift: Transformation
Why BullseyeEvaluation?



 To Drive Performance
           Performance.

Today,
Today 1 out of 3 employees is disengaged
                              disengaged.




                                        CONFIDENTIAL AND PROPRIETARY INFORMATION
Simplicity

Highlights: Intuitive - Visual - One Page Evaluation Screen




                                           CONFIDENTIAL AND PROPRIETARY INFORMATION
BullseyeEvaluation is a Paradigm Shift in
                                      Facilitating
                                      F ilit ti
                                 Employee Engagement
                                           for
                                Corporate Performance


Engagement Drives Performance.
 Creates a Cycle of Productive Communications.
 Facilitates Coaching & Mentoring.
 Enables Strategic HR & Effective Talent Management.
 Aligns Business Strategy with Execution.
Delivers Organic Revenue Growth.

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Creating Learning Performance

  • 1. Employee Engagement Lunch and Learn Recap: Creating a Learning & Coaching Culture
  • 2. Driving Employee Engagement & A Perform Culture Looking to drive “Employee Engagement” and/or get managers/supervisors involved?  Use Engagement Surveys. Fantastic way to get employees to voice ideas, concerns, and the survey findings can be p y g g g y used in “town hall” company meetings or lunch and learns to build agreement and a sense of urgency.  Use the latest technology features at tools:  Employees at work want the same features they have at home. Use social media, collaboration, and other features. As appropriate leverage use by rolling out mobile and tablet solutions. Better work processes make work culture better: Clear Job Expectations Advancement Opportunities Systematic communication More holistic understanding of job/fit Better business relationships p Creating a Learning, Perform Culture: A learning culture is where employees are engaged, questioning, continuously focused on process improvement. A learning, perform culture has the following attributes and characteristics: •Employees are: E l Active Learners Take a role in their development Retain and implement new ideas •Supervisors: Promote learning Lead by example Involve others and are open to new ideas
  • 3. Individual Performance Model KNOWLEDGE, SKILLS AND ABILITIES Able to do “it” it Wants to do “it” Knows what “it” is MOTIVATION PERFORMANCE  Effort  Behaviour  Direction  Results Were consequences worth the effort? Allowed to do “it” CULTURE / STRUCTURE Consequences  Real  Perceived
  • 5. The Future of Work Human Capital is the knowledge, skills, Top Ten Non-Financial Variables abilities and behaviors that an individual Considered by Analysts chooses to invest in their work. 1. Execution of corporate strategy 2. Management credibility “… people might be our most valuable asset, or 3. Quality of corporate strategy our biggest liability!” 4. Innovation 5. 5 Ability to attract and retain “People could be our only true competitive talented people advantage, or our competitive disadvantage…” 6. Market share 7. Management expertise “…success absolutely depends on the quality success of our employees” 8. Alignment of compensation with shareholder’s interests 9. Research leadership 10. 10 Quality of major business processes
  • 6. Measuring Company Performance: Transition to Performance Measures  What gets measured and proactively managed gets improved. From… From To... To Individuals Teams Traits Targets Behaviors Financial, Operations, & Job Results Functional “silos” End-to-end team processes y Internally focused Customer-focused Administratively based Culture/strategy-based Supervisors 360º Feedback & Communications as sole raters 27.04.2012 Stockham & Company
  • 7. The Business Case for Employee Engagement The Business Case for Employee Engagement: • Only 1 in 3 employees is engaged. • Greater than 80 percent of U.S. workers The Bottom Line: Organizations that use are dissatisfied with their performance Human Capital Management processes reviews. outperform the competition. • 4 out of 5 employees are not satisfied  44% higher revenue growth with the level of recognition they receive  26% higher revenue per employee at work.  109% higher retention • Impact of a Perform Culture is nearly 4X revenue growth and 10X net income growth. Disengaged Employee Engaged Employee – Engaged employees are 2X more productive - Going through the  Emotionally at work. motions Connected. – Feedback and recognition further motivates - Often invisible  Overachieve. Overachieve employees. - Dutiful, but negative  Discretionary Efforts. - Show up only for  Love their jobs. – Goal setting improves performance by 15 to check-ins  Believe in their 25% depending upon job type. - Negatively impact the employers’ goals. team  Positive influence on - Don’t leave the coworkers and organization department performance.
  • 8. Evolution from Personnel to HR to HCM Human Human Personnel Resources Capital Functions Functions Functions - Transactions - Advisory Services - Capacity Building - Compliance - Problem Solving - Identify Opportunities - Record Keeping - Operational Issues - Strategic Issues Financial Focus Financial Focus Financial Focus - Minimal Cost - Cost Control - Investment Analysis (ROI) Key Strategies Key Strategies Key Strategies - Rule Knowledge - HR Practices - Systems Thinking - Process Efficiency - Business Context - Strategic Consulting Products/Services Products/Services Products/Services - Appointments - Recruiting - Human Capital Planning - Pay Changes - Classification/Compensation - Talent Management - Position Descriptions - Performance Evaluation - Leadership Development & Succession - Personnel Folders - Training Planning/Delivery Planning - Reports - Position Management - Performance Culture - Salary payments - Information Systems - Competency Systems - Benefit information - Employee Relations - Work Environment Enhancement - Training Administration - Payroll - Metrics/Standards - Safety Inspections/Records - Risk Management - Change Management/Communications Metaphor: Enforcer Metaphor: Business Partner Metaphor: Strategic Partner Paradigm Shift: Technical Correctness Paradigm Shift: Improving Processes Paradigm Shift: Transformation
  • 9. Why BullseyeEvaluation?  To Drive Performance Performance. Today, Today 1 out of 3 employees is disengaged disengaged. CONFIDENTIAL AND PROPRIETARY INFORMATION
  • 10. Simplicity Highlights: Intuitive - Visual - One Page Evaluation Screen CONFIDENTIAL AND PROPRIETARY INFORMATION
  • 11. BullseyeEvaluation is a Paradigm Shift in Facilitating F ilit ti Employee Engagement for Corporate Performance Engagement Drives Performance.  Creates a Cycle of Productive Communications.  Facilitates Coaching & Mentoring.  Enables Strategic HR & Effective Talent Management.  Aligns Business Strategy with Execution. Delivers Organic Revenue Growth.