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Brandon Hall Excellence in HCM Conference

Our presentation on The Engagement Game: Creating a culture of growth, engagement, and workforce agility. Presented by Anne Fulton, Organizational Psychologist, author of The Career Engagement Game (2015), and co-founder of Fuel50.

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Brandon Hall Excellence in HCM Conference

  1. 1. Commercialinconfidence,nottobedistributed. The engagement game Creating a culture of growth, engagement and workforce agility CareerEngagementGroup Anne Fulton Organizational Psychologist Author: The Career Engagement Game Co-Founder: Fuel50/ CEG
  2. 2. 79%of employees leave due to a lack of career development?
  3. 3. Career Engagement Group
  4. 4. From Career Engagement Group • Top drivers of engagement AON Hewitt 2013 Top Drivers of Engagement 2013 (Global) 2014 (Global) 2015 (Global) Asia Pacific Europe Latin America North America Career opportunities 1 1 1 1 1 1 1 Organisation reputation 3 2 3 2 3 Pay 3 4 2 3 4 Recognition 2 4 4 2 5 Communication 4 5 5 3 Managing performance 5 2 5 5 2 Innovation 4 Brand alignment 3 5 4 CareerDevelopmentisthe #1driverofengagementglobally Aon Hewitt 2015
  5. 5. Commercialinconfidence,nottobedistributed. Did you know 81% of employees feel their skills aren’t being fully utilized at work?
  6. 6. Did you know Only 30% of employees are satisfied with their future career opportunities at their organizations. Reference: CEB 2015, Infographic of the Quarter
  7. 7. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Our Career Pathing Research The Career Agility & Engagement Report 2014 research reflects the online responses of over 1,000 individuals from all over the globe The Career Practices Global Benchmarking Report 2015 research reflects the responses of over 100 organizations
  8. 8. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Career acceleration want to accelerate their careers or dial up want to decelerate or dial-down their career want more work responsibilities and believe they can contribute more want less responsibility at work of all respondents would use their own time to further their career and take on additional learning that would benefit them at work 31% 14% 35% 10% 75%
  9. 9. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Flexible work patterns What flexible work practices do employees want? People who are happy with their work-life benefits are also likely to: Work 21% harder 33% more likely to stay at that organization
  10. 10. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. 9% Leadership aspiration and the diversity agenda 15% Percentage of men and women who aspire to leadership positions of all respondents want to lead at the most senior level in an organization11% Younger people have higher leadership aspirations overall, so you may find more Millenial females are leadership aspirant
  11. 11. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Retention and career development want to leave their current organization in the coming year17% plan to leave in the next three years50% planning to leave within the next five years60% who will you be left with in 2020??
  12. 12. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Less than 20% are very satisfied with their career development opportunities… ...those who were very satisfied with their career development opportunities were more likely to plan to remain with their current employer (r= .345**) however
  13. 13. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Global Best Practices Research 2015: The 3 E’s of career engagement Employee Empowerment Leader Enablement Organizational Execution
  14. 14. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Career engagement drives business outcomes Career engagement practices score • Internal recruiting • Lateral moves • Engagement • Reduced recruitment costs • Sufficient internal talent • Ability to fill key role • Voluntary attrition • Absenteeism • Revenue growth per employee (r=.258**) • Overall revenue growth (r=.321**) r=.22* r=.421** r=.322** r=.486** r=.367** HR processes HR outcomes ROI *correlation is significant at a confidence level of .05 **correlation is significant at a confidence level of .01
  15. 15. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Career paths of the future
  16. 16. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. both for the business and the individual. Career pathing across the talent lifecycle Career pathing is about profitable growth,
  17. 17. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. The career pathing game redefined #1 Enable employees to own & grow their careers #2 #3
  18. 18. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
  19. 19. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
  20. 20. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. The career pathing game redefined #1 Enable employees to own & grow their careers #2 Drive engagement through supporting leaders to deliver better quality growth conversations #3
  21. 21. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
  22. 22. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
  23. 23. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. The career pathing game redefined #1 Enable employees to own & grow their careers #2 Drive engagement through supporting leaders to deliver better quality growth conversations #3 Customize career propositions & targeted experience-growth to support workforce agility
  24. 24. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Search for talent Leader Insights to drive retention and engagement
  25. 25. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. The career pathing game - a working example Michael Martin - IngersollRand
  26. 26. Ingersoll Rand – Fuel50 Pilot Overview January 28, 2016
  27. 27. Commercialinconfidence,nottobedistributed. Key Facts Company Headquarters • Ingersoll Rand is incorporated in Swords, Ireland. • Ingersoll Rand’s North American Headquarters and Corporate Center is located in Davidson, North Carolina. New York Stock Exchange • Ingersoll Rand has been listed continuously on the New York Stock Exchange since October 11, 1906. • Ingersoll Rand is the 16th oldest company and the 12th oldest continuously listed company on the NYSE. • Ingersoll Rand’s stock ticker is IR. Company History • Ingersoll Rand is 143 years old. The company was founded when Simon Ingersoll patented the steam-powered rock drill in 1871. • The Ingersoll-Rand Company was first incorporated on June 1, 1905.
  28. 28. Commercialinconfidence,nottobedistributed. Ingersoll Rand Communities and Our People World-Class Talent in Every Market • More than 40,000 employees globally. Global Footprint and Ingersoll Rand Locations • More than 792 facilities around the world. • We have 66 manufacturing facilities around the world.​
  29. 29. Commercialinconfidence,nottobedistributed. Our Brands Industrial Brands Climate Brands
  30. 30. Career Development Needs & Fuel50 Pilot
  31. 31. Commercialinconfidence,nottobedistributed. Employees want more focus on career development: Employee engagement survey results consistently tell us we have opportunity to improve important growth and development areas, including: I can achieve my career goals at this company. The company has effective processes for developing people. I am supported in taking advantage of available career opportunities. 31 Career Development: An Existing Need
  32. 32. Commercialinconfidence,nottobedistributed. Supply a foundation for more focused development planning and career guidance Provide greater visibility to career options Encourage flexibility to gain new experience and grow Create clarity on job expectations and requirements 32 Desired Future State
  33. 33. Commercialinconfidence,nottobedistributed. Piloted Fuel50 with employees in Engineering and Global Procurement  Approximately 170 invited to participate  Mix of individual contributors and people leaders  Located in multiple countries  Provided access to the 5 Fuel Factor Assessments and summary reports Implemented prior to our development planning activities in March 2015 33 Fuel50 Pilot
  34. 34. Commercialinconfidence,nottobedistributed. 2015 Ingersoll Rand employee engagement results confirmed our positive qualitative feedback Results show a statistically significant difference in the improvement of Fuel50 participants* compared to their peers 34*109 Fuel50 participants who completed all 5 assessment modules Fuel50 Pilot – Impact on Engagement
  35. 35. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Additional significant improvements seen on specific questions for Fuel50 participants compared to their peers 35 Fuel50 Pilot – Impact on Engagement Cont.
  36. 36. Commercialinconfidence,nottobedistributed. Based on the results from the pilot we are expanding the usage of Fuel50 across the enterprise as part of a broader career development initiative Late Q1 2016 – will provide access to My Career Navigator driven by Fuel50 to 20,000+ salaried employees globally Late Q2 2016 – will implement career path information / functionality Q4 2016 – will be providing access to translated versions of My Career Navigator 36 Post Pilot Activities
  37. 37. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed. Questions?
  38. 38. Commercialinconfidence,nottobedistributed. AnneFulton Career Engagement Group Mike Martin Ingersoll Rand

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