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The 2018 APAC Employee Engagement Conference in association with Fuel50
- 1. SYDNEY NOVEMBER 15, 2018 THE 2018 ANZ EMPLOYEE ENGAGEMENT CONFERENCE IN ASSOCIATION WITH
- 3. v MATT MANNERS CEO & FOUNDER, EMPLOYEE ENGAGEMENT AWARDS
- 4. v THANK YOU TO OUR SUPPORTERS
- 5. v MARIJA POTTER INDUSTRIAL ORGANISATIONAL PYSCHOLOGIST FUEL50
- 6. THE EMPLOYEE EXPERIENCE: CROSS THE TALENT CHASM WITH CAREER ENABLEMENT ACROSS THE TALENT LIFECYCLETHE EMPLOYEE EXPERIENCE: CROSS THE TALENT CHASM WITH CAREER ENABLEMENT ACROSS THE TALENT LIFECYCLE The Future of Work Driving Engagement in Marija Potter ORGANISATIONAL PSYCHOLOGIST FUEL50 | WWW.FUEL50.COM
- 7. THE EMPLOYEE EXPERIENCE: CROSS THE TALENT CHASM WITH CAREER ENABLEMENT ACROSS THE TALENT LIFECYCLE 7 Inclusivity Creating Career Enabled Organizations Vision & Purpose 1 2 3 3 Future of Work Trends Impacting Engagement Today
- 8. THE EMPLOYEE EXPERIENCE: CROSS THE TALENT CHASM WITH CAREER ENABLEMENT ACROSS THE TALENT LIFECYCLETHE EMPLOYEE EXPERIENCE: CROSS THE TALENT CHASM WITH CAREER ENABLEMENT ACROSS THE TALENT LIFECYCLE We hope you join our #CareerLab community Get your copy at go.fuel50.com/wpex marija@fuel50.com
- 9. TELL THE WORLD Twitter #EmployeeEngagement & @ee_awards Facebook The Employee Engagement Awards
- 10. WHAT’S COMING UP? • 13.30 – Acknowledgement to country • 13.35 – Welcome by Marija Potter • 13.50 – 2017 EE Award winner: Youi Insurance • 14.20 – Culture: Risk v Reward • 14.50 – The true cost of disengagement • 15.20 – Coffee and Networking • 15.50 – Global trends of Employee Engagement • 16.20 – 2016 EE Award winner: Z-Energy • 16.40 – 2018 EE Award finalist: Sentis • 17.10 – Closing remarks • 17.15 – Champagne served • 17.20 – Award Ceremony • 17.40 – Cocktails,canapés & networking
- 12. v RYAN McGRORY EMPLOYEE EXPERIENCE MANAGER, YOUI INSURANCE
- 29. v KARL TREACHER CEO, BRAND INSTITUTE
- 30. Bupa Change | Motivation & Capability Karl Treacher Group Chief Executive Adjunct Associate Professor (GBS) @Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018 E V O L V I N G I C O N I C B R A N D S Culture & Change A/Professor Karl Treacher Group Chief Executive Officer The Brand Institute of Australia @ The Brand Institute of Australia All Rights Reserved 2018 E V O L V I N G I C O N I C B R A N D S
- 31. E V O L V I N G I C O N I C B R A N D S ©The Brand Institute Pty. Ltd. All Rights Reserved 2018
- 39. 52,276 gunners 607,360 troops 30,984 stormtroopers 42,782 ship support staff 180,216 pilots and support crew.
- 40. A company's culture normally thwarts any attempt to create or enforce a strategy that is incompatible with that culture.
- 42. “The only thing of real importance that leaders do is to create and manage culture.” “If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.” Edgar Schein, professor MIT Sloan School of Management
- 43. “The thing I have learned at IBM is that culture is everything.” Louis V. Gerstner, Jr. former CEO IBM
- 44. “Culture is king” Sam Zell
- 45. “Culture is truly the most vital ingredient in business. People are the most important asset in every business and the primary determinant of success or failure.” Richard Handler
- 47. Source : The INSEAD business school in Paris and Board Agenda magazine. Culture being in the top three priorities for company boards 62% of survey respondents felt that they were primarily responsible for setting culture from the top of an organisation. 63% either did not consider culture as part of their formal risk assessment or failed to routinely consider the risk associated with their corporate culture. Only 20% of 450 London-based directors and board members reported spending the time required to manage and improve it
- 51. Uncompromising Leadership & Alignment Purpose Values Behaviours HR (KPIs) Leadership Communication L&D Right People Right Preparation Right Community EVP Employment Brand Culture Screening Profiling & Self management Leadership Rituals & Ceremonies Acts and Symbols Induction L&D Comms
- 52. C U L T U R E | C H A N G E | E N V I R O N M E N T S@Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018
- 53. Task 1
- 54. “Coughing into our hands or a snotty handkerchief means your hands will carry the virus, spreading the bacteria.” Professor Lindsay Grayson Director of Infectious Diseases at Austin Health
- 55. M O T I V A T I O N
- 57. @Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018 C U L T U R E | C H A N G E | E N V I R O N M E N T S
- 58. @Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018 C U L T U R E | C H A N G E | E N V I R O N M E N T S only but & Karl Treacher
- 59. @Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018 Positivereasonsfortaking onthechallenge. 129 Fearandregret. BehaviouralStudies
- 60. M O T I V A T I O N I N T E R N A L E X T E R N A L
- 62. @Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018 C U L T U R E | C H A N G E | E N V I R O N M E N T S Capacity
- 64. Epigenetics Genes are turned on or off by experience and environment. Our genes determine how plastic our brain is.
- 65. I N T E R N A L E X T E R N A L I N T E L L E C T U A LE M O T I O N A L C A P A C I T Y M O T I V A T I O N
- 66. @Kolony Pty. Ltd is a division of The Brand Institute of Australia All Rights Reserved 2018 C U L T U R E | C H A N G E | E N V I R O N M E N T S
- 67. I N T E R N A L E X T E R N A L I N T E L L E C T U A LE M O T I O N A L T O O L SS U P P O R T C A P A C I T Y R E S O U R C E S C H A N G E M O T I V A T I O N
- 68. I N T E R N A L E X T E R N A L I N T E L L E C T U A LE M O T I O N A L T O O L SS U P P O R T C A P A C I T Y R E S O U R C E S C H A N G E M O T I V A T I O N
- 69. "Fear is the path to the dark side. Fear leads to anger. Anger leads to hate. Hate leads to suffering."
- 71. v APRIL HOLDSWORTH ENGAGE & GROW
- 73. WHO WOULD BENEFIT FROM KNOWING THE TRUE COST OF DISENGAGEMENT? Business Coaches & Consultants Human Resources & L&D’s Business Leaders & Employees
- 74. WHAT YOU WILL DISCOVER NEW powerful systems for YOU to shift people in the workplace NEW ways for YOU to build much more influence in workplace NEW ways to combine YOUR passion to unearth more profit
- 77. richmaloney.com!
- 78. 86 TEAMS 45 GRAND FINALS 30 PREMIERSHIP WINS IN THE BEGINNING…
- 80. TO CREATE A ! GLOBALLY ENGAGED WORKFORCE! OUR WHY ?
- 81. Traditional Training Personality Profiling Team Building Events Motivational Speakers Use Pen & Paper WE DO NOT DO…
- 82. “Company training least desirable way to learn.” is the 2016
- 86. Neurological Motivators PAIN PLEASURE REWARD PUNISHMENT SELF-DIRECTION SELF-IMPROVEMENT TRANSCENDENT PURPOSE LOVE VARIETY GROWTH CERTAINTY SIGNIFICANCE CONTRIBUTION Core Human Needs DISCUSSING EXPERIENCING TEACHING OTHERS Understand how we learn the quickest BRAIN BASED MOTIVATION
- 88. ENGAGED ACTIVELY DISENGAGED NOT ENGAGED Employees do more than is expected Employees do less than is expected Employees do just what is expected
- 89. Region Engaged Not Engaged Actively Disengaged WORLD 15% 67% 18% United States and Canada 31% 52% 17% Latin America 27% 59% 14% Post-Soviet Eurasia 25% 61% 14% Southeast Asia 19% 70% 11% Eastern Europe 15% 69% 16% Southeast Asia 12% 73% 14% Australia / New Zealand 14% 71% 15% Middle East and North Africa 14% 64% 22% South Asia 14% 65% 21% Western Europe 10% 71% 19% East Asia 6% 74% 20%
- 91. 34% of each salary wasted!
- 92. 100 18% 50,000 34% 17,000 18 306,000 3,060,000 1000
- 93. Entry Level 50% Technical / Leader 250% of their salary! Linkedin 2017
- 94. 35,000 125,000 17,500 312,500 ENTRY LEVEL LEADER / TECH Linkedin 2017 (Strategic Human Resource Management)
- 95. 23% higher profitability Gallup 2017 10% higher customer metrics 17% higher productivity 20% higher sales Companies with engaged workforce: Happier & Healthier
- 100. POOR NEEDS WORK GOING GREAT Leadership ! Development!
- 101. UNITE ALIGN BUY-IN GROW ENGAGE EVALUATE Positive to High Performance Negative to Positive Meaningful Connections Collective Accountability Setting Benchmarks 6 STEPS TO EMPLOYEE ENGAGEMENT Continuous Improvement
- 102. Collective Buy-in & Accountability Speed Rating Across Silos Peer Reward & Recognition Collective Behavioral Benchmarking Ensure Human Understanding Growth of Individual BehavioursRoad Map Coaching Emerging Talent Pipeline System Presenting Best Practice Pressure Skills Creative Thinking & Innovation Brand Awareness & Social Blue Print ENGAGEMENT KEYS
- 110. AVERAGE ENGAGEMENT GROWTH +257% Small & Medium Enterprise +361% Corporate & Government
- 113. Brought to you by….
- 117. Employee Engagement Awards Attendees Absolutely Free! Our gift to you today. You each have a flier with your UNIQUE CODE to access the Engage & Grow Video Book
- 118. Enter Your Code for FREE Access!
- 119. Video Course - Pre Launch Ends Today – 15th November 2018 Video Course - Official Launch Starts Tomorrow – 16th November 2018 Hard Book Launch 1st December 2018
- 121. HEAD OFFICE Nathalie Gevinti Kirrilee SunderlandRichard Maloney Global Partnership Manager Founder & CEO Global Operations Manager April Holdsworth Global Coach Support Manager nathalie@engageandgrow.com.au
- 123. IN ASSOCIATION WITH TIME FOR SOME COFFEE & TREATS
- 124. v THANK YOU TO OUR SUPPORTERS
- 125. IN ASSOCIATION WITH
- 128. Anyone have their own definition?
- 130. Breckon Jones, Director Reward & Global Health – AMEX "For me, employee engagement is all about people connecting their personal purpose with the purpose of their employer in a way that the individual can thrive through peak performance and the company can flourish economically and societally.”
- 131. Amanda Atkins, Internal Comms Director, Slack “Engagement is what motivates you to not just come to work every day, but to do your best work while you’re there. It’s believing in what the company is trying to achieve and knowing that you have a role in making it happen; it’s a cohesion with your colleagues that you are all in this together.”
- 132. David Zinger, The Employee Engagement Network “Employee engagement is all about the ABC’s of work: Achieve results. Build relationships. Cultivate wellbeing. I define it in 8 words: good work done well with others every day.”
- 133. THE POWER OF EMPLOYEE ENGAGEMENT
- 134. Established benefits of Great Employee Engagement • Higher Employee Satisfaction • Higher retention and lower turnover • Higher Productivity • Increased profitability • Less absenteeism • Increased employee loyalty • Increased Customer Experience (CX)
- 135. Copyright ©2017 Temkin Group. All rights reserved. Great CX starts with engaged employees Great Customer Experience Loyal Customers Strong Financial Results Engaged Employees
- 136. Copyright © 2014 Temkin Group. All rights reserved. CX Leaders have more engaged employees Base: 5,552 U.S. consumers employed in for-profit organizations Source: Employee Engagement Benchmark Study, 2017 CX worse than competitors CX significantly better than competitors CX leaders have 60% more engaged employees 49% 79%
- 137. Copyright © 2014 Temkin Group. All rights reserved. Engaged employees are valuable assets 3 times more likely to stay late at work if something needs to be done after the normal workday ends 3 times more likely to help someone they work with even if they don’t ask for your help 5 times more likely to make a recommendation about an improvement that can be made at the company 5 times more likely to do something good for the company even if it’s not expected of them Base: 5,552 U.S. consumers employed in for-profit organizations Source: Employee Engagement Benchmark Study, 2017
- 138. EE is THE business critical issue this year • 34% of the leaders see lack of available talent as biggest threat to plans • Keeping the talent you have is even more critical “An increasing focus by leaders on engaging and energizing employees to make them more productive, and to foster collaboration to unlock innovation. The ability to increase productivity by engaging employees produced the fifth highest confidence score at 26.4. It was also the second highest source of optimism. It shows that the traditional roles of internal communication and HR will need to adapt to these new challenges to unlock the true potential of employees”
- 139. The STATE is the biggest threat to plans • #1 threat to plans are government & legislative plans • Change in ANZ • GDPR & BREXIT in EMEA • North America is self explanatory
- 140. CASE STUDIES
- 142. Royal Bank of Scotland • Goal to be #1 for customer service in sector by 2020 • Tough recent history • 70,000 employee service 24 million customers around the globe • Good at focusing on CX but not on the EX? • What motivates our people? • How can we re-energise our people? • How can we individualise and personalise the Employee Experience?
- 143. Royal Bank of Scotland • Listening • 26,000 ideas • Focus Groups • Steering Groups • Data into 4 major themes that Employees can identify with • A fulfilling role • Fair play • Excellent Development • A good leader – equipping all managers • Technology • Workplace by Facebook – 25,000 members • User generated content
- 144. Royal Bank of Scotland • 77% percent now proud to work there • 70% world RBS as a place to work • 80% believed they had good managers • 90% felt they were fully using their skills at work • A collaborative approach is crucial • Collective feedback from multiple channels • Adapt to diverse groups and different needs • User generated content – Employee IP is very useful • Must keep listening • Continuous process
- 145. CISCO
- 146. Cisco – Engagement via Social • Key aim • Engaging a new generation, Gen Z, Graduates, • Potential recruits get unique insight to Cisco life via social • #WeAreCisco • Personal connections to new talent
- 147. Cisco – Engagement via Social • Employee Ambassadors • User generated content • Employee Ambassadors bringing on cultural fit • Found them on Snapchat • Risky but alleviated it by signing up to social media charter
- 148. Cisco – Engagement via Social Since May of 2016 - that’s 10 months at the time of this entry • 6.3M+ minutes of Snapchat viewed • 1.1M+ total Snap views • 700 average views per day • Snapchat story completion rate of between 65-70% • 64K+ total completions Went from 20 Snapchatters to over 70 as of this entry. We’ve had Snaps from the US, Canada, Ireland, UK, Israel, Dubai, Saudi Arabia, Mexico City, Bangalore and Russia.
- 149. Cisco – Engagement via Social “Does YOUR company trust you to be their voice??? Mine DOES!! This has been one of the best experiences I have had at Cisco and one that I think will be very rare among my peers at companies across the globe.” “My favorite thing I said today. HR wants me to use Snapchat.” Using the #WeAreCisco Employee SnapChat account has been an incredibly fun experience and is instrumental in understanding and connecting with fellow colleagues globally. I feel proud that Cisco allows us the opportunity to show off our playful side and why we #LoveWhereYouWork!”
- 151. Tata Consultancy Services - Social Impact • Bridging the skills shortage in Canada • 100,000 unfilled IT jobs in 2019 • How can they help upward mobility? • Support diverse candidates?
- 152. Tata Consultancy Services - Social Impact • Launched Go IT program in 2014 • TCS Employee volunteers to mentor students in specific skills • Went into Canadian schools – Grade 8 & 9 • Help upward mobility and drive skills across diverse groups • App Development, IT, Design, Entrepreneurship
- 153. Tata Consultancy Services - Social Impact • Impact though Empowerment • Positive impact on the community • Trained 18 teachers & engaged 400+ TCS volunteers as mentors • Engaged 2,000+ grade eight and nine students & nearly 1,000 of them female. • More than 40 percent of students wanting to choose more math and science courses as an entry to tech careers across sectors & increased to 70 percent • 3 positive business outcomes – top line, bottom line & reputation growth
- 154. BOEING
- 155. Boeing Satellite Systems – Employee IP • The Da Vinci Summit • Started as an in-house career development summit • Evolved into much more • Employee led innovation sessions • Facilitated by management • Leaders agreed to review best solutions • Outcome to make Boeing more competitive through its own Employee IP
- 156. Boeing Satellite Systems – Employee IP • Employees shared their ideas, sentiments and opinions within the larger Summit theme • Those ideas were documented in a live marketplace • Those ideas were bucketed into common themes and were voted on • The most popular ideas were selected for breakout sessions. • Employees had the opportunity to attend any/all concurrent breakout sessions and cultivate those ideas into structured quad charts. • The law of two feet applied to the breakout sessions, namely, if you find yourself in a situation where you are neither learning nor contributing, move somewhere where you can.
- 157. Boeing Satellite Systems – Employee IP • 207 unique Summit participants and there were 153 ideas generated, well surpassing the 100 idea goal. • • Contributed to a $20M reduction in satellite product cost. Furthermore, these ideas were part of the trade space for a proposed several-hundred million dollar organizational transformation across Boeing Satellite Systems. • • in 4 short years, has gone from an upstart idea conceived by one employee, to a cultural staple across a Fortune 20 company site.
- 158. TOP 3 PIECES OF ADVICE
- 159. Laura Brunt, Global Head, Leadership Engagement, SAB Miller • Find out from employees themselves what the key barriers / issues are • Find out how the customer experience is –low engagement and low customer satisfaction are closely correlated • Develop your engagement strategy but make sure leaders and managers are able to execute this – all too often this is the hardest part of the plan, but you won’t get results without it
- 160. Ruth Dance, MD - The Employee Engagement Alliance • Use employee voice – engagement should never be a HR or ‘Management’ initiative • Lead from the top – never underestimate the impact of a ‘leadership shadow’ in your organisation • Be tenacious – don’t give up • Make it fun! (Ok I cheated, that’s 4)
- 161. My advice • Listen • Keep a people focus but tie to business outcomes • Stay the course & don’t give up!
- 162. IN ASSOCIATION WITH
- 163. v JULIE FITZGERALD TALENT MANAGER, Z-ENERGY
- 164. |
- 165. | Start With Why Sounds familiar?
- 167. | “ Why VS Way ”
- 168. | Our Values Back people and help them grow Be straight up Be bold Share everything Have the passion
- 169. | Our Principles Freedom in a framework Be nimble Live neighbourhood Lead the way Outside in
- 171. | Where to focus? Boil the ocean vs Prioritise the areas that make the most sense given what your data is telling you and your organisational context Data and context
- 172. | Perform We require high standards of performance and personal accountability, so we expect people to deliver the results they commit to. Enjoy Life is too short to tough it out at work and we all know that you do your best when you are happy. Learn None of us knows it all so develop yourself and get into that cycle of do-learn-do and failing fast. Behave We have equally high standards for behaviours and leadership, and do not tolerate a results-at-any-cost approach or inconsistencies from our values.
- 173. | “ If Z is a good match for your head and your heart then join us on one heck of a journey”
- 174. IN ASSOCIATION WITH
- 176. IMPACT STUDY: SENTIS EMPLOYEE ENGAGEMENT JOURNEY © Sentis Pty Ltd. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. ANTHONY GIBBS, CEO
- 177. To change the lives of individuals and organisations for the better, every day. OUR MISSION 150,460 LIVES CHANGED
- 179. 19% 25% ENGAGED DISENGAGED HIGHLY ENGAGED DISENGAGED FEBRUARY 2016 THE BEGINNING 49%ENGAGEMENT 50%TURNOVER (ROLLING 12 MONTH AVERAGE) 4 YEARS
- 181. OUR VALUES REDEFINING S H O W W E CARE S E E K MASTERY OWN IT B R I N G O U r PASSION
- 182. OUR PLAN DEVELOPING
- 184. MAKE IT HAPPEN ENSURING WE REGULAR RECOGNITION TRANSPARENCY MEETING RHYTHMS LEADERSHIP & VISION
- 185. 28% 4% ENGAGED DISENGAGED HIGHLY ENGAGED ACTIVELY DISENGAGED SEPTEMBER 2018 TODAY 89%ENGAGEMENT
- 186. SEPTEMBER 2018 TODAY 50% [VALUE] 47% 45% 48% 52% 42% 42% 42% 35% 12% 15% 0% 10% 20% 30% 40% 50% 60% Rolling12MonthFigure Turnover Rates
- 187. SEPTEMBER 2018 TODAY
- 188. sentis.com.au© Sentis Pty Ltd. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. info@sentis.com.au | 1300 653 042 FAMILY CD, 2018
- 189. IN ASSOCIATION WITH
- 191. SYDNEY NOVEMBER 15, 2018 THE 2018 ANZ EMPLOYEE ENGAGEMENT CONFERENCE IN ASSOCIATION WITH
- 192. EMPLOYEE ENGAGEMENT AWARDS The Awards Welcome to the ceremony
- 193. v THANK YOU TO OUR SUPPORTERS
- 194. v MATT MANNERS CEO & FOUNDER, EMPLOYEE ENGAGEMENT AWARDS
- 195. EMPLOYEE ENGAGEMENT AWARDS 2018 Top Workplace – Company of the year
- 196. SPONSORED BY
- 197. FINALISTS
- 199. WINNER “Standout winner in 2018 – a story that shows the positive transformative impact on a business when its people are put at the heart of a business - congratulations” TOP WORKPLACE
- 200. IN ASSOCIATION WITH