Engaging your Employees through a Compelling Organizational Vision

ENGAGE YOUR ORGANIZATION
THROUGH YOUR
ORGANIZATION’S VISION
Monthly Webinar Series
November 26, 2015

Copyright©2015, Talent Map. All rights reserved.
Webinar Agenda 2
Item Time (min) Who
Welcome/Introduction of today's
topics
5 Mark
What is a ‘vision’
How it links to engagement
Steps you can take
5-10
5-10
5-10
Sean
Q&A and wrap up 5-10 Mark
Sean Fitzpatrick
CEO
Agenda
Mark Jodoin
VP Marketing

TalentMap By The Numbers
• 15+ years in business
• 1,000+ engagement survey projects
• Hundreds of engagement survey projects annually
• 1 million+ employees surveyed annually
• Benchmarks by size, industry, geography and others
• Products include standard and custom
• Services include action planning
• Only 1 Focus
3

TalentMap: Survey Technology + Expert Advice
4

Some Of Our Associations / Partnerships
5

Sample Clients & Benchmark
6
Professional Services Public Sector Healthcare Sector Private Sector Clients
Association / Not-for-Profit Sector

Vision: Why Bother?
• A good vision, mission, values and goals is capable of guiding
your everyday steps to achieving a great workplace – your
ultimate “Coach”. At worst they create huge obstacles to success
because they are confused, uninspiring and lacking in clarity –
together they then become the Coach you need to fire ASAP.
Benefits of a good Vision
• Speed up our decision making,
• Know where to focus resources,
• Be more efficient and
• Ensure every action builds towards the future your designed.
8

Definitions – Vision, Mission…
Vision: A short, inspiring statement of where you’d like to get to. It provides a
unified direction for everyone in an organization and is a continual source of
inspiration.
Mission: How you intend to get there by being the best at what you do. Your
Mission is like an over-arching stretch goal that you aim to achieve over time
which utilizes your organizational strengths.
Values: Guiding principles which affect how will behave every day on the way to
fulfilling your mission. Usually 4-6 values or statements
Goals: Key benchmarks for achieving your mission (must include quantifiable
targets). Usually next 3-5 years. Then broken up in to sub goals.
Just to clarify, some people use these definitions: “Vision” = “Purpose” and also
“Mission = Purpose”; “Values = Guiding principles” and “Goals” = “Objectives or
targets.”
9

A Company Vision Should Be:
• Massively inspiring
• Overarching
• Long-term
• Driven by and evokes passion
• Fundamental statement of the organization’s
• Values
• Aspiration
• Goals
10

Examples of Good Vision Statements
• Walt Disney: To make people happy
• Nike: To experience the emotion of competition, winning and
crushing competitors
• Les Mills International: Life-changing fitness experiences every
time, everywhere
11

Vison, Mission… Drive Business Value
12
VISION + MISSION + VALUES + GOALS = THE ULTIMATE COACH TO
ACHIEVE A GREAT WORKPLACE
Miller and Cardinal’s (1994) meta-analysis found that strategic planning
affects firm growth and profitability. In particular, they found that:
• Planning  performance link true for formal and informal planning.
• Planning  performance link even stronger in turbulent environments.
• Firm size unrelated to effectiveness of planning.

Where/How/Why Is Vision Important To
Engagement
13

Dan Pink
14
RSA Animation of Pink’s Book https://youtu.be/u6XAPnuFjJc

Today’s Agenda 15
23% to 67% expect meaningful work

Sense of Purpose
• Millennials think
the best
leaders possess
an overarching
"sense of
purpose,“
-Deloitte 2015
Study.
16

What Is Employee Engagement?
17
Employee engagement is a strong emotional and intellectual connection that an
employee has for their job, coworkers, manager and organization, that, in turn,
influences them to apply additional discretionary effort to their work.
Head Heart Hands
Logical
Career & Financial
Goals Achieved
Emotional
Values Align with Peers,
Manager and Leadership
Behavioural
Ambassador, Initiative,
Persistence,

Engagement Index and Items
18
+/- Previous
Period
2013*
+/- TM
Benchmark
-3 -5
-2 -5
-11 -10
-4 -3
+1 -16
-3 -2
-1 +5
9
5
10
13
14
8
4
20
16
23
18
30
16
18
71
79
66
70
55
76
78
0% 20% 40% 60% 80% 100%
Overall Engagement
I am proud to tell others I work for my
organization.
I am optimistic about the future of my
organization.
My organization inspires me to do my
best work.
I would recommend my organization to
a friend as a great place to work.
My job provides me with a sense of
personal accomplishment.
I can see a clear link between my work
and my organization's long-term
objectives.
Unfavourable Neutral Favourable

Survey Questions - Vision
19

Sample Employee Comments on Vision
Articulate and Communicate a Clear and Compelling Vision
“I can't say that leaders of the organization have painted a picture of the future of
our agency. Most of their actions seem to be reactive to issues/funding changes
that come up. It doesn't seem like there's a proactive approach to planning the
future of the organization from my perspective.”
Decisiveness on Clear Priorities
“Improve priority setting, as it seems everything is a priority.”

TalentMap High Engagement Work Practices
21

Connecting the Dots
22
Employee
Engagement
Employee
Productivity
Employee
Retention
Discretionary
Effort
Customer
Value
Customer
Satisfaction
Revenue
Growth
Profitability

Identifying the Drivers of Engagement
The Y axis
represents
engagement -
score low to high
The X axis represents
one of the 12 survey
dimensions score low
to high
Each dot
represents one
respondent

Importance to Engagement Vs. Delta to Benchmark
24
Work Environment
Performance
Feedback
Professional
Growth
Work/Life Balance
Information and
Communication
Teamwork
Innovation
Client Focus
Immediate
Supervisor
Organizational
Leadership
Organizational
Vision
Strong Engagement
Driver
Weak
Engagement
Driver
Worse Than
Benchmark
Better Than
Benchmark

Engagement Driver Analysis
25
#2 ORGANIZATIONAL
VISION
#1 PROFESSIONAL
GROWTH
#3 SENIOR LEADERSHIP
Employee
Engagement
Hypothesized Drivers
COMPENSATION
WORK ENVIRONMENT
PERFORMANCE FEEDBACK
PROFESSIONAL GROWTH
WORK/LIFE BALANCE
INFORMATION & COMMUNICATION
TEAMWORK
INNOVATION
CUSTOMER FOCUS
IMMEDIATE MANAGEMENT
SENIOR LEADERSHIP
ORGANIZATIONAL VISION
Statistical
Analysis

Drivers of Engagement From Overall Benchmark
Professional Growth 19.1%
Organizational Vision 12.6%
Senior Leadership 10.5%
Innovation 8.8%
Teamwork 8.6%
Immediate Management 7.9%
Compensation 7.4%
Customer Focus 6.3%
Work Environment 5.7%
Performance Feedback 5.1%
Information & Communication 4.2%
Work/Life Balance 3.8%
Source: TalentMap’s Benchmark -
based on over 1,000,000 employee
response across 500+ organizations

Ways to Improve Organizational Vision
27

What Goes Wrong? The Pitfalls
• Benign neglect: management doesn’t understand employees’
need to be a part of the vision
• Impatience: an inclusive approach to vision-building can be
costly and time-consuming
• Communication: the Vision stays on the top-floor – it’s not
communicated well
• Alignment: strategies and processes aren’t aligned – so the
vision becomes meaningless (in the employees’ eyes)
28

Start from the Bottom-Up
• Inclusiveness and Involvement is
Key!
• Already have a vision? Put it out for
comment
• Still Crafting or Evolving your
Vision? Seek input
• Potential Methods:
• On-line forums
• Townhalls (live or virtual)
• Lunch/coffee chats
• Any way you can start (and record) the
conversation
• Expect it to be agenda-driven, not
necessarily with the high-level view.
29
Photos taken from TalentMap
Visioning Workshops

Visioning and Business Planning Workshop
• 1-Day workshop which is
the culmination of the
consultation phase
• 3 Phases:
1. Visioning Phase
2. Goal and Objective Setting
3. Action Planning
30

Important Elements of an Engaging Vision
• Audacious
• Capitalizes on competencies
• Futurecasting
• Inspiring
• Motivating
• Purpose-driven:
“Your vision gives employees a larger sense of purpose, so they see themselves
as building a cathedral instead of laying stones.”*
31

Futurecasting: Thinking “Back from the Future”
• People generally have difficulty with projecting into the
future.
• So, get them to think in the past:
• “It’s 2017, think back on what your organization has
achieved in the previous three years”
32

Don’t Try and Wordsmith in a Group
• Wordsmithing a vision
statement in a group is time-
consuming and frustrating
33

Express the Vision in Themes – in the Future State
• In 2016, we believe DENVER* will:
• Be recognized as:
• The Hub for Energy & Innovation
• A model for advocacy and
relationship building, administrative
efficiency and service delivery
• Have succeeded in changing
policies and reducing
protectionism, particularly in
agriculture
34
• Have the highest client and stakeholder satisfaction among US
posts; and,
• Be the “Go To” post and central gateway

Goal Setting and Action Planning
• Visioning is about dreaming. But, we also need to bring it
down to earth.
• The remainder of the workshop should be to:
• Identify goals and targets around key themes – always looping
back to vision
• Develop action items and concrete plans to achieve
35

Communicating and Living the Vision
• Including/involving employees in your vision is only Step 1
• Must- communicate it widely: Reports, Presentations, Townhalls, Back of
business card, wallet cards, Posters/Frames, Strategy Maps, Videos, Podcasts,
Stories
36
Illustration by Bob Mack, Urban Design Systems
Graphic Recorder at a recent TalentMap Visioning Workshop

TalentMap’s Mission
TalentMap’s mission is to educate managers so that they
Ask the ‘right’ questions, Analyze and understand data
‘correctly’ and Act on their results.
37
• Slides and recording will be available on our website next
week

Upcoming Talentmap Learning Sessions
Event Format Topic Date
OMHRA (Ontario
Municipal Human
Resources Association)
King City, ON
Conference The Future Of Workplace Harassment
And Mental Distress Claims and How
To Deal With Them
November 27
Conference Board of
Canada
Conference Corporate Culture 2015: Aligning
Culture and Strategy to Deliver Results
December 10-11,
2015
TalentMap Monthly
Webinar Series
Live Webinar Turning Performance Feedback into
Positive Employee Engagement
January 28, 2016
Conference Board of
Canada
Conference Public Sector HR 2016
Ottawa
February 23-24,
2016
TalentMap Monthly
Webinar Series
Live Webinar Work-life Balance and its Impact on
Culture: Confessions of a Reformed
Workaholic
February 25, 2016

39
Mark Jodoin
VP Marketing
mjodoin@talentmap.com
1-888-641-1113
Sean Fitzpatrick
CEO
sfitzpatrick@talentmap.com
1-888-641-1113, x500
THANK YOU!
QUESTIONS AND DISCUSSION

• A key driver analysis is a advance statistical technique used to
examine the relationships between different survey topics (or
variables).
• A key driver analysis helps survey researchers find answers to
questions
• What drives my employees to be engaged?
• What would cause them to leave the organizations?
• What contributes to an employees propensity to value compensation over work-
life balance?
• Which employee group is most engagement with their work and our organization?
• A Key Driver Analysis Explain and it can answer “What if?”
What is a Key Driver Analysis

Engaging your Employees through a Compelling Organizational Vision

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