• Moving beyond measurements: making employee input the engine behind organisational growth and success • Understanding your employees: benefits to utilising engagement data in attraction and retention, and in wider business contexts • Transforming data into insights: where most organisations fail in making real use of employee input in driving performance Masoud Golshani-Shirazi, Vice President HR, Aujan Coca-Cola

1. Masoud Golshani-Shirazi
Vice President Human Resources
Aujan Coca-Cola Beverages Company

2. BEYOND THE
SURVEYS:
Evolution of
Employee
Engagement

4. Engagement = Commit / Risk / Costs
To a
Cause
To a set of
rules or
system
I got
nothing on
this one
To an Action
/ Direction
To a
Person To a
Team

5. Do we really need to discuss the
relationship between Engagement &
Results?

6. Good people who are Engaged are GREAT for our business !!
Mean of responses from 410 Corporate Officers
“How much more does an engaged high performer
generate annually than an average performer?
Increased productivity in
operational roles
Increased profit in
general management
roles
Increased revenues in
sales roles
Source: McKinsey’s War for Talent 2000 survey of 410
corporate officers at 35 large US companies
40%
49%
67%

7. High Engagement only
When High Engagement Is Matched By
High Enablement Exceptional Results Follow
Source: Based on linkage case studies using Hay Group’s global normative database
High Engagement
+ High Enablement
50%50%
-54%-54%
89%89%
x4.5x4.5
10%10%
-40%-40%
71%71%
x2.5x2.5
Employee performance
Increase in employees above performance expectations
Employee performance
Increase in employees above performance expectations
Employee retention
Reduction in turnover rates
Employee retention
Reduction in turnover rates
Customer satisfaction
Customer satisfaction rates
Customer satisfaction
Customer satisfaction rates
Financial success
Revenue Growth
Financial success
Revenue Growth
Business ResultsBusiness Results

8. SAY they are Engagement
want to STAY and STRIVE
People Strategy
Acquire right People Development our People
X

9. How engaged can a person be?

10. Increasing operational challenges
War, Unrest,
Arab Spring etc
New
Regulations
New
Technology
Uncertain
Brand &
Sector
boundaries
Instability of Key
institutions
(e.g. Financial)
Globalization
of Economies
& Markets
Engaged Team is the differentiator
Currency
Instability
Changes in
Demography
E.g. Generation
Y & Z
Social
Media &
Telecom

11. The Survey

12. What questions does the Survey raise?
Can you compare
different Ethnic groups?
Is every year or other year
the right approach?
How much is about
expectation management?
More Engagement V
more Enablement
Does forcing the
action plan work?
If increase trust in
confidentiality allows for
more honesty and then
lower results?

13. What I have learnt about doing the
Survey so far
One Pulse for whole
organization
Sincerity Vs.
Tokenism
Act of Engagement
Share Reality &
Dependences Ownership

14. Who do you want to travel with in
parts of your life journey?