The Culture and Engagement Advantage

Transcription

1 The Culture and Engagement Advantage A presentation to the UTSC Leader2Leader Conference: Big Ideas Presented by: Date: Kathy Parker April 29, 2016

2 Our session will Make the connection between having the right culture, engaged staff, and better business results Share ideas on building the culture that s right for your organization and driving engagement 2

3 A tale of culture and engagement: meet Janine She s a customer service representative at a retail flower company. The company is trying to create a more customer-focused culture to improve customer satisfaction and increase revenues. Janine is a long-time employee who likes her job, and is a top performer. Recently, she identified an opportunity to improve the company s ordering process. Once implemented, the new process had a number of benefits: increased accuracy of orders, reduced production time, and improved customer experience. 3

4 Why focus on culture? It s more than just a soft concept! Everyone shares a common goal to make the best products for the consumer, and it shows in most conversations you have. - Apple Software Engineering Manager I love how the 10 core values drive the company to always be better. - twitter Software Engineer Culture refers to the core values, beliefs, assumptions and behaviours that are shared and lived everyday by leaders and staff in the company. 4

5 Culture can be a competitive advantage; getting it right is key! We learned early on that in order to make a great beer, we had to first develop an industry-leading culture. Creating a workplace where staff are respected and encouraged to contribute results; employees who get up in the morning (are) motivated to make a difference each day. If we can accomplish this, then we are guaranteed to have a better quality product and an enhanced customer experience. - Greg Taylor, co- Founder, Steam Whistle Brewing, Globe & Mail, April 25 5

6 Getting culture right: start with the right behaviours Getting the culture right starts with defining the behaviours that align with your organization s purpose and goals e.g., improving customer experience, increasing quality Courageous Collaborative Customer- Centred Innovative Risk- Intelligent 6

7 Culture IS about the way things get done around here! The right culture for your business is: - Unique to your business - Driven by and led by your leaders - Aligned with your business goals - Activated by the right processes, tools and structures - Sustained through behaviors - Scalable 7

8 An engaged employee is more than just committed to your goals An engaged employee is more than just committed to your business and the company s overall goals They are willing to give you extra or discretionary effort. 8

9 What engagement can look like Gallup talks about three measures of engagement. Think about what these mean for your organization. 1. Actively Engaged 2. Not Engaged 3. Actively Dis-Engaged 100% committed to your company/ your goals They ve checked out lost their passion Serious potential to undermine your company 9

10 Empowered employees: the secret ingredient for engagement at McDonalds Understand the power of employee knowledge. Staff have a deep and direct understanding of your brand, its products and customer tastes. Executing a province-wide competition such as the challenge (i.e.,the secret menu challenge) creates an opportunity to collectively engage, recognize and celebrate your employees, while showcasing their skills and talent. - Victor Rocca, Vice President, McDonald s Ontario Region, Globe & Mail, Feb 26 10

11 Building engagement in your team: translating intentions into action With the right culture and focused actions, higher engagement is readily achievable. Better engagement starts with Selecting the right leaders Selecting the right people Connecting employees to purpose/ goals Focusing on employee strengths Empowering people to deliver on goals 11

12 The new formula: the culture/ engagement equation 12

13 The cost of NOT getting the culture/ engagement equation right is clear Only 16% of employees are actively engaged About 70% of employees are not engaged and 14% are actively disengaged Glassdoor data shows that the average employee gives their company a C+ (3.1 out of 5) 95% of potential hires believe that culture is more important than compensation The Talent Board found that 41% of all candidates search for information about a company culture before they apply. 13

14 The gap in results between those who focus on culture and engagement and those who don t, is significant! 33% 50% 41% Increased Profitability Increased Productivity Decreased Defects (Quality) 37% 65% 65% Decreased Absenteeism Decreased Safety Incidents Decreased Turnover 14

15 Here s what companies that do it well are saying and doing Our approach has already started to yield new levels of engagement and energy among our teams, who are emboldened to create better experiences that foster loyalty among our colleagues and the guests we serve. - Hyatt Hotels & Resorts We strive to maintain the open culture often associated with startups, in which everyone is a handson contributor and feels comfortable sharing ideas and opinions. - Google 15

16 Getting the equation right: here s what you can do Be deliberate about culture and engagement Make it clear - get the behaviours right Treat it as part of your business strategy Start with strengths Avoid slogans/ campaigns Build around what you do every day Walk the talk Measure/ recognize/ reward 16

17 Thank you. Kathy Parker Partner MNP LLP Questions? 17