Journée Towers Watson à l intention des leaders RH

Transcription

1 Journée Towers Watson à l intention des leaders RH Vers un engagement durable (Towards Sustainable Engagement) par DAN P. MCCAULEY, Ph.D. Données, sondages et technologie / Sondages et perspectives d entreprises, Towers Watson, Chicago 2 MAI 2013 towerswatson.com

2 Our conversation today A little context and history Employees are struggling The evolution of employee surveys An innovative approach Sustainable Engagement Drivers Driving actions and results Creating sustainable high performance The engagement journey 2

3 Employees are struggling with the level and pace of change Source: 2012 Global Workforce Study Canada. 3

4 Evolution of employee opinion surveys Engagement Satisfaction Am I happy here? Commitment Do I intend to stay here? Am I rationally and emotionally connected and motivated to invest discretionary effort? 4

5 The classic engagement model Engagement has three dimensions: Rational Belief in and support for the goals and values of the company Emotional Sense of belonging, pride, attachment to the company Motivational Willingness to go the extra mile; intention to stay with the company 5

6 The link between engagement and business results Operating Margin Companies with low Engagement Companies with high Engagement Source: Towers Watson s Global Normative Database. 6

7 Peter Durand perfected the tin can as a preservation method in When was the can opener invented? A B C D Later that year

8 D

9 Evolution of employee opinion surveys Am I engaged, enabled and energized to deliver my best performance? Sustainable Engagement Engagement Satisfaction Am I happy here? Commitment Do I intend to stay here? Am I rationally and emotionally connected and motivated to invest discretionary effort? 9

10 Sustainable Engagement Traditionally Engaged Belief in company goals and objectives Emotional connection (pride, recommendation) Willingness to give extra effort to support success Enablement Freed from obstacles to succeed at work Have resources to perform well Can meet work challenges effectively Energy Can sustain energy needed at work Have social supports in work environment Have sense of enthusiasm and accomplishment at work Ensuring people are capable of doing their jobs well Ensuring people have capacity to perform at their best In a world where people are dispersed, sometimes isolated, working longer hours with fewer resources, engagement will not hold up over time without enablement and energy. 10

11 Sustainable Engagement pays dividends 3x operating margin High sustainable engagement companies operating margins are 3x higher than those with the lowest levels of engagement 6.5 fewer days Lower presenteeism: An average of 7.6 days lost per year for employees with high engagement vs days lost per year for the disengaged 41% lower retention risk Only 17% of employees with high engagement are high retention risks compared to 58% of disengaged employees 11

12 Four Sustainable Engagement groups Highly engaged 33% Highly engaged: Those who score high on all three aspects of sustainable engagement Unsupported 24% Unsupported: Those who are traditionally engaged, but lack enablement and/or energy Detached 17% De-energised: Those who feel enabled and/or energized, but lack a sense of traditional engagement Disengaged 26% Disengaged: Those who score low on all three aspects of sustainable engagement Source: 2012 Global Workforce Study Canada 12

13 Key Drivers of Attraction and Retention Attraction Drivers Retention Drivers Job security Base pay/salary Base pay/salary Career advancement opportunities Convenient work location Trust/confidence in senior leadership Career advancement opportunities Organization s reputation as good employer Relationship with supervisor/manager Manage/limit work-related stress Job security still valued by those looking for employment, while pay and career opportunities are important for retention. Source: Towers Watson 2012 Global Workforce Study 13

14 What drives Sustainable Engagement? 1 Leadership 2 Stress, balance and workload 3 Goals and objectives 4 Supervision 5 Image 14

15 1 The evolved and effective leader Builds trust because of trustworthiness Understands profitability and people Possesses diverse skills Listens and incorporates others ideas Grows the next generation 15

16 2 Manageable stress flexibility empowerment well-being workforce planning 16

17 3 Alignment of goals Communicate what and why Cascade messages and goals Connect programs 17

18 4 The redefined manager Enable and support your front-line 18

19 5 Strong corporate image Reflect mission, vision, values in EVP Review and communicate code of conduct Leverage CSR Make performance about what and how 19

20 High-performing companies don t just ask they act 74 Percent Responding Favourably I think leaders will act on problems identified in this survey Average-performing companies Financially high-performing companies (those with ROIC or net profit above respective industry average) Source: Towers Watson s Global Normative Database. 20

21 Engagement surveys are one aspect of a larger engagement strategy Senior Leadership Demonstrate visible commitment; communicate plans and progress; set expectations/accountability among leadership Engagement Survey Measure the right things to understand engagement drivers Insights to Action Excellence Effective communication and action planning processes that deliver results Core Business Processes Enable employees through improvements to business processes, systems and tools Manager Capability Define expectations and equip managers with practical techniques for how to lead their teams Peer to Peer Connections Encourage engagement through team interactions and accountability HR Programs & Processes Ensure desired behaviours are reinforced through people programs (rewards, talent, etc.) Culture of Engagement Change Management Align leaders, involve employees, fuel engagement dialogue, measure effectiveness and sustain momentum over time 21

22 The engagement journey Get the Basics Right Improve engagement survey design Deliver and administer survey smoothly Increase survey participation Provide engagement education and action planning tools for HR Identify priorities for the future based on survey results Secure executive sponsorship Align and manage stakeholders Maximize participation with a tactical communication strategy Coordinate cascade of results Build Momentum Adjust survey to address lessons learned Dive deeper into survey results with more sophisticated analysis Reach a common understanding of survey results and insights Engage leaders to be champions Engage key stakeholders Share a consistent story and messages around the results Train leaders, managers and HR to interpret and share results Establish a basic governance structure to establish accountability for action and results Drive for Performance Link survey design and strategic business priorities Streamline process for ongoing survey content review Achieve high employee participation Utilize an engagement brand Create a framework and process for action-planning and change management Establish a governance model for rollout and for results execution Track and measure progress against identified priorities Reinforce new behaviours through talent management processes Change management needs will expand as the organization s engagement goals evolve over time. 22

23 Des questions? Dan P. McCauley, Ph.D. Data Surveys and Technology / Organizational Surveys and Insights, Towers Watson, Chicago dan.mccauley@towerswatson.com towerswatson.com Droit d auteur Towers Watson, Tous droits réservés.