The Future of Work: How to Leverage What We Know to Shape Where We Go

Keynote delivered to the Villanova Human Resources Development Program on 12/8/2015.

Transcript

1. The Future of Work: How to Leverage What We Know to Shape Where We Go @jbunky
2. I’m Jen Bunk. Associate Professor of Psychology at West Chester University Founder of Jen Bunk Ventures jenbunk.com Creator of People Stack Academy PeopleStackAcademy.com @jbunky
3. The people make the place” --Ben Schneider (1987)
6. Objective 
7. The changing nature of the performance review process 1 2 3
8. The changing nature of the performance review process 1 2 (Over-)Focusing on employee engagement 3
9. The changing nature of the performance review process 1 2 (Over-)Focusing on employee engagement 3 Hybrid training programs (mixing online with face-to-face)
10. The changing nature of the performance review process 1
11. Evaluation & Performance How do we define, measure, and maintain desired performance levels?
12. Evaluation & Performance How do we define, measure, and maintain desired performance levels? Ugh!
13. Evaluation & Performance How do we define, measure, and maintain desired performance levels? Awesome!
14. How is it changing?
15. How is it changing? ongoing dialogue
16. How is it changing? ongoing dialogue real-time feedback
17. How is it changing? ongoing dialogue real-time feedback setting realistic expectations
18. How is it changing? ongoing dialogue real-time feedback setting realistic expectations coaching
19. How is it changing? ongoing dialogue real-time feedback setting realistic expectations coaching rating on diverse dimensions
20. How is it changing? ongoing dialogue real-time feedback setting realistic expectations coaching rating on diverse dimensions ditching ratings (but not everyone)
21. How is it changing? Alignment w/ Organizational Goals and Values
22. (Over-)Focusing on employee engagement 2
23. Organizations with higher levels of employee engagement… • 27% higher profits • 50% higher sales • 50% higher customer loyalty • 38% above-average productivity Source: business.com
24. Engaged 30% Actively Disengaged 20% Disengaged 50% Gallup® State of American Workplace
25. Gallup® State of American Workplace • Work units in the top 25% of engagement scores have significantly higher productivity, profitability, and customer ratings and less turnover, absenteeism, and accidents
26. Gallup® State of American Workplace • Work units in the top 25% of engagement scores have significantly higher productivity, profitability, and customer ratings and less turnover, absenteeism, and accidents • Organizations with a greater ratio of engaged to actively disengaged employees experienced 147% higher earnings per share.
27. Gallup® State of American Manager
28. Gallup® State of American Manager • Managers account for 70% of employee engagement
29. Gallup® State of American Manager • Managers account for 70% of employee engagement • 35% of managers are engaged
30. Gallup® State of American Manager • Managers account for 70% of employee engagement • 35% of managers are engaged • Managers that are not engaged cost the U.S. economy $319-$398 Billion annually
31. Gallup® State of American Manager • Managers account for 70% of employee engagement • 35% of managers are engaged • Managers that are not engaged cost the U.S. economy $319-398 Billion annually • Employees with highly engaged managers are 59% more likely to be engaged
32. Gallup® State of American Manager • Managers account for 70% of employee engagement • 35% of managers are engaged • Managers that are not engaged cost the U.S. economy $319-398 Billion annually • Employees with highly engaged managers are 59% more likely to be engaged • Employees of female managers outscore employees of male managers on 11 out of 12 engagement items.
33. What is Employee Engagement?
34. “Engaged workers…willingly go the extra mile, work with passion, and feel a profound connection to their company.” -Gallup
35. “A positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.” -Schaufeli & Bakker
36. “Engagement is defined in terms of the same three dimensions of burnout…whereby energy turns into exhaustion, involvement turns into cynicism, and efficacy turns into ineffectiveness” -Maslach & Leiter
37. “Engaged employees are happy to keep working. But that doesn't always mean keeping them.” -Kieran Snyder (CEO of Textio)
38. “It's how we identify winners. It's about ownership and investment in the company's best interests…they are efficient, empowered, and inspired." -E.Y. Snowden (CEO of RBM Technologies)
39. “That sounds like ‘Give a shit-ness’ to me.” -Anonymous Tech Leader
40. The people make the place” --Ben Schneider (1987)
41. Hybrid training programs (mixing online with face-to-face) 3
42. Learn online!
43. • 25% training hours completed online • 16% self-paced online programs ATD, 2014
44. • 25% training hours completed online • 16% self-paced online programs • “slight uptick in the use of online offerings” ATD, 2014
45. • 3.7% increase in distance education students (all time low) Babson, 2014
46. • 3.7% increase in distance education students (all time low) • 70.8% of chief academic leaders report online learning is critical to long-term strategy (all time high) Babson, 2014
48. Hybrid
49. Objective 
50. THANK YOU! @jbunky PeopleStackAcademy.com