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ENGAGE Roadshow: Forging an Authentic Connection: The Value of 'Purpose-Driven Engagement'

ENGAGE Roadshow: Forging an Authentic Connection: The Value of 'Purpose-Driven Engagement'

Cushing Anderson, Program Vice President for IDC present "Forging an Authentic Connection: The Value of 'Purpose-Driven Engagement'" at GuideSpark's ENGAGE Roadshow Boston event 11/5/2015

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GuideSpark, Inc.

November 05, 2015
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  1. Strategic  &  Purpose-­‐Driven  Employee  Communications November  5,  2015

  2. Purpose-­‐Driven  Employee   Communications  &  Engagement Cushing  Anderson Program  Vice

     President IDC
  3. Forging  an  Authentic  Connection: The  value  of  “Purpose-­Driven  Engagement” Cushing

     Anderson Program  VP
  4. Forging  an  Authentic  Connection:   The  value  of  “Purpose-­Driven  Engagement”

    § Business  and  social  trends  are  converging: • Business  imperatives § corporate  social  responsibility  and   § economic  buying  decisions  that  consider  “social  impact”  or  “sustainability” • Employees   § increasingly  expressing  a  desire  to  do  meaningful  work  at  firms  that  are   socially  responsible § Opportunity  to  connect  business’s  strategy  and  employees.   • Progressive  organizations  can  dramatically  increase  both  employee   productivity  and  corporate  success  at  the  intersection  of  these  two   trends.   § “Purpose-­driven  engagement”:    a  reinforcing  bond  between  an   enterprise’s  strategy  and  its  workforce  an  aligned,  productive  and   innovative  organization. ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 10 IBM,  GE,   Home   Depot
  5. Examples? The  Imperative: § The  case  for  change,  the  impact

     on   employees § Successful  companies  make  frequent   changes  – to  products,  target  clients,   processes,  and  organization.   § Allows  the  enterprise  to  iterate   rapidly,  learn  what  works,  and  quickly   adjust  to  changing  market  conditions.     ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 11 Oracle  Team  USA,   Autos,  Airlines
  6. The  Imperative: Frequency  and  Size  of  Change 12 %  Sales

     Growth %  Growth  of  Fastest-­growing   products %  Employee  productivity   increase %  Profit  Margin %  Revenue  from  new  products Employee  Retention Small Big Frequent 24 21 Infrequent 20 17 Small Big Frequent 27 24 Infrequent 26 24 Small Big Frequent 22 16 Infrequent 17 15 Small Big Frequent 30 23 Infrequent 25 20 Small Big Frequent 25 20 Infrequent 19 16 Small Big Frequent 66 58 Infrequent 71 81 Source:  IDC  Thought  Leadership  Practice  Survey,  December,  2014,  n=  varies  by  question  from  1067  to   528 %  change   is  cumulative   change   over   prior  3  years;;   Retention   rate   is  cumulative   retention   rate   over   prior  3  years ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC
  7. Another  Challenge:   Engagement  keeps  changing What  is  “engagement”? ©

     IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 13
  8. Evolution  of   Engagement Evolution  of Work Another  Challenge:  

    Engagement  keeps  changing ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 14 Evolution  of  Work  and  Employee  Engagement 1920s 1950s 1970s 1990s 2000s 2010s Age  of   Manufacturing {Ford}   Age  of   Distribution {IBM} Age  of   Information {Microsoft} Age  of   Experience {Apple} Employee   Morale Loyalty  to  reduce   turnover Reduce  stress to  reduce   turnover Incorporate  “non-­ traditional”   work   schedules Engage  “Preferred  self”  to   activate  full   performance Provide  developmental   opportunities Mentally  and     emotionally   invested   in  their  work  to   increase  performance
  9. Authentic  Engagement The  Issues 15 ©  IDC      Visit

     us   at  IDC.com   and   follow   us   on   Twitter:  @IDC § Core  values  are  not  commonly   understood -­ nor  are  they  “core”  to  the   employee § Accountability  and  transparency:   Employees  want  to  see  management   setting  the  tone  by  aligning  values  with   actions.   § Workforce  mobility  +  Severe  skills  gaps § But  engagement  does  not  come  from  a  “fun”   work  environment.   Success  is  a  product  of  purpose   Not Google  Effect
  10. Authentic  Engagement The  Formula ©  IDC      Visit  us

      at  IDC.com   and   follow   us   on   Twitter:  @IDC 16 Culture  of   Purpose Culture  of   Engagemen t Purpose-­ Driven   Engagemen t + =
  11. Examples? Creating  a  Culture  of  Purpose ©  IDC    

     Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 17 § Organizations  must   define  a  purpose  that   operates  on  several   levels • STRATEGIC  &  TACTICAL:   descriptive  (what  we  do)   • MISSION:  aspirational   (what  we  want  to  do) • PURPOSE:  inspirational   (why  we  do  it) What  we   do   Culture   of   Purpose Why  we   do  it What  we   want  to   do CVS  Health
  12. What  we   do   Culture   of   Purpose

    Why  we   do  it What  we   want  to   do Creating  a  Culture  of  Purpose 3  Steps ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 18 Identify  purpose 1 Communicate  it  with   conviction 2 Create  awareness   among  employees   3
  13. Creating  a  Culture  of  Engagement 19 ©  IDC    

     Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC Alignment Culture  of   Engagement Opportunity Involvement/ Contribution Empowerment
  14. Creating  a  Culture  of  Engagement 4  Steps 1. Cultivate  a

     culture  of  contribution  and   collaboration 2. Develop  structures,  processes  and  incentives   that  support  both  purpose,  and  employee   embodiment  of  the  purpose   3. Embed  purpose  in  every   aspect  of  the  business 4. Communicate  strategic   intent  and  operational  alignment   continuously   20 ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC Alignment Culture  of   Engagement Opportunity Involvement/ Contribution Empowerment 1 2 3 4 P&G  Pampers
  15. How  do  you  create  “Opportunities”  for  your   employees? Creating

     a  Culture  of  Engagement Opportunity § Delegate –Delegate  tasks,  accountability  and  responsibility.  This  promotes   the  development  of  management  and  leadership  skills  at  every  level.   § Embrace  Change  –Allow  latitude  for  employees  to  make  reasonable   mistakes  in  pursuit  of  improvement  and  innovation  without  fear  of   punishment.  Management  must  help  employees  and  teams  move  past   failures  towards  future  success.   § Promote  Internally  First  – Engagement,   performance  and  success  must  be  rewarded   with  appropriate  opportunities.   § Train – Opportunity  often  requires  a   change  in  skills.  Training  can  support  either   professional  or  personal  developmental  needs. 21 ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC Adapted  from  http://www.hamistergroup.com/index.php/insights/entries/creating-­a-­culture-­of-­opportunity Alignment Culture  of   Engagement Opportunity Involvement/ Contribution Empowerment
  16. Creating  a  Culture  of  Engagement Alignment 22 ©  IDC  

       Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC Obvious Contribution Alignment Specific   Contribution Meaningful   Contribution Organization Process Function Role
  17. Creating  a  Culture  of  Engagement Alignment ©  IDC    

     Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC 23 § Alignment  makes  goals  more   tangible  and  meaningful  to   employees.   § This  helps  management  remain   visible  and  accountable Obvious Contribution Alignment Specific   Contribution Meaningful   Contribution Organization Process Function Role NASA,   Virgin  Group
  18. Creating  Alignment Requires  Communication 24 When  ideas  are  communicated  effectively,

     people   follow  and  change.   — Nancy  Duarte,  Writer You  can  have  brilliant  ideas,  but  if  you  can't  get  them   across,  your  ideas  won't  get  you  anywhere. — Lee  Iacocca,  American  Businessman ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC
  19. Creating  Alignment Requires  Communication 25 Complete Concise Considerate Concrete §

    Solves  a  problem § All  the  information  needed § Doesn’t  need  to  be  “short” § But  must  be  on  point § Relevant § Contextual  to  needs  of  receiver § Specific § Timely Continuous* Consistent* What’s  Missing? ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC Source:  Scott  M.  Cutlip Effective  Public  Relations  (1953) *Me  (just  now)
  20. Purpose  Driven  Engagement Creating ©  IDC      Visit  us

      at  IDC.com   and   follow   us   on   Twitter:  @IDC 26 § Identify  purpose § Communicate  with  conviction § Create  employee  awareness § Cultivate  contribution  and  collaboration § Support  employee  self-­fulfillment  in  pursuit  of  purpose   § Embed  purpose  everywhere § Communicate  strategic  intent  and  operational  alignment  continuously   § Reinforce  the  relationship  of  every  role  to  purpose  of  organization § Develop  the  skills  needed  to  be  successful  in  every  employee Key  steps  in  to  creating  purpose  driven  engagement: Create  Purpose Create  Engagement Create  Alignment  &  Opportunity
  21. Communicating  Changes 27 Purpose  Driven  Engagement  Maintaining ©  IDC  

       Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC § Communication  relating  to  changes  often  requires  more   volume,  through  more  channels,  than  enterprises  plan  for.   Push  Strategy Push  &  Pull Pull  Strategy
  22. Purpose  Driven  Engagement  Maintaining ©  IDC      Visit  us

      at  IDC.com   and   follow   us   on   Twitter:  @IDC 28 Communicating  Changes Push  Strategy Push  &  Pull Pull  Strategy Regular  newsletters,   posters,  daily  or   weekly  briefings "Blanket  Coverage   means  even  the  most   disengaged   employees  will  get  the   message." Regular,  official   communication  from   the  top Informed  and   responsive  middle   management  or   centralized  change   team Answering  ad  hoc   questions  and   concerns  as  they   arise FAQ  sites,  keeping   middle  managers   informed  to  act  as   information  conduits   for  their  teams "If    employees  want   information  they  will   seek  it  out." US  Navy
  23. Purpose  Driven  Engagement  Maintaining  – more   complicated 29 Push

    Learning Peer   Learning Personal Learning Provide Promote Pull       Learning Courses Personal   Forces Personal   Choices Resources Goal:   Performance Learner  Commitment Business  Value Source:  Adapted  from    Jane  Hart,   c4lpt.co.uk Organizational   Purpose
  24. Essential  Guidance § The  rate  of  change  is  accelerating  and

      will  impact  your  employees  and  your   performance § Authentic  engagement  with  the   enterprise  mission  can  create an  aligned,  productive  and   innovative  workforce 30 To  improve  is  to  change;;   to  be  perfect  is  to  change  often. — Winston  Churchill ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC
  25. Questions 31 For  more  information  on  the  IT  Education  and

     Certification  program  and   published  research  please  visit:   http://www.idc.com/getdoc.jsp?containerId=IDC_P41 Cushing  Anderson Program  VP Canderson@idc.com 508-­988-­6713 Or  follow: @CushingAnderson @IDCwwservices @IDC ©  IDC      Visit  us   at  IDC.com   and   follow   us   on   Twitter:  @IDC
  26. Thank  You