ENGAGE2015: The Value of Purpose Driven Engagement - Cushing Anderson, IDC

ENGAGE2015: The Value of Purpose Driven Engagement - Cushing Anderson, IDC

GAGE2015: Cushing Anderson, Program Vice President of Project-Based Services at IDC, on developing your approach to employee communications and engagement.

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GuideSpark, Inc.

May 13, 2015
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Transcript

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    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 31 IBM, GE, Home Depot
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    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 32 Oracle Team USA, Autos, Airlines
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    The Imperative: Frequency and Size of Change 33 % 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
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    Another Challenge: Engagement keeps changing What is “engagement”? © IDC

    Visit us at IDC.com and follow us on Twitter: @IDC 34
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    Evolution of Engagement Evolution of Work Another Challenge: Engagement keeps

    changing © IDC Visit us at IDC.com and follow us on Twitter: @IDC 35 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
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    Authentic Engagement The Issues 36 © 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
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    Authentic Engagement The Formula © IDC Visit us at IDC.com

    and follow us on Twitter: @IDC 37 Culture of Purpose Culture of Engagement Purpose- Driven Engagement + =
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    Creating a Culture of Purpose © IDC Visit us at

    IDC.com and follow us on Twitter: @IDC 38 !  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
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    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 39 Identify purpose 1 Communicate it with conviction 2 Create awareness among employees 3
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    Creating a Culture of Engagement 40 © IDC Visit us

    at IDC.com and follow us on Twitter: @IDC Alignment Culture of Engagement Opportunity Involvement/ Contribution Empowerment
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    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 41 © 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
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    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. 42 © 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
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    Creating a Culture of Engagement Alignment 43 © IDC Visit

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

    at IDC.com and follow us on Twitter: @IDC 44 !  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
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    Creating Alignment Requires Communication 45 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
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    Creating Alignment Requires Communication 46 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)
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    Purpose Driven Engagement Creating © IDC Visit us at IDC.com

    and follow us on Twitter: @IDC 47 !  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
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    Communicating Changes 48 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
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    Purpose Driven Engagement Maintaining © IDC Visit us at IDC.com

    and follow us on Twitter: @IDC 49 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
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    Purpose Driven Engagement Maintaining – more complicated 50 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
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    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 51 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
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    Questions 52 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