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.
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
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
us at IDC.com and follow us on Twitter: @IDC Obvious Contribution Alignment Specific Contribution Meaningful Contribution Organization Process Function Role
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
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
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
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
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