EMOTIONAL ATTACHMENT TO THE WORKPLACE

People for People 2012

WORKPLACE AND THE COMMUNITY

A survey of 3,841 residents of a major Canadian metropolitan city conducted in the spring of 2012 found: 1/3 of respondents found it hard to make new

friends Only 35% of respondents have at least one close

friend living in their neighborhood 35% of respondents have no close friends

outside their ethnic group Of the barriers cited to seeing one’s close friends

more often – work, school, family obligations

COMMUNITY (ISOLATION)

50% of respondents who have lived in Canada for 5 or fewer years say it is

hard to make friends…

44% > than 5 yrs agree

OUR SENSE OF COMMUNITY CONT’D

Isolation 25% of respondents say that “[they] find [them]self

alone more often than [they] would like to be.” Climbs to 41% of people living in apartments; (22% of

respondents neither agree or disagree)

In the past 12 months, have you had any of your neighbours over for dinner, BBQ or some other get-together? No – 73% (72% No to being invited)

OUR SENSE OF COMMUNITYCONT’D

Obstacles to getting to know others 32% - Little interest - INDIFFERENCE

PURPOSE OF COMMUNITY 33% of respondents DISAGREE with the

statement:“If there were problems in my neighbourhood, it would be hard to get people to work together to solve them”

52% think people in their neighbourhood trust one another.

What does this mean for the workplace?

Can employees care about issues in their workplace if their interest in “community” stops at their front yard (or common area)?

WHAT IS ENGAGEMENT?

The amount of discretionary effort committed to achieving work goals

Traditional Engagement – belief in and connection to

Enablement – no roadblocks, availability of resources

Energy – supportive social environment, feelings of enthusiasm

ENGAGEMENT The first is the level of engagement

employees have with their career or profession, and the other is the engagement employees feel toward their employing organisation.

10

Opportunities to learn and growProgress in last six monthsBest friendCoworkers committed to qualityMission/Purpose of companyMy opinions countEncourages developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do best every dayMaterials and equipmentI know what is expected of me at work

ELEMENTS OF ENGAGEMENT

ENGAGEMENT AND BUSINESS PERFORMANCE

Turnover

Absenteeism ShrinkageSafety

Incidents

Customer Productivity Profitability

High- Turnover

Orgs.

Low- Turnover

Orgs.

Bottom-Line Reduction Top-Line Growth

*Difference between engaged and actively disengaged employees in unexcused absences

*

% difference of top quartile

from bottom quartile

Turnover

Absenteeism ShrinkageSafety

Incidents

Customer Productivity Profitability

High- Turnover

Orgs.

Low- Turnover

Orgs.

ENGAGEMENT & PERFORMANCE:

Retention

Customer Satisfaction

Financial success

Engaged Employee

ENGAGEMENT CONCERN 1:CORRELATED OR CAUSAL?

Are firms/organizations that have more engaged employees therefore more profitable?

Do firms/organizations that are more profitable/successful, as a result of their success, simply have more engaged employees?

ENGAGEMENT CONCERN 2:WHAT DOES IT MEAN?

11% of workers worldwide are engaged

35% of the global workforce are highly engaged

46% are either stars (likely to outperform and stay) or free agents (likely to outperform and leave for the right or next opportunity)

RESULTS OF ONE MULTINATIONAL

Retained the support of a massive research-based performance-management consulting company

Introduced the concept of Engagement in Aug 2004

Began measuring the engagement of employees twice/year

Subsequent action planning and even tied to compensation

Significant $$ and resources were invested/spent

ENGAGEMENT SCORE HISTORY

WHAT SHOULD THE FOCUS BE?

The only measure for employee engagement should be PERFORMANCE (productivity, effectiveness, efficiency).

We want commitment!

The act of committing is in itself, an act of engagement.

A WORKPLACE WITH MEANING

How do the employees of this organization feel about their workplace? (http://

www.youtube.com/watch?v=AOgJjFes3iM) or

Or this one?

What are the employees feeling when they wake up and get ready for work and how do you measure that?

How are they contributing to the organization?

ENGAGEMENT

Retention

Customer Satisfaction

Financial success

Engaged Employee

THE MEANINGFUL WORKPLACE

Why do we exist?

How do I contribute

Inclusion/ Community

OrganizationalSuccess

THE MEANINGFUL WORKPLACEJERRY HOLTAWAY

“ …creating a meaningful workplace is about establishing a high-order connection with employees and then benefiting from the compounding effect that comes from a stream of meaningful experiences tied directly to the needs, beliefs, interests and aspirations of employees.”

EMOTIONS AS ANCHORS

Zappos

http://www.youtube.com/watch?v=SMFyT2CU9No

THE MEANINGFUL WORKPLACE1. Ambition is the New Purpose – what are we

trying to achieve

2. Behaviour is the New Culture – the physical environment, policies, attitudes and behaviours, that moment of “customer contact”

3. Feelings are the New Values – more than words, how do employees feel corporate values?

4. Cascade Planning - affirmations are becoming part of the goal setting process

THE ELEMENTS OF A MEANINGFUL WORKPLACE

Ambition is the new purpose – when presented in a credible, inclusive and authentic way the company’s ambition is respected and admired.

Our Mission: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.

EMOTIONS AS ANCHORS

Behaviour is the new culture – the most beneficial cultures are those that unite employees around an ambition, make them feel emotionally connected and surround them with people who share their ambition, feelings and behaviour.

Zappos Culture book

EMOTIONS AS ANCHORS

Feelings are the new values – the way businesses can get employees to live company values is to never use the word “values”. Rather it is by brining people to the company’s values through feelings

MAKING IT HAPPEN

Macro – how the business will be evolved – how is that plan communicated and translated?

Group – how groups of employees/departments will be engaged

Solo – how individuals will be personally engaged

THE MEANINGFUL WORKPLACE1. Ambition is the New Purpose – what are

we trying to achieve

2. Behaviour is the New Culture – the physical environment, policies, attitudes and behaviours, that moment of “customer contact”

3. Feelings are the New Values – more than words, how do employees feel corporate values?

4. Cascade Planning - affirmations

THE PROCESS OF SELF-DISCOVERY

“Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work”

- Vince Lombardi