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Employee Engagement Today
The Simply Irresistible Organization
Josh BersinPrincipal, Bersin by DeloitteDeloitte Consulting, LLPNovember, 2016
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Housekeeping
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Josh BersinPRINCIPAL AND FOUNDER
Josh Bersin founded Bersin & Associates (now Bersin by Deloitte) in 2004 to provide research and advisory services focused on corporate learning, leadership, talent management, and HR technology. Today he is responsible for Bersin by Deloitte’s long-term strategy, research direction, and market eminence. Josh is a frequent speaker at industry events and has been quoted on talent management topics in key media, including Harvard Business Review, The Wall Street Journal, Bloomberg, The Financial Times, BBC Radio, CBS Radio and National Public Radio. He is a popular blogger for Forbes.com, a leading LinkedIn influencer, and has been a columnist since 2007 for Chief Learning Officer magazine. Josh spent 25 years in product development, product management, marketing and sales of e-learning and other enterprise technologies at companies including DigitalThink (now Convergys), Arista Knowledge Systems, Sybase, and IBM. Josh's education includes a B.S. in engineering from Cornell University, an M.S. in engineering from Stanford University, and an MBA from the Haas School of Business at the University of California, Berkeley.
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The New, DigitalWorld of Work
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Percent rating trend important
Importance of Human Capital trends to business (2016)
Series1
Organizational design
Leadership
Culture
Engagement
92%
89%
86%
85%
Learning
Design thinking
Skills of HR organization
People analytics
Digital HR
Workforce management
77%
74%
71%
84%
79%
78%
% very impor tant
2016
56%
57%
54%
48%
44%
39%
36%
36%
32%
28%
% very impor tant
2015
…
50%
50%
39%
…
39%
29%
…
…
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Shared values and culture
Transparent goals and projects
Free flow of information and feedback
People rewarded for their skills and abilities,
not position
Organizational design
A network of teams
BA
DCF
A
B
C D E
G
How things were How things “are” How things work
E
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“Our candidates today are not looking for a career…
They’re looking for an Experience.”
Careers have changed and so have people
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Surveyed Millennials also …
80% Want to give performance appraisals
to the boss
60% think 7 months
of work means they’re “loyal”
2/3 Want to be “creative” at work
in their job
Their “team mates” are the most important
people at work
Expect feedback weekly and progression
annually
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Companies with “soul” had a
1026%return from 1996 through 2006,
8x higherthan S&P 400 firms
Companies with “soul” experience:
• Much higher engagement and retention• Better customer service• Long-term profitability
Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, 2014
Importance of mission and purpose
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Financial Return of Soul
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Sources: Deloitte Human Capital Trends 2014 and 2015
The overwhelmed employee
The “average” US worker now spends 25% of their day reading
or answering emails
Fewer than 16% of companies have a program to “simplify work” or help
employees deal with stress.
More than 80% of all companies rate their business “highly complex”
or “complex” for employees.
The average mobile phone user checks their device 150 times a
day.
The “average” US worker works 47 hours and 49% work 50 hours or
more per week, with 20% at 60+ hours per week
40% of the US population believes it is impossible to succeed at work
and have a balanced family life.
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Productivity is Suffering – Is Technology Helping?
US Productivity Last Ten Years
1 billionSmartphones
i-PhoneLaunched
100 MillionTwitter users
Since 2011 Productivity Gains have
Slowed to Crawl
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Historic Perspective on Performance and Management
The Evolution of Management ThinkingWe are Here
The IndustrialCorporation
HierarchicalLeadership
CollaborativeManagement
Networks of Teams
<1950s 1960s-80s Today1990s
Andrew CarnegieHenry Ford
Netflix, Google, Facebook, Amazon
Jack WelchPeter Drucker
Howard SchulzSteve Jobs
Profit, Growth, Financial Engineering
Customer Service,Employees as Leaders
Mission, Purpose,Sustainability
OperationalEfficiency
2020
Purpose, Meaning,
and Empow
erment?
Industrial AgePeople as Workers
Management byObjective
Servant LeadershipWork Together
Empower theTeam
The Corporationis King
The Executivesare King
The Teams and Team Leaders are Kings
The People areKing(s)
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Engagement &Culture
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Average3.2
What are these companies doing?
Glassdoor ratings of employer recommendations — 200,000+ respondents
Engagement Remains a Challenge
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Workboard Research
What We’ve Learned about Feedback
http://www.ncbi.nlm.nih.gov/pubmed/19829208
Lack of feedback creates anxiety, worry, and poor performance
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The Listening Organization
Enterprise Feedback Architecture
AnnualEngage. Survey
PulseSurveys
PulseSurveys
Perf.Mgt.
Checkins Perf.Mgt.
Checkins
ExitInterviews
ExitInterviews
PulseSurveys
PulseSurveys
ExternalAnalystSurveys
EmploymentBrand
Studies
IntegratedDashboards and Analysis
By Team, by Leader, by Location,by Function, by Tenure, by Role
AnonymousFeedback
Tools
JobCandidateSurveys
SocialMedia
Monitoring(LinkedIn,Glassdoor,Facebook)
AnonymousFeedback
Tools
Customer Satisfaction Surveys
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Culture vs. Engagement
What is the Difference between Culture and Engagement?
Culture:The way things
work around here.
Engagement:
The way people feel about the way things
work around here.
The work environment
Trusted Leadership Hands-on Management Meaningful work
Development and careerReward systems
Risk & Governance
Courage
Mission & Purpose
Inclusion
Compensation
Recognition
The Simply Irresistible Organization ModelThe CulturePath™ Model
Innovation
Clear Goals
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The Simply Irresistible Model
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The Simply Irresistible Organization®
What we have learned: an integrated approach is key
Meaningful Work
SupportiveManagement
FantasticEnvironment
Growth Opportunity
Trust in Leadership
Autonomy Clear goal setting Flexible, humane work environment
Facilitated talent mobility
Mission and purpose
Selection to fit Coaching and feedback
Recognition rich culture
Career growth in many paths
Investment in people, trust
Small teams Leadership development
Open flexible work spaces
Self and formal development
Transparency and communication
Time for slack Modern performance management
Inclusive, diverse culture
High impact learning culture
Inspiration
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Autonomy and freedom to contribute
Select the right fit
Small empowered teams
Time for slack
Meaningful work
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Clear and transparent goals
Coaching not evaluation
Invest in development of managers
Agile performance management
Supportive management
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Fantastic Work Environment
Flexibility
Humanistic workplace
Culture of recognition
Inclusion and diversity
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Training and support on the job
Career and talent mobility
Dynamic self-directed learning
High-impact learning culture
Growth opportunities
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Mission and purpose
Investment in people
Transparency
Inspiration
Trust in leadership
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Empl
oyee
Vita
lity
Business Performance
Cost Reduction
Labor Productivity
Retention Productivity Collaboration Team Performance
Leadership
HealthMonitoring
Employee Assistance
MedicalBenefits
Fitness
Challenges
Nutrition
Exercise
Sleep
Stress
Engagement & Performance
Recognition
Skills andTraining
WorkEnvironment
Rewards
Leadership
Management
Clear Goals
GrowthOpportunities
Drive
Wellbeing
Self Discovery
Career
Purpose
Mindfulness
AbundanceMentality
Positive Thinking
Culture Fit
Family
Focus on Wellbeing, Not Just Engagement
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The Feedback SystemHow Does Feedback Work Today?
EngagementSurvey
Senior Management Team
Employees
Line Managers | HR
Performance Review
Filtering and Cleaning
TimePer Year
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Feedback = Performance at Deloitte
1. I am really enthusiastic about the mission of the firm
2. At work, I clearly know what is expected of me
3. In my team, I am surrounded by people who share my values
4. At work, I have the chance to use my strengths every day
5. My teammates have my back
6. I know I will be recognized for excellent work
7. I have great confidence in the firm’s future
8. In my work, I am always challenged to grow
Bottom QuartileMiddle QuartileTop Quartile
1
2
3
4
5
6
7
8
4.4
3.2
4.24.03.83.63.4
Pulse Survey items
Questions that Predict High Performance at Deloitte
Source: Deloitte pilots FYs14-15.
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The Listening OrganizationEnterprise Feedback Architecture
IntegratedReporting & AnalyticsSentiment AnalysisNetwork Analysis
Social Media Monitoring
Job Boards& AdsEmployment
Brand
CustomerSatisfaction
AnonymousFeedback
Tools
PulseSurveys
AnnualSurvey
PerformanceCheck-ins
ExitInterviews
PerformanceAppraisals
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The Simply Irresistible Organization®
What we have learned: an integrated approach is key
Meaningful Work
SupportiveManagement
FantasticEnvironment
Growth Opportunity
Trust in Leadership
Autonomy Clear goal setting Flexible, humane work environment
Facilitated talent mobility
Mission and purpose
Selection to fit Coaching and feedback
Recognition rich culture
Career growth in many paths
Investment in people, trust
Small teams Leadership development
Open flexible work spaces
Self and formal development
Transparency and communication
Time for slack Modern performance management
Inclusive, diverse culture
High impact learning culture
Inspiration
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Learn More
The Simply Irresistible Modelhttp://dupress.com/articles/employee-engagement-strategies
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