1. Employee Engagement
Lunch and Learn Recap:
Creating a Learning & Coaching Culture

2. Driving Employee Engagement & A Perform Culture
Looking to drive “Employee Engagement” and/or get managers/supervisors involved?
 Use Engagement Surveys. Fantastic way to get employees to voice ideas, concerns, and the survey findings can be
p y g g g y
used in “town hall” company meetings or lunch and learns to build agreement and a sense of urgency.
 Use the latest technology features at tools:
 Employees at work want the same features they have at home. Use social media, collaboration, and other
features.
As appropriate leverage use by rolling out mobile and tablet solutions.
Better work processes make work culture better:
Clear Job Expectations
Advancement Opportunities
Systematic communication
More holistic understanding of job/fit
Better business relationships
p
Creating a Learning, Perform Culture:
A learning culture is where employees are engaged, questioning, continuously focused on process improvement.
A learning, perform culture has the following attributes and characteristics:
•Employees are:
E l
Active Learners
Take a role in their development
Retain and implement new ideas
•Supervisors:
Promote learning
Lead by example
Involve others and are open to new ideas

3. Individual Performance Model
KNOWLEDGE, SKILLS AND ABILITIES
Able to do “it”
it
Wants to do “it” Knows what “it” is
MOTIVATION PERFORMANCE
 Effort  Behaviour
 Direction  Results
Were
consequences
worth the
effort? Allowed to do “it”
CULTURE / STRUCTURE
Consequences
 Real
 Perceived

4. Building a Perform Culture

5. The Future of Work
Human Capital is the knowledge, skills, Top Ten Non-Financial Variables
abilities and behaviors that an individual Considered by Analysts
chooses to invest in their work. 1. Execution of corporate
strategy
2. Management credibility
“… people might be our most valuable asset, or 3. Quality of corporate strategy
our biggest liability!” 4. Innovation
5.
5 Ability to attract and retain
“People could be our only true competitive talented people
advantage, or our competitive disadvantage…” 6. Market share
7. Management expertise
“…success absolutely depends on the quality
success
of our employees” 8. Alignment of compensation
with shareholder’s interests
9. Research leadership
10.
10 Quality of major business
processes

6. Measuring Company Performance:
Transition to Performance Measures
 What gets measured and proactively managed gets improved.
From…
From To...
To
Individuals Teams
Traits Targets
Behaviors Financial, Operations, & Job Results
Functional “silos” End-to-end team processes
y
Internally focused Customer-focused
Administratively based Culture/strategy-based
Supervisors 360º Feedback & Communications
as sole raters
27.04.2012 Stockham & Company

7. The Business Case for Employee Engagement
The Business Case for Employee Engagement:
• Only 1 in 3 employees is engaged.
• Greater than 80 percent of U.S. workers The Bottom Line: Organizations that use
are dissatisfied with their performance Human Capital Management processes
reviews. outperform the competition.
• 4 out of 5 employees are not satisfied  44% higher revenue growth
with the level of recognition they receive  26% higher revenue per employee
at work.  109% higher retention
• Impact of a Perform Culture is nearly 4X
revenue growth and 10X net income
growth.
Disengaged Employee Engaged Employee
– Engaged employees are 2X more productive
- Going through the  Emotionally
at work.
motions Connected.
– Feedback and recognition further motivates - Often invisible  Overachieve.
Overachieve
employees. - Dutiful, but negative  Discretionary Efforts.
- Show up only for  Love their jobs.
– Goal setting improves performance by 15 to
check-ins  Believe in their
25% depending upon job type. - Negatively impact the employers’ goals.
team  Positive influence on
- Don’t leave the coworkers and
organization department
performance.

8. Evolution from Personnel to HR to HCM
Human Human
Personnel Resources Capital
Functions Functions Functions
- Transactions - Advisory Services - Capacity Building
- Compliance - Problem Solving - Identify Opportunities
- Record Keeping - Operational Issues - Strategic Issues
Financial Focus Financial Focus Financial Focus
- Minimal Cost - Cost Control - Investment Analysis (ROI)
Key Strategies Key Strategies Key Strategies
- Rule Knowledge - HR Practices - Systems Thinking
- Process Efficiency - Business Context - Strategic Consulting
Products/Services Products/Services Products/Services
- Appointments - Recruiting - Human Capital Planning
- Pay Changes - Classification/Compensation - Talent Management
- Position Descriptions - Performance Evaluation - Leadership Development & Succession
- Personnel Folders - Training Planning/Delivery Planning
- Reports - Position Management - Performance Culture
- Salary payments - Information Systems - Competency Systems
- Benefit information - Employee Relations - Work Environment Enhancement
- Training Administration - Payroll - Metrics/Standards
- Safety Inspections/Records - Risk Management - Change Management/Communications
Metaphor: Enforcer Metaphor: Business Partner Metaphor: Strategic Partner
Paradigm Shift: Technical Correctness Paradigm Shift: Improving Processes Paradigm Shift: Transformation

9. Why BullseyeEvaluation?
 To Drive Performance
Performance.
Today,
Today 1 out of 3 employees is disengaged
disengaged.
CONFIDENTIAL AND PROPRIETARY INFORMATION

10. Simplicity
Highlights: Intuitive - Visual - One Page Evaluation Screen
CONFIDENTIAL AND PROPRIETARY INFORMATION

11. BullseyeEvaluation is a Paradigm Shift in
Facilitating
F ilit ti
Employee Engagement
for
Corporate Performance
Engagement Drives Performance.
 Creates a Cycle of Productive Communications.
 Facilitates Coaching & Mentoring.
 Enables Strategic HR & Effective Talent Management.
 Aligns Business Strategy with Execution.
Delivers Organic Revenue Growth.