3. Engagement
Employee Lifecycle
Employer Brand
Learning Culture
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4. Gallup survey of 42,000 staff randomly selected, 2/3rds were disengaged
75% of leaders have no engagement plan yet 90% state it impacts on
business success
If 25% worst scoring (engagement) M&S stores performed as well as the
top 25% then M&S sales would increase by £104m
15% increase in engagement = 2% increase in operating margin
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5. “They just wont do what I ask of them”
“They don’t work the hours they need to, to be successful”
“They expect to be the next Director and they have only just joined”
“I dont want them to have access to facebook.....”
Generation Y 1980 – 1993 (32 to 19 years old)
They grew up accustomed to the PC
Became used to the internet
Respect should be earnt and not based on hierarchy
Want to add value and ‘be included’
Generation Z 1994 – 2004 (18 to 8 years)
‘Weisure’
Multi tasking
Highly creative
Reduced attention span
Inability to analyze data
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6. Attraction
Social Media
Interest groups
Use of Brand
Onboarding/Development
Speed of involvement
Learning 3.0
Talent pipeline
Is your talent looking?
Has budget restraint impacted on talent development?
Succession planning
Robustness of plans
Successors ready
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7. External
Employment articles
Reputation
New approaches
Word of mouth
Internal
Belief in Organisation
Trust in Leadership
Value Organisation creates
Impact on turnover, productivity, creativity
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9. 30% success rate in change programs
50% of all those programs to fail do so because of 2 things;
Leadership failing to visibly support change
Staff resisting
Why?
Insufficiently planned
Poorly communicated
Lacks influence to drive change
Resources to manage change
Size of change and exhaustion
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10. Can you please
come and dance
in the middle
of this room?
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11. 11
Needs that are
met or not met
Thinking
and feeling
Behaviour
Visible
What we see and
attempt to address
Invisible
What we don’t see,
but creates behaviors
(mindsets)
Values
and beliefs
A Changing World
12. “If I know why
I should
dance….the
WIIFM”
“If I get a pint
of beer”
“If someone
else is
dancing”
“If someone
teaches me
how to
dance”
“ . . . I have the
skills and confidence
to behave in
the new way”
Skills and
competencies
“. . . the systems
reinforce
the desired change”
Aligned systems
and structures
Role modeling
“. . . I know
what I need to
change and
I want to do it”
Under-
standing and
commitment
“ . . . I see my leaders
behaving differently”
“I will change my behaviour, if …”
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14. A Changing World
A Changing Organisation?
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Martin Nicholson
HR Consultant
HRM Consultancy Limited
07877173522
Enquiries@hrmngt.co.uk
Editor's Notes
Well firstly a big thank you to Hays for inviting me to come and talk about my passion and that is the speed of change and the impact it has in todays business world. DEEP Breath Gosh this is one of the most scary things I have done in a long time. It snot the public speaking but the fact im here talking to a group of Finance and hR professionals who have been so heavily involved in change for at least the past 5 years during the economic troubles that started i n2008. The last time I was this nervous was when after I proposed to my girlfriend and we had set the date, I realised that I would have to dance at the wedding, the first dance. It was not the wedding itself as I should explain it was my second marriage, but the thought of me dancing with someone who really can dance, with a clown who happens to have feet that are independent and a ear that doesnt understand ‘beat’ and ryhthm. Anyway I digress, needless to say I managed to complete a dance osf sorts and Ill perhaps tell you a little more of how I achieved it later if we have time. I am an Independent HR Consutlant who works with business in need of change, my aim today is to hopefully leave you with one or two things to think about, go back to your Organisations and review whether your business is doing enough...
Firstly though lets try and make the point that the world is changing now faster than it has ever done. I think this video speaks louder than words... Scary stuff 50% of the worlds populaiton is under 30 I read recently that mobile advertising spend is 1% of marketing budgets but as consumers we spend 10% of our time there. Statistics also show that globally "dumb-phone" users like me recently until I read this! still outnumber smartphone users 5.6 billion to 835 million, meaning that the "upgrade cycle" to smartphones is still in the early stages.
So as HR and Finance professionals to steal a competitive edge we need to think differently and Now! How has your turnover of staff been in the past 3 years? Much improved form mid 0’s? We are still in economic uncertainty yet the fight for talent will never be greater than as soon as we start to see recovery Are we starting to see some green shoots? How can you engage your workforce and create a competitive advantage? Anything you create, any product or service can be repeated but how it is delivered can be the only differentiator in a future global economy CLICK In the next few minutes i want to focus on what I believe will be the key areas to retiaining and growing talent within Organisations prior to any significant upturn in th eeconomy and ie be in a prime piosition to retain talent and indeed attract those that are moving on. Cover Engagement, Employee lifecycle, Brand and the Learnign culture
Of a recent Galluo survey the following results were shown. We all Know that engagement is critical yet are we as business professionals really doing 3enough. If ear that at the upturn of the economy whilst agents such as Hays will finally get an uipturn tp their business some Organsatiotns will go backward as a large quantity of talent will either voluntarily or be enticed to competitors. These results tend to confirm my suspicion. Whom here has a good engagement result in the past couple of years? CONGRATULATE And what have you been doing to achieve that?
Before we engage, perhaps we need to know more of what we are and will be dealing with? Born before 1980? = X Individual;istic and Born before 1964 = Baby Booomers How many times do your managers complain about the attitude of their younger staff Hands up honestly if you have heard the following sentences form your manages or indeed thought it yourself That’s the issue of an X manager viewing Y as needing to behave the same way. Typically the opinion of business is the younger generations should come in and adapt but moving forward the change needs to be both Organisational and for the individual Example of swipe technology. NOW lets not be too precise, we shouldnt be asking everyone their age in order to deal with them differently. AGE DISCRIMINATION! Indeed views on exact generations and the dates of birth do vary. So what about Y Y want to be involved, that is they may not want to work the long hard yards of a business as perhaps X became accustomed or indeed wanted. They don’t accept authority through hierarchy, and respect for both leadership and for the business has to be earnt. What is alarming is the view of generation Z who are starting to enter the marketplace. They view work life as Weisure – amix of the two not to be separated, ie thye wnat to have fun all the time, they multi task using phone, laptop, etc at together Does the following summary make for good customer service agents, call centre staff and generally more junior level roles in the working population? The reality is these two groups and the youngest generation after z already account for 50% of the worlds population, so to ignore them and expect them to adjust may not give you competitive edge...
So how can we look to engage them throughout their life cycle? Facebook – Who has a policy restricting access to such social media sites? Who restricts mobile use at work? Maybe their is a case for if you cant beat them to join them? At attraction stage the world has changed, Recollect first 1980 CV Social media has been in play for the past few years and is only exoected to continue and increase. It was the jobsites frst, then this thing called Linkedin and now even facebook is in on the act which significantly blurs the work/play divide. To not be in this arena would perhaps be foolish unless of course you are looking to only hire people over the age of 32 – Question this given my recent examples of facebook use by my aunties 60-70!!! But it’s not just the job pages and placing an advert its the level of interest you can create in your Organisation that will be the key. You need to be a ‘LIKED’ Organisation, to do this you have to give something back to a population of people who are not working for you but may be interested in you as a future employer or indeed as a customer or both Brand is the key and spending time on social media and developing your BRAND for both marketing and employment purposes is and will be essential Onboarding/Development Y and Z will want to be more involved and impatient to make a difference. How can you onboard this group? If you have the old format of induction courses, challenge strongly whether this is the best route. Many Organisations also have cut the length and cost of induction to save monies but this may also be a false economy – better instead to find a mix of styles and approaches. IN The 2020 workplace by Jeanne Meister and Karie Willyard they refer to Learning 1.0 as classroom based, Learning 2.0 being E-Learning which dominated the late 1990’s and early 2000’s and 3.0 being the use of social media, gaming and instant feedback – the expectations of generations Y and Z are that if they need to find something out, they will do so on the internet.... T alent Pipeline & succession planning I have already spoken about the risk of an upturn in the econiomy and this has serious consequences on your Talent activity and Succession planning. On Talent, how certain are you that this identified group are here for the long haul and not disillusioned fromt he business. Have you emt all their expectations of awhat top talen tshoudl receive and how they are treated. If turnover has been low, have there been enough opportunities opresented to them in th epast 5 years? Have you had to cut the budget on talent development and will this have an effect. On succession planning – do you ahve all the key positions covered, and by a wide enough variety of people? If not Act now or you will be faced with a much more reacitve need in the next few years. ~
Employer Brand – often a buzz phrase used and often viewed as a branding exercise for the external audience. If done correctly of course what it says on the tin it does, ie it should also be true and used internally. I have already referred to social media. To attract and create a good brand of employment there is the need to create collaterla from emplyment articles, creating a reputation in the local employment market to being just a little bit out there and trying things a little differently. Word of mouth is key once you have a good reputation it spreads but like anythign bad news travels faster and dont forget social media goes viral. Internally then once you ahev attracted candidates how can you ensure the brand is real. In a recent client I worked for everyone understood why the business needed to change but no one had stopped and explained what that meant for the employees. Therefore there was an underlying disbelief that the Organisation could change and reach its goals. Leadership has to be trusted – we do after all copy leaders and follow them whether we like it or not. Hand on chin telling them to touch their nose. Its what they do not what they say that counts!!! Additionally in Y and Z generations there is an increasing desire to buy into the value that an Organisation delivers to society so for example at an assessment event recently for telesales roles with a population of circa 20 candidates from 18 to 26 years of age and a warm up session where they had been asked to come and talk about one achievement they were proud of. Almost 50% of them spoke eloquently of charitable events they had taken part in. Not of beating their previous sales targets or school achievements or sporting achievements..... We shoudl not underestimate the impact the correct employer brand can have on the staff turnover, productivity and creativity of the business.
This effectively is a an approach Stephen Covey describes eloquently in his book “ principled Centred Leadership” Its not a quick fix but unless you have the heart of te Organisaiton right then all the skills, styles systems and structures n place will nto produce great and consistent performance. It is the Mission, Vision, Values that are the key here.
So we have spent a little time on the need for change, the population we are working with and looking at engagement, lifecycle and branding. However anything we do often meets significant resistance. Indeed McKisney research into the levels of success of change programs suggests there is a success rate of 30% of all change programs and that 50% of those that fial do so because of 2 things. Leadership failing to visibly support – I go back to my hand on nose exercise. And the second reason is that staff resist. Why do these programs lead to resistance though. Any thoughts? The main reason are found to be; 1. Insufficently planned and thought out – we have chosen to simply do it and expect people to follow 2. Poorly communicated a little like the example of client where the vision was well described but the impact on individuals had not been mentioned. Lacks influence to drive change – the wrong owner or lack of buy in from the right stakeholders Not enough resources invested int he change to make it a success The change was too great and led to fatigue So lets look at how we can as leaders in our Organisations influence change; CLICK
So here is the stage and I’m looking for all of you to come and dance on it please? Who is feeling a little frightened, fearful, upset? Any other emotions you woudl care to share? These are the emotions of change that we all feel Why would you not dance? What would it take to convince you to dance? LIST them RM WIIFM Skills Environment/processes/systems
What we have just unearthed ois your midnsets to a change request. We saw your behaviour – you either danced confidently, reluctantly or not or remained seated. What led you to that behaviour was what is usually invisible – your thoughts, your values and beliefs and your needs.
And relax – I wont pick on anyone anymore…. This is the model we have just been practising. If I had enough time, enough money and the right stage and set up I reckon I could get all of you to come up and dance. Some of you are more willing than others because your mindset enables you to, but that is true of any change in real life. This influence model works. I just have to understand which of the four quadrants I need to spend most time in to convince you. This Mindset issue was what I faced when I was required to dance at my wedding. Up until that moment I only danced when I knew the bar was the thing that was holding me up, at the end of the evening when a couple of slower songs came on and I knew I would step on my partners toes but hopefully no one else would notice I had no rythm and several feet. I had a role model in my fiancee who loves to dance This also led ot my understanding an dcommittment it actually caused me further distress as the weight of expectation was intensified I didnt want to let her down I had no excuse, i had the stage, the music, I knew that by that time fo the day I would have had a couple of beers But my missing quadrant was my confidence. Interestingly I raised this some year before the event and suggested we get lessons. For one reason or another with 8 weeks to go I still hadnt committed, though I had burnt a copy of the song 7 times onto a CD and played it incessantly (“It had to be you” Robert Downey Junior) in the car to try and learn the rythm! The the Friday night sessions started and my then finace taught me herself. I managed to stumble my way through the moves and even got some surprised ocngratualations form people who knew I was not a dancer.
Touch screen are everywhere, the software for voice recigntiion typing has been around a good 10 years and is now well refined, how many Organsiaions have invested in such technoliogy. As a generaiton Xer I elanr tto use pC’s at school/college as i had to , but will future Z generation be prpeared to learn to type on keyboards whne they swipe now. To sum up the speed of change is only getting quicker. Technology as shown in the video “an ever changing world” is increasing the speed of change and helping to create future generations coming into the workforce who think differently. As things continue to change it will only be those Organisations who look to narrow the gap that will remian competitive maintaining a talented workforce and looking forward to the future – Is your Organisation doing enough to change and how can you influence that?