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22 05 11 discussion group template links updated 2013
Paris, France. May 22, 2011(links updated 17 March 2013)DearFellow LinkedIn Discussion Group Member,I wanted to thank you for accepting my invitation to be connected on LinkedIn.My objective in reaching out to you is to share the fruit of 24 months of independent research onemployee engagement– How to engage a global corporate workforce! - that I have completedand which I feel offers a good global & cross-culturalstarting point for a “new way forward” forindividuals like you and I wanting to lead organizations and develop employee potential in order tosucceedin today’s emerging post-crisis&global environment and economy. Together we canreflect upon building a new global mindset.As a starting point for reflection I suggest the following article about how the changes HarvardBusiness School’s MBA programrecently announcedwere largely informed by research thatresulted in the 2010 book “Rethinking the MBA:Business Education at a Crossroads ”by HBSprofessors Srikant M. Datar, David A. Garvin, and research associate Patrick G. CullenThere is no catch; you don’t have to do anything you don’t want to – I am just sharing my researchwith you by putting it at your “virtual” disposal for consultation whenever you desire. As I moveforward I will keep you posted and continue to personally inform you of progress made as my ideamoves forward.As well as you, I invited various other members from the following discussion groups that I am amember of to be “LinkedIn”:Eurodisney Opening Crew 1992 CEO Dilemma & HR DilemmaBilingual Professionals (French/English) EAPT (European Association of Psychological Type)Global Leader 2.0; Human Resource IQMBTI Professionals Corporate University and Learning & DevelopmentOld Stamfordians; HR ProfessionalsWorkplace Learning & Performance Sociocracy;International Coaching Network MBTI - Myers-Briggs Type Indicator AssessmentL’Observatoire des Tendances Organization and Development NetworkTop linked HR Professionals Chief Learning Officer Magazine;Learning & Development Professionals Club Connecting Retail HRDisney Walt Disney Company AlumniFrance Business & Professional Network Learning & Development ProfessionalsRH Info; BsC Network LinkedHR; Employee Engagement EmporiumHR & Talent Management Executive Theme Park Professionals;Best of HBR Membres de l’ANDRH LinkedIn HRThink Tank; Bootstrap Consulting Network (BSC) Star Performers careernetwork Strategic business transformations & change managementEmployee Engagement & organizational culture professionals Sigma Chi International FraternityTo date over 2000+ group membershave accepted my invitation. Along with my own personalconnections this network of 2700+professionals’ gives direct access to 1.2%+ of the entireLinkedIn network,has members in over 85+ countries and what’s more, our contacts give us thepossibility to accessan additional16.7%+of the networks 100+ million users.My quest and research started two years ago, in March 2009. In January 2009 as the Director ofMobility, Communication and Learning for the Hertz Corporations post-transformation globalCustomer Experience Program my brief was to integrate both the Human Resources Centre ofExcellence& Employer of Choice branding initiativesand theGlobal Customer Experience
Brandinginitiatives in order to engage a corporation in a new global customer experienceknowninternally as “Love Hertz”- a best in class experience for all involved.However, when the Hertz Corporationlaid off 4000 employees worldwidein January 2009and just 3months after the program was launched, I along with 3999 others from around the globewasliterally whipped out to sea by the brewing global economic crisis.Remaining both inspired andmotivated by theCustomer Experience Vision championed by Hertzthat I had been so inspired by,I decided to continue to work on employee engagementin what has become along sabbatical thathas allowed me to turn my 2009 employee engagement visioninto a concept that I have baptizedHuman Sigma Made in France; a concept largely inspired by Professor John Fleming&HumanSigma.The building of my concept started back in May 2009 on Facebook following my return to Franceafter having being certified in the Interstrength Method with Dr. Linda Berensand her team inHuntington Beach, CA. I have been fortunate enough to engage over 1000+ of my former friendsand colleagues from the Walt Disney Company, Truffaut,Photo Serviceand the HertzCorporation, in the evolution of my thinking and consequent realization of my vision and workover the last two yearson Face book&The “building ofHuman Sigma Made in France”.Presented as an animated video with written comments, Human Sigma Made in France, usesmodern technology to bring to life the culmination of different lessons learned from the variouswork experiences I’ve had across the worldand in very different companiesand cultures.My reason for sharing is twofold; firstly I want to share the passion for human resources, employeeengagement & storytelling that I learned from my 13 years of with the Walt Disney Companywiththe magic of Pixie Dustboth in the USand in Francewhere I was responsible for the building of theDisney Paradeback in the early 1990’s; secondly, I wanted to share with you the findings of mywork and the concept that I have come up with that I have baptized, Human Sigma Made inFranceas well as those at the source of the various ideas and approaches that I have closelystudied and integrated into my concept “Human Sigma Made in France”.The “Magic Ingredients” used to inspire“Human Sigma Made in France”: Holacracy– HolacracyOne Dr. Linda V. Beren’s&The Interstrength Method IGMParteners -Integral Governance Institute TheMBTI tool and Jungian psychology DanAriely&Behavioral Economics Daniel Pink and his best-seller “A Whole New Mind” Daniel Pink’s new bestseller “DRIVE” Dennis Snow’s bestseller,“Lessons from the Mouse” Lee Cockerell’s bestseller, “Creating Magic” Graham Keen and behavioural cultural change Dario Nardi’sPersonality Types I-Phone application The path to peak performanceHBR Video Crossknowledge (E-Learning)Human Sigma Made in France also integrates the many lessons learned from The HertzCorporationwhere the balanced scorecard and Myers-Briggs Type Indicator or MBTIwere used in
Europe as a potent means of bettering cross-cultural communication, self understanding andteamwork. The MBTIwas introduced in Hertz France as an engaging wayof accompanying thetransformation of a non-English speaking corporate culture; a transformation orchestrated globallyby the Hertz Corporation, headquartered in Park Ridge, New York, USA.Human Sigma Made in France uses storytelling skillsto integrate the balanced scorecardconceptand new 21st Century Corporate Vision, Mission and Value statements and employs LindaBeren’sInterstrength Methodto provide the “self discovery process” &interaction dynamicsnecessary to unanimously engage and integrate stakeholders into a constant employee/customerprocess of “live learning”- an experience often referred to as the reality of our daily lives or morerationally as the day to day in and outs of “Customer Experience” & “Work life”.Type theory (MBTItool or other)provides the link into Linda Berens 5 satellite self discovery process. Incidentally, thisis the same work life that employee engagement research informs us that “the actors” arescreaming out to be a part of and that requires managers at all levels to become skilledstorytellers. An article I wrote for a recent International Newsletter for Portfolio International willgive you further information on this subject.There are some very interesting new paradigms being proposed around the world by differentschools of thought that address the change that is needed in how we can run our companies(governance) in the emerging, post-crisis “new global economy”. Remember what ThomasFriedman said about Globalization 3.0 (which started with the millennium bug) in his book “TheWorld is Flat? Tom said that Globalization 3.0 is all about “the individual” - individuals can for thefirst time ever sell their skills and achievements and work anywhere in the world by engagingthemselves with whomever they want and all by creating a win-win situation for all involved.Human Sigma Made in France is my vision and my ideas that I offer as a starting point for someform of global discussion amongst a broad representation of Group Members or stakeholders .We all have thousands of experiences that can provide the foundation for stories that helpperpetuate an idea, concept, or culture. You simply have to think about those things that have hadan impact on you, a customer, or an employee. I am saying that it is important for you to become agood storyteller;however, good storytellers were poor storytellers first. Good storytellers got to begood by telling stories. Thats really the only way to get good at it.I can tell you that a good story for business has three components: the setup, the story itself, andthe point. The setup tells the listener why you are telling the story. The setup doesnt give away theending, but it lets the listener know that the story is about having fun, or the importance ofproviding good service, etc. The story itself is exactly that and it will get better each time you tell it.The point tells the listener about the lesson the story illustrates & provides the foundation for adiscussion on methods for maintaining the dignity of an employee while taking correctiveaction.How Coca-Cola’s CEO &Chief Storyteller sees 2011 at Davos.Human Sigma Made in France assures the integration of people (employee and customerexperience) and internal processes by engaging them in corporate strategy which is rolled out inreal-time as a storyusing the balanced scorecard as the guiding light.The Art and Skill of Storytelling.………….…Once upon a timeon the 14 September2005, a car rental company changed forever when the Ford Motor Company confirmed its intent tosell its Hertz rental car subsidiary to a group of private investors in a deal valued at €15 billion($US 19 billion). The sale made was one of the largest ever to a group of equity firms and allowedFord to cash in on one of its most valuable assets as it faced falling profits in its manufacturingoperations. Ford received $US 5.6 billion in cash for Hertz which was at the time the largest carrental company in the US as well as being the only global car rental company.This sale put Hertz, a company that had been owned by public corporations for much of its 87 yearhistory, under the control of three private equity investment firms: Clayton Dubilier& Rice, the
Carlyle Group and Merrill Lynch Global Private Equity. To finance the deal, the investors used$US 2.3 billion in cash and assumed the remaining amount as debt.TodayHertzis a 90+-year old company with a rich legacy of industry leadership and service andwith a “new mission” to be the most efficient, high quality, customer focused company inthe rental markets the company serves and moves into. In support of this mission, thecompany has undergone a 3+year worldwide reorganization program (which commenced at thebeginning of 2007) in order to operate more efficiently, as well as further improve customer serviceand employee satisfaction.As part of the overall global reorganization of Hertz that followed, departmental functions weretransformed into global centers of excellence, whereas previously the functions operated on acountry or US or other regional basis. The HR function is a key example of this initiative.Previously, the HR teams in each of Hertzs company owned (corporate) countries had previouslyoperated fairly autonomously, each with country-driven approaches to their own markets, and withRAC and HERC teams operating separately. Now, however, as a result of the reorganization ofthe global HR function, all HR employees from all countries across both RAC and HERC are partof one global HR team, which is organized into closely linked, pan geographic HR disciplines.In December 2006, Hertz’s new CEO Mark FRISSORA (appointed July 2006), communicatedbyglobal webcastto all Hertz employees worldwidenew corporate Vision, Mission and Valuesas wellas the corporate objective of becoming a best-in-class Corporation and the employer of choice inthe global car rental industry. Marching orders were clearly given to transform the Corporation intoan "Employer of Choice" in order to both attract and retain the best talent in the industry. Hertzconsequently implemented on a global scale, a number of far-reaching initiatives to develop thecompany as a best in class employer, and carefully measured employee views of progressthrough bi-annual employee pulse surveys. Furthermore, a specialist task force within the HRgroup completed a Global Employee Retention Project to address seven key areas relating toemployee retention: Attracting new employees; Recruiting new employees; Integrating newemployees; Rewarding employees; Growth & Career Opportunities; Managing & Engagingemployees and Separating from employees.These corporate initiatives were linked into local (France country level) negotiations concerning a3 year (rolling) agreement on Human Resource Planning known as the GPEC orGestionPrévisionnelle des Compétenceset des emplois. The notion of competence becomes thecentral theme of employee development. These negotiations started with a presentation of bothCorporate & European strategy to Hertz Frances’ Elected Employee Union Representatives. SeeExamples A&B. In France there is a legal obligation written into the work code that obligatescompanies in both the private and public sector, to spend the equivalent of 1.6% of the sum ofyear N-1’s total salary cost – if a company fails to invest this reference sum, it must pay thedifference to the FR. Government. Thus the training plan is the backbone of an accord GPEC.The agreement (accord)oncecompleted is co-signed by the Work Council with the support oftheemployee union representatives and HR, and is intended to provide the proper career and skillsframework around which policies for recruitment, technical and soft skill training, careermanagement etc. are constructed and implemented in a collective fashion and where all HRMissues, staff, jobs and skills (existing and needed) become the focus of a forward-lookingvision.This obligation is part of the French Labor Code since 2005. See IBM,SchneiderElectric&Peugeot Citroenexamples of the kind of “accord” or agreement signed by three multi-nationals. This is a great system, well built and an intuitive method for preparing today’s workforcecompetencies and skillsfor the exigencies of tomorrow and thus merits close examination.I was very fortunate to have been part of this incredible Corporate and HR Transformationalprocess, as Hertz France’s Training & Development Director and as one of two Pulse coordinators(employee satisfaction) for Hertz France and finally as the Global Customer Experience’semployee engagement gurucharged with masterminding the new “Love Hertz” experience. Using
the balanced scorecard conceptand new Corporate vision, Mission and Value statementsto lead,guide and inspire local workforces our objective was to create one common identity for the globalcustomer experience program; a common identity closely aligned with the overall identity of theglobal organization: an identity, Love Hertz, which helped convey to both internal and externalaudiences worldwide that Hertz is indeed an exciting and rewarding company to work for.Measure 2011 – read the transcript of Hertz Global Holdingsconference call and CEO MarkFrissora’s comments at recent presentation of Hertz Global Holdings 2010 and 4th quarter resultsin February 2011.This experience nourished the building of my new Human Sigma Made in France storytellingconcept that I am honored to share for with you and other group members as a starting point fordiscussing together globally a “new way forward”as to just how corporate governance andemployee engagement are integrated into real-time operations in order to drive discretionary effortand employee “best place to work” initiatives; all by creating win-win experiences kindled by theintrinsic motivation of all involved.My approach to answer the question as to“just how does one actually engage a globalworkforce”? was guided by the Research on "Best in Class" Customer Experiences performedacross several different industries - a study commissioned by the London Business SchoolSummer School 2008 for Hertz; storytelling was the methodology that was to be used to integratethe customer and employee into one experience; a concept known as Human Sigma as presentedby Professor John Fleming of the Gallup Organization is his book Human Sigma. The GallupOrganizations work on Behavioral Economics was also a key business approachthat inspired myconcept Human Sigma made in France.The desired final state (modeled after the Hertz Corporations 2005-2009transformation) was anew and transformed agile and global organization that had metamorphosed itself into a "Best inClass Company" and an "Employer of Choice" both on the inside and the outside.We are Hertz,they’re not– a company where the engagement, sheer passion and incredible storytelling skillsdemonstrated by employees all around the world, fuels discretionary effort and engages a “globalworkforce” in the constant and often mundane process that can be everyday life…….a trueexample of doing more with less by creating a win-win situation for all involved. As said DavidWasserman, a partner at Clayton who negotiated the terms of the sale of the Hertz Rental CarCompany with Ford back in 2005: “I think there’s no doubt at the end of the day that this was awin-win-win transaction. It demonstrates the power of private equity in helping corporationsrestructure their balance sheets”.Thank you for taking the time to read this mail and to look at my presentation. If your interest issparked and you desire to learn more please visit my LinkedIn Profile Page where differentaspects of my concept are presented along with my credentialsI look forward to engaging you in further discussion and exchanging with you at a future date.Bestregards and warmest greetings from Paris!Simon PENNYMy original vision.
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