Keynote for SD Worx Thesis Award 2011

1. SD Worx Thesis Award 2011

2. Context |
...
CONTINUOUS
GLOBALISATION INDIVIDUALISATION HUMANISATION DEMOGRAPHICS
CHANGE
How can you make What really motivates How can you How can you How can you align
your organisation every individual create commitment promote and retain your employees with
and your employee? and solidarity? the talent in your your organisation’s
employees more organisation? vision and
productive? objectives?
Engagement is a major key to future success

3. Context |
Value creation Meaning
Innovation Self development
Continuity
Employer Win-Win
Sustainable
Employee Recognition
Productivity
Results Passion in job
Competitiveness Work-Life Balance
Labor market
Global Economy
Individualisation

4. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?

5. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Building teams,
Mentor
Optimising collaboration,
UsingPilot
participative decision-making, managing conflict
Mediator
Coordinator
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?

6. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Living with change,
Pilot
Thinking creatively,
Mediator
Creating change
Coordinator
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?

7. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Understanding self and others,
Mediator
Communicating effectively,
Coordinator
Developing subordinates
Productor
Controller
None
— What roles are still too few in your
organization for optimal performance?

8. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Visioning,
Planning and goal-setting,
Coordinator
Designing and organising,
Productor
Delegating effectively
Controller
None
— What roles are still too few in your
organization for optimal performance?

9. Engagement, more than satisfaction |
61%
22%
17%
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

10. Engagement, more than satisfaction |
61%
22%
17%
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

11. Engagement, more than satisfaction |
Initiative
people
Organisational Value
Transforming HR
61%
Agile
Step
2
Turn your employees into
intrapreneurs who initiate
change
people
(Re)vitalising HR
Step Make your employees agile to
22% 1
Inflexible 17%
cope with changes
people
dissatisfied satisfied engaged
Employee Value
Source: SD Worx – Engagement Study ©

12. Impact on Engagement |
...
Job
Esteem
Opportunities for growth
Scores items
Mission, vision & strategy
Culture
Support
Social environment
Working conditions
Comp & ben
Job security
Impact on engagement
Source: SD Worx – Engagement Study ©

13. Engagement drivers |
Satisfied employees Engaged employees
Do what they are asked to do Voluntarily make extra efforts
Fulfill expectations Are involved
Are passionate
Offer added value
Satisfaction basics Engagement drivers

14. 1 Stronger customer relations
Engaged employees maintain much better relations with your customers. They consider the communications
with and understanding of customers to be excellent in no less than 98% of all instances.
engaged 2% 98%
satisfied 7% 93%
dissatisfied 34% 66%
Customer relations are rather bad Customer relations are rather good
Source: SD Worx – Engagement Study ©

15. 2 Loyal builders of the future
Engaged employees have no intention to leave the company. At the same time you ensure that your
investment in your human capital bears profit in the future and that your organisation's continuity is assured.
98%
Engaged
6%
2%
87%
17% Satisfied
Intends to stay with the 3%
organisation for a long,
indeterminate period
31%
47%
Dissatisfied
14%
Is looking for
another employer
Is actively looking for
another employer
Source: SD Worx – Engagement Study ©

16. 3 Productivity
Engaged employees perform better.
Growth and engagement go hand in hand.
Engaged employees
are 50% more
productive than
colleagues who are
+13% increase in productivity not engaged
40% 10% 50% 50% 10% 40%
dissatisfied satisfied engaged

17. 4 Lower costs
Engagement also offers advantages on the expenses side. Dissatisfied employees are absent twice as often from
work as their engaged colleagues and have a substantially greater intention to leave the company. The costs of
absenteeism and employee turnover are huge and therefore an even bigger reason to develop engagement.
Sick leave
Dissatisfied employees are sick twice as often as engaged employees
number of sick days
annually (short-term)
4.3
3.3
2.8
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

18. 5 Innovation & optimisation
Employee engagement drives innovation and optimisation. It is no surprise that in traditional organisations the
number of engaged employees is 8 times less than in innovative organisations.
Innovative organisation 7% 69% 24%
Traditional organisation 47% 50% 3%
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

19. 6 Image & reputation
And finally, engaged employees help you build your image.
They will actively promote their organisation in their own surroundings.
Organisation with 10% 68% 22%
good reputation and image
Organisation with 53% 45% 2%
bad reputation and image
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

20. Autonomy
by minimizing
hierarchical structures
and rules

21. Strength Based Workdesign
Organising work
matching
individual strenghts and
organisational objectives

22. Collaboration
Amplifying
collaboration by
stimulating dialogue,
interaction and
knowledge sharing

23. A Future of Work... |
«Social Business»
A business philosophy that emphasizes employee trust and
autonomy as an alternative to hierarchical command and control
management. Additionally, the philosophy views customers and
business partners as trusted components of the organization,
not as external constituents.
The philosophy should be supported by appropriate organizational
design, culture, business process, and technology strategies
and investments.

24. Prof. Dr. Luc Dekeyser Frédéric Williquet
Directeur Kenniscentrum HR Managing Consultant
luc.dekeyser@sdworx.com frederic.williquet@sdworx.com
@lucdekeyser @fredericw