1. Stanley Labovitz [email_address] 1-866-616-5552

2. Engagement / Alignment?? What is it & Why Should we care…….. Defined : Employee engagement is a combination of perceptions—including satisfaction, commitment, pride, loyalty, a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations, displaying personal initiative, effort and persistence, that is directed toward organizational goals.”

3. Engagement / Alignment?? What is it & Why Should we care…….. Defined : Employee engagement is a combination of perceptions—including satisfaction, commitment , pride, loyalty , a sense of individual purpose and willingness to be an advocate for the organization — to go beyond normal expectations , displaying personal initiative , effort and persistence, that is directed toward organizational goals .”

4. Engagement / Alignment?? Why Should we care…….. 50 % Spread in Performance Companies with high levels of employee engagement improved 19.2% in operating income while companies with low levels of employee engagement declined 32.7%. Towers Watson

6. Productivity Engaged employees are consistently more productive, profitable, safer, healthier, and 87% less likely to leave their employer. Corporate Leadership Council & Fleming & Apslund Engagement / Alignment?? Why Should we care……..

7. Safety Those with engagement scores in the bottom quartile averaged 62% more accidents. Gallup Engagement / Alignment?? Why Should we care……..

10. Two Types of Engagement Drivers ~ Emotional & Rational Canadian Conference Board Research 4 Emotional Engagement Workforce / Managers “ Extra” Discretionary Effort 4 Rational Engagement Intent to Stay High Performance Workforce Retention Types of Engagement Outputs of Engagement Audience

11. Canadian Conference Board Research Line of Sight Inspiring Vision Goal Clarity Task Relevance Access to Information Performance Indicators Nature of Work Understanding of passions Sense of Autonomy Decision Making Authority Sense of Security Challenging Work Development Specific Job Knowledge Ongoing Performance Feedback Recognition of Capability Input into Individual Plan Defined Career Path Career Opportunities Opportunity for Promotion Performance/Compensation Alignment Tools and Resources Effective On-Boarding Trust and Integrity Values/Behavior Alignment Consistent Communication Sense of Empathy Openness to Feedback Strong Follow-Through Co Workers Mutual Trust Open, Candid Communication Support & Encouragement Energetic Positive Environment Teamwork & Collaboration Pride in the Organization Organizational Success Effective Leadership Efficient Management Community Involvement Relationship with Leader Inspiration Clear Communication Commitment to Diversity Adaptable to Change Resourceful Predominant Engagement Drivers (& What’s Measured) Emotional Drivers Rational Drivers

12. Engagement / Alignment?? So How do we get it……..How do we Measure it? Engagement, Sustained Growth & Profit are delivered by creating alignment between “engaged” people, customers, strategy and process…….to Execute with Excellence . Sustained Excellence emerges when all the key elements of a business are connected to each other & are linked to the marketplace. George Labovitz ~ The Power of Alignment How do I Align the Execution of my entire Organization with the Coherence of a Laser Beam?

13. Key Business Elements Relation to Alignment & Creation of Engagement Strategy People Processes Customers (Members / Chairs) Leadership Culture

14. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business Elements Relation to Alignment & Creation of Engagement Align culture to Strategic Vision Communication Strategy • • Training in response to a rapidly changing operating environment •

15. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business Elements Relation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems • • • Create a shared strategic vision Deploy Strategy to enhance execution Identify critical success factors • • • Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to “close the gaps” • • • Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems • • Core process identification Process improvement Design of metric systems • • • Identify critical “strategic” customers Identify customer ‘delight’ factors Gather “actionable” customer data and use it to deliver value Design of metric systems • • • • Align culture to Strategic Vision Communication Strategy • • Training in response to a rapidly changing operating environment •

16. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business Elements Relation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems • • • Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors • • • Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to “close the gaps” • • • Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems • • Core process identification Process improvement Design of metric systems • • • Identify critical “strategic” customers Identify customer ‘delight’ factors Gather “actionable” customer data and use it to deliver value Design of metric systems • • • • Align culture to Strategic Vision Communication Strategy • • Training in response to a rapidly changing operating environment •

17. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business Elements Relation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems • • • Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors • • • Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to “close the gaps” • • • Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems • • Core process identification Process improvement Design of metric systems • • • Identify critical “strategic” customers Identify customer ‘delight’ factors Gather “actionable” customer data and use it to deliver value Design of metric systems • • • • Align culture to Strategic Vision Communication Strategy • • Training in response to a rapidly changing operating environment •

18. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business Elements Relation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems • • • Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors • • • Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to “close the gaps” • • • Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems • • Core process identification Process improvement Design of metric systems • • • Identify critical “strategic” customers Identify customer ‘delight’ factors Gather “actionable” customer data and use it to deliver value Design of metric systems • • • • Align culture to Strategic Vision Communication Strategy • • Training in response to a rapidly changing operating environment •

19. Strategy People Processes Customers (Members / Chairs) Leadership Culture Key Business Elements Relation to Alignment & Creation of Engagement Identify strategic initiatives Align all work with strategic vision Design of metric systems • • • Create a shared strategic vision for TEC-Canada Deploy Strategy to enhance execution Identify critical success factors • • • Identify competencies necessary to achieve the strategic vision Identify current competency levels Design and deploy plans to “close the gaps” • • • Design and align reward and recognition systems With organizational goals and desired competencies Design of metric systems • • Core process identification Process improvement Design of metric systems • • • Identify critical “strategic” customers Identify customer ‘delight’ factors Gather “actionable” customer data and use it to deliver value Design of metric systems • • • • Align culture to Strategic Vision Communication Strategy • • Training for Leadership & Chairs in rapidly changing operating environment r •

21. How Can I Burn Through the Complexity? DIAGNOSTICS SIMPLIFY COMPLEXITY We need to see to align each of the organizational body parts

24. Emotional Drivers ~ to identify areas for performance improvement Operational Excellence ~ to identify operational improvements Engagement Index ~ Overall Rating to measure Continuous Improvement Survey Construction [Based on ‘Your’ Main Thing] Rational Drivers ~ to identify the potential for turnover

25. Extraordinary Diagnostic Abilities The Tools that Align! Stakeholder Perceptions Learning Gaps Strengths & Development Needs High Impact Priorities Most important Needs by Country-Manager Manager’s Needs Detailed Analysis Comparisons

26. Live Demo

29. Stanley Labovitz “ Ultimately, if you want sustained growth & profit ~ you must create alignment between people, customers, strategy and process.” Questions & Next Steps