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Employee Engagement und Kundenzufriedenheit dominieren in diesem Jahr das Denken und Handeln der CEOs weltweit. Dabei spielt die Kultur eine zentrale Rolle. Einerseits ist diese leistungsorientiert, um Kunden zu gewinnen und zufrieden zu stellen. Deren Erwartungen gilt es zu erfüllen, ja über-zu-erfüllen. Andererseits ist diese darauf ausgerichtet, Talente zu entwickeln und an die jeweilige Organisation zu binden. Die CEOs fokussieren sich ggü. den Vorjahren mehr auf interne Stärken und damit auf organisches Wachstum. Auch Employee Engagement und Kundenzufriedenheit müssen sich an Wachstums- resp. Frühindikatoren messen lassen. Die Präsentation enthält diesbzgl. einige Hinweise und Handlungsempfehlungen.
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BUSINESS IMPACTRELATIONSHIPS BETWEEN LEADERSHIP DEVELOPMENT, EMPLOYEE ENGAGEMENT AND BUSINESS PERFORMANCE
November 6-7, 2014
Zurich
STRIM GROUP OF COMPANIESWHO WE ARE
Many years of experience
as globally acting senior
executives in the design and
implementation of strategies
High quality references as
executive coaches with a focus
on sales, marketing, finance and
HR - partly in international
environments
Scientific foundation, balance
of internal and external evidence
due to various teaching and
research activities
Specialists in SWP and (HR/
Workforce/Sales) Analytics –
partly with the involvement
of Outsourcing
Development of innovative
business models with a constant
view on culture and
leadership
Empathy in large organizations
connected with down-to-earth-
ness and expertise in
execution (conventions)
November 7, 2014 2xxx
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTLINKAGES TO BUSINESS IMPACT
November 7, 2014 3In accordance with: Nick Bontis und Jac Fitz-Enz, The Conference Board, Mark A.
Huselid, Brian E. Becker, Richard W. Beatty, J.+P. Phillips
Business
Perfor-
mance
Resignation
Risk
R2=44,1%
-0,372
Managerial
Leadership
TrainingHuman
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Knowledge
Generation
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Motivation Risk
Failure and Availability Risk
Occupational
Skill Risk
Integrity
Risk
Alignment
Risk
0,506
0,442
0,530 0,326 0,360
R2=68,2%
R2=28,5%
R2=28,5%
0,751
0,3580,307
0,475
0,327
-0,337
0,439
0,456 0,4290,394
0,430
0,285 -0,233
0,262
Retention
of Key
People
Human
Capital
Depletion
Employee
Engage-
ment Employee
BehaviorCustomer
Impression
Return on Assets
Operating Margin
Revenue Growth
Customer
Retention
A compelling Place to Work A compelling Place to Shop A compelling Place to Invest
Customer
Service
(Talent)
Retention
The Genetic Code of
Highly Engaging Cultures:
Eight Elements
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTLINKAGES TO BUSINESS IMPACT – BACKUP 1/2
Business
Perfor-
mance
Resignation
Risk
R2=44,1%
-0,372
Managerial
Leadership
TrainingHuman
Capital
Relational
Capital
Structural
Capital
Human
Capital
Effectiven.
Knowledge
Generation
Employee
Engage-
ment
Employee
Satisfaction
Employee
Motivation
Value
Alignment
Strategy
Execution*
Knowledge
Integration
Knowledge
Sharing
Motivation Risk
Failure and Availability Risk
Occupational
Skill Risk
Integrity
Risk
Alignment
Risk
0,506
0,442
0,530 0,326 0,360
R2=68,2%
R2=28,5%
R2=28,5%
0,751
0,3580,307
0,475
0,327
-0,337
0,439
0,456 0,4290,394
0,430
0,285 -0,233
0,262
Retention
of Key
People
Human
Capital
Depletion
Employee
BehaviorCustomer
Impression
Return on Assets
Operating Margin
Revenue Growth
Customer
Retention
A compelling Place to Work A compelling Place to Shop A compelling Place to Invest
November 7, 2014 4Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne
Cascio and John Boudreau. P. 143 ff.
Employee Attitudes
Greater
Engagement
Greater Job
Satisfaction
Greater Proba-
bility of Retention
1. Job
challenge
and learning
2. Climate of
respect
3. Autonomy
4. Work-life fit
5. Economic
security
6. Supervisor
task support
1. Economic
security
2. Work-life fit
3. Climate of
respect
4. Autonomy
5. Supervisor
task support
6. Job
challenge
and learning
1. Economic
security
2. Work-life fit
3. Job
challenge
and learning
4. Supervisor
task support
5. Autonomy
6. Climate of
respect
Effective Workplace Dimensions That Significantly Predicted
Work Outcomes
Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne Cascio
and John Boudreau. P. 146
Greater
Engagement
Greater Job
Satisfaction
Greater Proba-
bility of Retention
1. Job
challenge
and learning
2. Climate of
respect
3. Autonomy
4. Work-life fit
5. Economic
security
6. Supervisor
task support
1. Economic
security
2. Work-life fit
3. Climate of
respect
4. Autonomy
5. Supervisor
task support
6. Job
challenge
and learning
1. Economic
security
2. Work-life fit
3. Job
challenge
and learning
4. Supervisor
task support
5. Autonomy
6. Climate of
respect
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTELEMENTS OF ENGAGEMENT CULTURE
November 7, 2014 24
1Alignment of business strategy
and engagement strategy
2An organizational philosophy that
emphasizes a core purpose
3Formal programs and policies that
drive the engagement agenda
4Open, proactive, leader-driven
communication about engagement
5A workplace and organizational
structure that promotes collaboration
6A regular cadence for assessment
and follow-up
7Leaders who are expected and
empowered to build engagement
8Demonstration of the business
impact of engagement
The Genetic Code of
Highly Engaging Cultures:
Eight Elements
Employee
Engage-
ment
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTWHAT NOW
November 7, 2014 25
82%of executives said that they
have an engagement
strategy in place
of executives already
focus on engagement for
more than five years
of executives (only!) link
performance and results
to engagement
of executives indicated that
one to three people were
dedicated to engagement
on a full-time basis
52%
49% 29%
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTDRIVERS OF ENGAGEMENT
November 7, 2014 26
Trust and
integrity
Nature of
the job
Indiv. &
company
perfor-
mance
Career
growth
oppor-
tunities
Pride
about the
company
Coworkers
/team
members
Employee
develop-
ment
Personal
relation-
ships
Pay
fairness
Personal
influence
Well-being
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTEMPLOYEE SEGMENTATION
November 7, 2014 27Source: PwC. Managing people in a changing world. Key trends in human capital, a global
perspective, 2010; TCB. Managing the Total Workforce. Bringing Contingent Labor …, 2013.
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTBUSINESS IMPACT
November 7, 2014 28
Below Average Average Engaged Highly Engaged
► Relationship between
engagement and critical
business outcomes is not
understood
► Track record of ignoring
engagement data and
employee feedback
► Relationship between
engagement and critical
business outcomes is
assumed
► Inconsistent track record
of learning and creating
change based on
engagement data and
employee feedback
► Relationship between
engagement and critical
business outcomes is
explored on a regular
basis
► Organization has a track
record of learning and
creating change based
on engagement data and
employee feedback
► Organization has a track
record of improving
performance and driving
business results based
on engagement data and
employee feedback
November 6-7, 2014
Zurich
EMPLOYEE ENGAGEMENTCORE STATEMENTS
When these four „conditions“ are in place, engagement becomes a way of life:
►Senior leadership actively sponsors employee engagement initiatives.
► It is action and follow-up that comes out of the survey process that matters.
► It is an ongoing business process that is owned by the line.
►Engaged employees have a „shared belief“
November 7, 2014 29
November 6-7, 2014
Zurich
CONVENTIONS 2015MOTTO: „ANALYTICS MEETS EXECUTION“
Talent Relationship Management: May 21
Human Capital Analytics: October 15
Talent Relationship Management : June 11
Human Capital Analytics : October 29
Talent Relationship Management : June 25-26
Human Capital Analytics : November 5
November 7, 2014 30
YOUR CONTACT PERSON
► President and CEO at STRIMgroup AG in Zurich http://www.strimgroup.com
► Senior Fellow Human Capital at The Conference Board in New York http://www.conference-board.org
► Associate Professor at HTWG Constance / LCBS – MBA in Human Capital Management http://www.lcbs.htwg-konstanz.de
► Selected professional positions:
► Global Head of HR Analytics at Deutsche Bank AG, and
► Senior Manager hrs at PricewaterhouseCoopers AG.
845 Third Avenue
New York, NY 10022-6600
Phone: +49 (0)172 7590 688
volker.mayer@conference-board.org
Gütschstrasse 22
CH-8122 Binz (Zurich)
Phone: +41 (0)43 366 05 58
volker.mayer@strimgroup.com
12November 7, 2014
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