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SHRM Thought Leaders Retreat
October 2006Presented by:
William A. SchiemannCEO, Metrus Group
Title
Desired Learning – Measuring Engagement
• “Tools for measuring engagement and for impacting the drivers”
• “Actual metrics used by successful companies”
Desired Learning: Linkage
• “Effective ways to link engagement to manager performance”
• “Metrics that demonstrate the link between engagement and business results”
• “How to be able to use (metrics) within a scorecard that is used by company executives”
Desired Learning: Building Buy-In
• “Prevent engagement from becoming the “flavor of the month””
• “Engage those who have not bought into the concept of engagement”
• “Connect managers with their responsibilities for employee engagement”
Desired Learning: Implementation
• “Rapidly increase and sustain high levels of engagement”
• “Better tapping into the mindset of Gen X and Gen Y”
• “Develop a successful employee engagement strategy”
• “Cost/resources efficient and effective practices”
Pre-Conference Survey
49%
52%
40%
42%
71%
50%
24%
17%
29%
21%
11%
22%
27%
31%
31%
37%
18%
28%
Favorable Neutral Unfavorable
Strategic measures in place for people strategy
Measuring engagement
Measuring employee alignment with strategy
Measuring capabilities to execute strategy
Engagement a key metric on Corporate Scorecard
Engagement linked to business outcomes
The Power of Measures
Engagement linked to business outcomes
Senior leadership is convinced of the value of engagement
Over the last three years Employee Engagement at our
organization has increased
0% 20% 40% 60% 80% 100%
Strategic measures in place for People Strategy
Strategic measures NOT in place
Who Gets Funded?
Have a clear People Strategy
Measuring employee alignment with strategy
Engagement linked to business outcomes
Engagement a key metric on Corporate Scorecard
0% 20% 40% 60% 80% 100%
HR Gets Fair Share of Budget
HR Gets Less Than Fair Share
What Differentiates Companies Where Engagement Is Growing?
Have a clear People Strategy
Measures in place for People Strategy
Linked to business outcomes
Leadership convinced of value
Engagement on Corporate Scorecard
0% 20% 40% 60% 80% 100%
Engagement increased significantly in past year
Engagement flat or decreasing
Typical Low People Equity Profiles
0
25
50
75
100
3 mo 6 mo 1 yr 2 yr 3 yr
Alignment Capabilities Engagement
Typical High People Equity Profiles
0
25
50
75
100
3 mo 6 mo 1 yr 2 yr 3 yr
Alignment Capabilities Engagement
Biggest Barriers to Improving Engagement
• Culture/attitudes - 24%
• Understanding - 22%
• Measurement - 20%
• Resources - 14%
• Leadership - 14%
• Other - 6%
Barriers
• Culture/Attitudes“As the workforce changes, old methods of connecting and engaging aren’t as effective”
• Understanding“Helping managers understand they play a key role in employee engagement & retention”
• Measurement“Reliance on financial measures over true people engagement measures”
• Resources“Time to do it right”
• Leadership“Lack of a clear corporate strategy”
“Selling” Engagement
• Linkage to Business Outcomes
– “Grab them by their P&L's and their hearts and minds will follow”
– “We had a compelling reason to change. Our financials and customer service were horrible.”
– “ROI”
– “Demonstrating the link to business strategies and identifying the right metrics”
– “Organizational survey results reflected employee engagement as a primary driver of intent to stay”
– “Linkage to guest satisfaction and financial performance”
– “Human capital as an asset not an expense”
People Equity
AAlignmentAre we going in the same direction?
CCapabilitiesDo we have what we need to succeed?
EEngagementAre we committed?