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#WMWorkLife
#WMWorkLife
Emcee:
Kathie Lingle, World at Work’s Alliance for Work-Life
Progress
Presenters:
Betty Kiss, Marriott International
Maryella Gockel, EY
Dana Keefer, Dell
Case Studies: Economic Realities of a Revolution
Working Mother Media Work Life Congress
October 23, 2013
Moderator: Kathie Lingle / Executive Director / WorldatWork's
Alliance for Work-Life Progress
Presenters:
► Betsy Kiss / Senior Director, Workplace Strategies / Marriott
International
► Maryella Gockel / Flexibility Strategy Leader / EY
► Dana Keefer / VP of Global Talent Management and Diversity /
Dell
Alliance for Work-Life Progress
Kathie Lingle – Executive Director
Framing the Work-Life Business Case
Categories Metric
Financial • Reduce regretted turnover rate
• Increase shareholder value
• Increase sales
• Provide reasonable return on investment (ROI)
Operations • Increase productivity
• Increase efficiency
• Reduce (specific) costs
Customers • Improve customer satisfaction
• Retain the best (most profitable) customers
Employees • Recruit and retain the best talent
• Improve employee engagement
Society • Advance progress on a pressing societal need
• Provide stewardship for the environment
Source: BC CW&F Executive Briefing Series, Building the Business Case for Work-Life Programs
Ten Things We Know About Our Contribution
1. Being an “employer of choice” pays
Companies on the Fortune list have higher stock
values
2. Employee attitude translates into profit
Hourly workers have an especially profound
impact
More of What We Know
3. Specific people practices (including work-life)
contribute to the creation of shareholder value
4. Participation in multiple work-life programs produces
more benefit than one-offs
5. Respect is the most fundamental need
Actualizing it in the workplace yields a variety of
measurable benefits
Wait, There’s More!
6. “Quality of Life” practices impact commitment
7. Working less can actually yield measurably better
organizational results
8. What happens at work doesn’t stay there
9. There is a link between workplace culture and
employee health
Biometrics Open A New Frontier
10. The impact of interactions at work can now be
measured in units of cortisol (a stress hormone,
detected in saliva)
The Work-Life Bottom Line
Employers have control over the work environment and
how people are treated
THUS
Work-life is a strategy under direct management in any
organization
Marriott International
Betsy Kiss - Senior Director, Workplace Strategies
Marriott International
• Leading lodging company based in Bethesda, Maryland, with more than 3,800 properties in 72 countries and territories
• Revenues of nearly $12 billion FY2012.
• Company operates and franchises hotels and licenses vacation ownership resorts under 18 brands
• Consistently recognized as a top employer and for superior business operations, conducted based on five core values:
• put people first
• pursue excellence
• embrace change
• act with integrity
• serve our world
Marriott International
• Wellness program example – stress
management series
• Established in response to anecdotal evidence
and research on negative impact of stress on
productivity and well-being
• 6-month series including seminars on
meditation, deep breathing, weight control,
and lifestyle changes
• Over 500 success stories!
Marriott International
• Partnership with EAP vendor
• Top 10 issues drive content
• Developed 10-language poster
based on low utilization of
language line
• Overall ROI for EAP usage in 2012
$2.60 for every $1 invested
• Medical costs
• Productivity +
• Absenteeism
• Turnover
Marriott International • PUT PEOPLE FIRST: High engagement, low
turnover
• Why we do what we do…letter from Lauren
EY
Maryella Gockel- Flexibility Strategy Leader
Flexibility at EY Working Mother Work Life Congress October 23, 2013
Page 19
Who is EY?
19
Americas People: 54,000 Revenue: $10.8b
EMEIA People: 84,000 Revenue: $10.9b
Asia-Pacific People: 30,000 Revenue: $2.9b
Japan People: 6,900
Revenue: $1.2b
150 countries
175k people
$25.8b revenue
Page 20
My personal journey with flexibility
► I have the flexibility I need to meet my personal and professional goals. ► My manager enables flexibility when and where people work.
2001
2013
1988 1980
Page 21
In regions where managers are invested in flexibility and well-being, we see lower voluntary turnover among top performers
Page 22
All generations and genders need flexibility
► Gen X said they would be more likely to walk away from their current job in the absence of day-to-day flexibility (38% vs. 33% of Gen Y and 25% of boomers).
► Gen X men (40%) were most likely to leave if flexibility was not offered, followed by Gen X women (37%), Gen Y men (36%) and Gen Y women (30%).
Source: Younger managers rise in the ranks EY study on generational shifts in the US workplace 2013
Page 23
Taking vacations improves retention and performance
► Vacation is a positive predictor of performance in the US and Canada, with more vacation hours taken in a prior year being reflective of higher performance the following year.
► Across nearly all countries in the Americas, vacation hours taken had a positive correlation with length of service.
23
Page 24
The chicken or the egg?
Those with childcare responsibilities have higher engagement than those without.
All +7
Partner +4
Senior Manager +5
Manager +5
Senior +6
Staff +4
Page 26
15 years on the FORTUNE 100 Best Companies to Work For® list and …
Page 27
EY | Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com. Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US. © 2013 Ernst & Young LLP. All Rights Reserved. www.ey.com
Dana Z. Keefer - VP of Global Talent
Management & Diversity
Dell
OverviewConnected Workplace (CW) Impact Study
► Background & study objective
► Demographics
► Findings & key takeaways
What is Connected Workplace (CW)? A strategic business initiative that creates a highly
mobile, collaborative & agile work environment.
As part of our People Strategy, Connected Workplace
encourages team members to find new ways to work
that drive business results while leveraging technology
to build enduring relationships with our customers &
teams across the globe.
CW avoids an estimated 13 million kWh of energy,
6,785 metric tons of greenhouse gas emissions (as
CO2e) & more than $14 million in annualized
expenses.
Mobile Team Member – Team members who perform job responsibilities up to several days of a work week at a site other than a primary office location – could
be home or anywhere.
Remote Team Member - Team members who perform responsibilities exclusively from a home, customer, or anywhere location.
Resident (In-scope/Out-of-scope) Team Member - Team members who perform responsibilities exclusively from a location inside of a Dell
facilities/locations.
We provide flexible work solutions that best support our various jobs types, our business & personal choice/style
Dell Global (2013)
HR Metrics
• Performance • Succession • Attrition • Promotion
Growth, Development & Engagement
• Career development plans • ERG participation • Connected Learning • Internal job movement
• Tell Dell survey
Productivity
• Customer NPS • Customer NSS • Sales Attainment
Connected Workplace Study Highlights
• Highest participation among Corporate & Commercial with 30-50% remote or mobile
• Equal participation in CW among males & females
• More tenured (5+ years) team members are likely to participate in CW
• IC Professional & IC Sr. Professional are more likely to participate in CW
• US & Canada have highest remote & mobile team members
*Study sample includes only US and Canada data, CW sign-up on or before Dec 2011, hired on or before Dec 2011.
Stu
dy S
am
ple
Remote Mobile Res In Scope Res Out of Scope
CL_no CL_yes
Example: There is no statistically significant difference among the
four groups when it comes to Connected Learning courses
taken
Summary findings
Lorem ipsum
Developing Inspiring
Leaders
Team Member Engagement – Tell Dell
Listening & Sharing
Championing Team Members
Employer of Choice
• Equal perceptions of career goals being met among the 4
groups
• Remote & mobile (4 days a week) more likely to stay & more
confident about Dell’s future
• Remote & mobile (4 days a week) team members have
higher scores on Great Place to Work & Product & Services
Net Promoter Score
• Mobile team members significantly higher in work-life
flexibility and feel more encouraged to take risks and come
up with new ideas
• No difference in perceptions of meritocracy between
groups
• Mobile & remote are significantly below others in getting
cooperation & perceptions of work process & procedures.
• Great leadership support for mobile & remote
team members (higher than residents)
• Mobile & remote team members feel their
leaders celebrate their accomplishments more
than residents do
• Mobile & remote feel equally connected with others
and think changes are communicated well
Continue to offer
Connected Workplace &
Encourage team members
to participate without
concerns for ‘face time’
Significant amount of seat
cost savings
Overall, no pattern of
disadvantage in being a
CW team member or
advantage in being a
resident
.
Key Take-aways
#WMWorkLife
