Employee Engagement: Inspiration or Perspiration?

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Employee Engagement Inspiration or Perspiration?
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A light bulb moment

• Genius is one percent
• inspiration, ninety-nine
• percent perspiration.
• Thomas Edison

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Thomas Edison also said

• Many of life's failures are
  people who did
  not realize
  how close they were to
  
  success when they
  
  gave up.
• Thomas Edison

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The rule of David Tong

• Achieving an engaged workforce is
• 20 percent inspiration
• 30 percent collaboration
• 50 percent perspiration

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A closer look at engagement and how we measure it
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The virtuous cycle of engagement
Engagement is The extent to which employees
are motivated to contribute to organisational
success and are willing to apply discretionary
effort to accomplish tasks important to the
achievement of organizational goals.
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Engagement is measured with Employee Surveys
What do surveys measure? What do we use the information for?
The level of engagement in the workforce To understand employee sentiment
How engagement varies across departments, countries, job levels, demographic groups etc. To identify best practices and hot spots
What issues underpin engagement To set priorities to guide decisions and organisational change
Views and opinions on management practices and other issues To open a dialogue with employees to create engagement and focus on areas of most concern
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50 Perspiration A case study
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Maersk Group overview

Companies of particular strategic importance

• Operate mainly in the transport and energy
  industries
• Approx. 89,000 employees
• 2014 revenue USD 47 billion

Strategic investments
Transport Maersk Line APM Terminals APM Shipping
Services
Energy Maersk Oil Maersk Drilling
Maersk Container Industry Höegh Autoliners
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Time honoured values
Constant Care
Humbleness
Uprightness
Our Employees
Our Name
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Employee engagement trend
A 10 year journey of progress Maersk Group has now reached the top quartile benchmark for engagement for the first time since 2012 The increase in engagement is mainly caused by an increase among blue-collar, seafarer and offshore employees
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Strengths and concerns
Employees perception of how Maersk Group upholds its values has improved by 4 points in 2015 and is a significant contributor to the higher engagement level Other strengths are survey follow-up and clarity of strategy Only two questions have less positive results compared to 2014 and both are below the external benchmark
Strengths Diff to 2014 Diff to External Top 25
Company upholds the Maersk values 4 --
Confident that action will be taken as a result of survey 2 8
Clear understanding of my companys strategy 0 3

Concerns
My job allows me a healthy work-life balance -3 -2
My job makes good use of my abilities -1 -3
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A program to build long-term capability

• Recorded training modules
• Available for HR Business partners and line
  managers

Open QA surgeries to take questions and
discuss solutions
HR Business partners are challenged to Know your
Managers - providing the support where it is
needed most
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Manage the tail support for managers
High
Low
Engagement Level
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8 ways HR can help managers start to take action
Know your manager
Prioritise to focus effort
Communicate results first
Begin with quick wins
Deep-dive on complexity
Help them get in front of their team
Delegate to share the load
Be creative make it personal
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Not just a program get engagement into the
culture
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Lessons from the Maersk Group

• Stick at it engagement is a long-term game
• Strong leadership upholding values and
  clarifying strategy and direction
• Build capability invest in your long-term
  programme through HRBPs and Line Managers
• Manage the tail focus support where it will
  deliver
• HR - know your managers
• Managers make engagement personal for your team

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30 Collaboration
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Four collaborative steps to turn data into action
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Understand your results
Conduct feedback meetings
Develop action plans
Follow up and manage
Discuss with trusted colleagues
Transparent sharing of results Discuss
implications
Delegated teamwork Using collaborative
technology Deep-dive on complex issues
Communicate progress
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What happens when you do not follow these steps?
Engagement falls if people think you will do
nothing
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Collaboration through Connections is Changing the
Way we Work
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20 Inspiration
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Back to Thomas Edison

• Negative results are just what I want. Theyre
  just as valuable to me as positive results.
• Thomas Edison

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FMCG company attends to subtle messages

• Situation
• Global FMCG company with a long-standing emphasis
  on creativity and entrepreneurship was moving
  away from private ownership via share offering
• New performance-based psychological contract
  more centralised, market-disciplined, measured
• Survey showed confidence in leadership, but a 2
  decline in perceptions of innovation this was
  treated as a red flag

• Response
• They did not ignore this signal
• Deep-dive on innovation where are concerns
  concentrated?
• Consultation on obstacles to innovation
• Crowdsourcing initiative launched - in specific
  categories
• Communication of innovation as key response to
  survey a commitment to traditional company
  value of entrepreneurship

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Inspiration from social listening
Five products presented in a Social Listening
dashboard that provides more in-depth and regular
insights about your organisation
IBMs Employee Listening platform
Daily pulse
Social pulse
JAMS
Mini pulse
Social analytics
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Case Study Leo Burnett Worldwide

• Questions about HumanKind added to the Leo
  Burnett Worldwide employee survey
• These questions reinforced the importance of the
  initiative, and
• Generated measures of impact, giving managers a
  data point to move forward from

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Leo Burnett Inspiring by Making a Difference
Offices fostering an innovative and challenging
environment are 2.2 x more likely to meet margin
goals
Perceptions of HumanKind emerged as the best
predictor of Best Agency score judged on
financial and creative metrics

• Turnover rates 8.2 lower in offices with highest
  engagement levels

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Lessons helping you build better engagement
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The lessons for your engagement program

• Stick at it engagement is a long game
• Gain leadership buy-in
• To engage your teams first engage your managers
• To engage your managers make them accountable
  and give them the tools and support to do the job
• Understand the issues find out what is driving
  engagement
• Focus your efforts on priority issues and
  priority populations
• Bring an engaging style into your daily work
• Get inspiration from collaboration with
  colleagues
• Pay attention to the details do not ignore
  subtle messages in the data
• Inspire others by making an impact

Perspiration
Collaboration and Inspiration