Post on 17-Jul-2020
5/2/18
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A Modern Framework for Building an Engaging Culture David Sturt, Executive Vice President, O.C. Tanner
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Cultureispowerful.Culture is powerful.
How do you improve a company’s culture?
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Global Culture Study - August, 2017
Analysis of 40 engagement and culture models & studies
Created a culture assessment hypothesis
Qualitative focus group testing in 6 countries
Quantitative survey research on 6 continents, in 12 countries 9,600 people
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Collaboration with professors at Harvard Business School, and Y2 Research firm
Talent Magnets
O.C. TANNER INSTITUTE
Purpose
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“I think seeing the company vision…and where your job fits into that vision, and how you can help achieve that, that’s really important to me. What journey are we going on?” – Focus group attendee in London, England
O.C. TANNER INSTITUTE
Image courtesy of FastCompany
Ajay Kaul, CEO, Jubilant FoodWorks, India
“We bring happiness to your household.”
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1,000 former employees volunteered
Opportunity
“There should always be some learning. Help me grow. I need to be challenged. I personally don’t like routine, so challenging work is critical. It shows that the company is helping you grow. Willing to invest in you.” – Focus Group Attendee in Toronto, Canada
O.C. TANNER INSTITUTE
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Opportunity Research Findings
• 59% of employees believe there is a ceiling of advancement for them within their current organization
• Nearly half of employees believe their skills are underutilized in their current role • More than 1 in 3 employees are ‘often’ bored with their work responsibilities • Only 55% of employees agree that they regularly learn new, valuable things in their
current role • 44% of employees feel stagnant or stuck in their current role • Only 51% of employees feel like they work on projects that are visible across the
organization • Under half of employees say they help influence important decisions at work
O.C. TANNER INSTITUTE
Case Study
Leadership
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“I’d like mentorship – somebody who is going to help guide me through murky waters of corporate or business life. Somebody who will give me honest feedback about what steps to take on a project, a new opportunity, or a tricky situation. Some guidance and leadership, not just a boss.”
– Focus group attendee in Toronto, Canada
O.C. TANNER INSTITUTE
Leadership Research Findings
• More than 1 in 4 employees do not trust their direct manager • 35% of employees do not trust senior leaders at their organization • Only 56% of employees say their manager knows how to share responsibility with them
and their team members • About half of employees say their direct manager motivates them to do their best work • 31% of employees do not trust their direct manager to stand up for them or have their
back • Only 42% of employees say their direct manager causes them to focus outside
themselves and make them part of something bigger • Almost 1 in 3 employees say their direct manager doesn’t know people on their team as
individuals and that they are all just workers to him/her • 31% of employees say their direct manager often takes credit for their work or ideas • Only 57% of employee have a relationship with their direct manager that makes it easy
to go to them with questions or concerns
O.C. TANNER INSTITUTE
Wellbeing
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“I work hard for my company because I know the company cares about us. We have flexibility and we don’t abuse it.”
- Focus group attendee in Singapore
O.C. TANNER INSTITUTE
56% 65% 66%
72% 73% 76% 75% 79% 82% 85% 80%
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How would you rate your work output over the past month as a percentage of your maximum potential output?
Employees’ work output as a percent of their maximum potential increases as much as 52% with higher levels of wellbeing.
Wellbeing
Wor
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utpu
t
Wellbeing Influences Work Output
O.C. TANNER INSTITUTE
Success
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Success Research Findings
• Only 45% say working for their organization is like playing for a winning team • Fewer than half of employees feel like their organization is the best in their industry • 42% of employee believe it goes unnoticed when they reach a goal • 1 in 5 employees say they do not do their best work because no one else in the
organization does • Only 55% of employees say their organization has a reputation for being a good
employer whose people do great work • 22% of employees say their organization rarely sets goals
O.C. TANNER INSTITUTE
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great work
good work
O.C. TANNER INSTITUTE
O.C. TANNER INSTITUTE
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O.C. TANNER INSTITUTE
O.C. TANNER INSTITUTE
Appreciation
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“It feels good when your leaders are observant. It’s not like you’re looking for acknowledgement, but it’s good to be noticed and appreciated for a job well done.” –Focus group attendee in Sydney, Australia
O.C. TANNER INSTITUTE
Appreciation Research Findings
• Only 43% of employees think their organization rewards high performing employees
• 1 in 3 employees feel like they don’t receive enough acknowledgement from their team members
• 36% of employees rarely observe others giving each other recognition when great work is done
• More than 1 in 3 employees say the recognition they receive feels like an empty gesture that isn’t meaningful to them
• Only 51% of employees say the recognition they receive is authentic and sincere
O.C. TANNER INSTITUTE
Recognition Increases Engagement
Weakrecogni,on
Strongrecogni,on
ASIA
77%highlyengaged
Weakrecogni,on
Strongrecogni,on
LATINAMERICA
55%highlyengaged
87%highlyengaged
Weakrecogni,on
Strongrecogni,on
30%highlyengaged
80%highlyengaged
US/CANADA
Weakrecogni,on
Strongrecogni,on
17%highlyengaged
70%highlyengaged
EUROPE
Inallregionsoftheworldweseethesameuniversaltrend,employeeengagementlevelsincreasewhenrecogniEonpracEcesareviewedasstrongcomparedtoweak.
14%highlyengaged
O.C.TANNERINSTITUTEEFFECTOFEMPLOYEERECOGNITIONONEMPLOYEEENGAGEMENT,2013
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Engaged…in what?
O.C. TANNER INSTITUTE
ImagecourtesyofVirginTrainsCase Study
Screw average.Create amazing.
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BrandIngredients
TableStakes
BrandIngredients
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APPRECIATE NOW
O.C. TANNER INSTITUTE
• Written for managers • Insights from a decade
of research studies • Role of a leader • Why appreciation works • How to recognize
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Talent Magnets
O.C. TANNER INSTITUTE GLOBAL CULTURE SURVEY, 2017
Talent Magnets
O.C. TANNER INSTITUTE
• Leadership • Wellbeing • Appreciation
38% less likely to have employees looking to leave.
Retention
O.C. TANNER INSTITUTE
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Culture is Powerful.