ENGAGING EMPLOYEES ACROSS GENERATIONS ASTD ICE 2014 Tuesday, May 7, SESSION TU110 THE By Using...
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Transcript of ENGAGING EMPLOYEES ACROSS GENERATIONS ASTD ICE 2014 Tuesday, May 7, SESSION TU110 THE By Using...
ENGAGING EMPLOYEES ACROSS
GENERATIONS
ASTD ICE 2014Tuesday, May 7, SESSION TU110
TH
E
By Using Social & Informal Learning
Halelly Azulay
[ @HalellyAzulay on Twitter ][email protected]
Halelly works with organizations such as PricewaterhouseCoopers, Booz Allen Hamilton, the World Bank, the Food and Drug Administration, Office of Naval Research, Deluxe Corp., FINRA (formerly NASD), and the University of Maryland among others. Halelly is a sought after speaker at conferences and meetings for various organizations such as ASTD International Conference, GMAC, GAMA International, the Human Resource Leadership Forum, the International Coaches Federation, The Training Officers' Conference, and the ASTD Leadership Conference. She is a contributing author of numerous books, articles, and blogs. Halelly is an active leader in her professional community. She serves on three key volunteer committees for ASTD, the world's largest professional association in the Training & Development profession: Member of the 2014 ASTD International Conference & Expo Program Advisory Committee (ICE PAC), Chairman of the 2014 ASTD Chapter Leaders Conference PAC, and member of the prestigious National Advisors for Chapters (NAC). She is Past President of the Board of Directors of the award-winning Metro DC chapter of ASTD where she served in various Board leadership roles for over six years. Learn more about Halelly and her company at www.talentgrow.com.
About Halelly AzulayHalelly Azulay is a consultant, facilitator, speaker and author with over 20 years of professional experience in workplace learning and communication. She is the author of Employee Development on a Shoestring, a book providing managers and supervisors hands-on tools and techniques for developing employees outside the classroom. Halelly is the president of TalentGrow LLC, a consulting company specializing in leadership, communication skills, teambuilding, facilitation, coaching, and emotional intelligence with all organizational levels including C-level leaders, frontline managers and individual contributors. She is a sought after, dynamic, and engaging speaker at conferences and meetings.
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Learning Objectives■ Define Employee Engagement and quantify its value■ Examine current resource limitations and discover
the untapped potential of existing resources for employee engagement, development and knowledge management
■ Describe ways to leverage social and informal learning to engage and develop multiple generations of employees in the current workplace reality
■ Develop implementation ideas and strategies for new ways to engage and develop employees in your workplace while creating lasting knowledge assets for organizational improvement
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Engagement is a state of being
passionate, connected, motivated,
and willing to give one’s
DISCRETIONARY
EFFORTS to benefit him or herself, the work group, and the
organization at large.© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Defi nition
Defi nition
What are the Alternatives?
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved. Photo by Flickr User DieselDemon
Engaged
Non-Engaged
Actively disengaged
Sustainable EngagementPhoto by Flickr User JS North© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Engaged Enabled Energized
Employee Engagement
Service Customer Satisfaction
Customer Loyalty Growth
Retention ProductivityProfit
The Engagement-Profi t Chain
Source: Kevin Kruse, Why Employee Engagement?© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Facts & Stats
Photo by Flickr User James Cridland© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Facts & Stats
Photo by Flickr User James Cridland© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
_____ % Highly Engaged (high on all three aspects of sustainable engagement)
_____ % Unsupported (traditionally engaged but lack enablement and/or energy)
_____ % Detached (feel enabled +/or energized, but lack traditional engagement)
_____ % Disengaged (scored low on all three aspects of sustainable engagement)
Source: Towers Watson 2012 Global Workforce Study
Facts & Stats
Photo by Flickr User James Cridland© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Firms highest in engagement boast22% HIGHER PROFITABILITY21% HIGHER PRODUCTIVITY10% HIGHER CUSTOMER ENGAGEMENT37% LOWER ABSENTEEISM65% LOWER TURNOVER41% FEWER DEFECTS
Source: Gallup’s 2013 State of the American Workplace
Facts & Stats
Photo by Flickr User James Cridland© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Average One-Year Operati ng Margin
Companies with low engagement scores <10%
Companies with high traditional engagement scores 14%
Companies with highest “sustainable engagement” scores 27%Source: Towers Watson 2012 Global Workforce Study
Photo by Flickr User JS North© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Sustainable EngagementEnergizedEnabled(traditional)
EngagedSustainable Engagement
Engagement Drivers
Leadership – consistency, trust, confidence Positive relationship with peers Energy balance – stress, workload, flexibility Clear goals, objectives, roles Opportunity to use strengths (unique skills & talents) Manager/supervisor – supportive, caring, fair & consistent Recognition and reward for excellence Organization’s image – honesty, integrity, ethical Personal ownership and self-direction
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Engagement Drivers
Leadership – consistency, trust, confidence Positive relationship with peers Energy balance – stress, workload, flexibility Clear goals, objectives, roles Opportunity to use strengths (unique skills & talents) Manager/supervisor – supportive, caring, fair & consistent
Recognition and reward for excellence Organization’s image – honesty, integrity, ethical Personal ownership and self-direction
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Generati on Gaps in Engagement
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Millennials & Traditionalists
Gen Xers & Baby Boomers>
Millennials are most likely to leave
on-the-job experience
70%
relation-ships &
feedback20%
formal training10%
The 70-20-10 Devel-opment Rule
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Sharing tacit knowledge, informally…
• Digital Storytelling
• Social Learning
• Mentoring
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© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
digital storytelling…the creation of
video- and audio-based
social learning content.
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
social learning…a general name given to
multiple collaborative online tools for sharing knowledge, building relationships, and
interacting with content and with other members of the
online community.
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Social Learning Tools• wikis• discussion boards• blogs• video uploading
platforms• podcasts
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
mentoring…learning by
mentoring or by being mentored.
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.Photo by IntelFreePress via Flickr Creative Commons
How can these tools be used to
engage employees
across generation
s?
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
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Cre
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•Sharing info•Connections•Access to experts•Onboarding•SME knowledge management
•Market intel•Performance improvement
•Team development
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Benefits to the Learnerand the Organization
Photo by Neal via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Benefits to the Learner• Creativity and new
thinking about business issues and challenges
• Increased job satisfaction• Higher engagement• Skill and knowledge
development• Career development• Positive attitude toward
learning, which leads to learning more efficiently
• Credible information and advice (peer-judged by other users)
• Just-in-time, fast, and targeted learning opportunities
• Sense of ownership of learning process
• Wide access to the full organizational
Photo by Neal via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Benefits to the Organization• Performance
improvement and support
• Reduced learning costs and increased efficiencies
• Reduced errors• Improved organizational
performance• Improved onboarding
process• Improved relevance and
accuracy of documentation
• Knowledge management• Improved launch of new
services or organizational initiatives
• Performance support for the organization’s client-facing workforce
• Increased collaboration• Continuous learning
culture. • Improved cohesion of
disparate workforce
Photo by Neal via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
1. What can you do immediately to increase sustainable engagement?
2. How can you leverage informal and social learning to build bridges across the generations at your organization?
3. What will be the biggest ‘bang-for-the-buck’ benefits for your organization from these efforts?
Photo by woodleywonderworks via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
Questions?
Photo by Marco Bellucci via Flickr
© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.
. com
Employee Development on a Shoestringgives managers the tools to grow their team members into engaged, highly-skilled employees, outside the classroom and ‘outside the box’, within an efficient, cost-effective framework.
Buy it at the Conference Bookstore!or online at astd.org/Shoestringand bit.ly/EmpDevShoestring
“Whether you are a supervisor looking for…developmental ideas or a trainer seeking ways to stretch your company’s training and development budget, this book delivers.”
from the foreword by “The Trainer’s Trainer,” Elaine Biechauthor of The Business of Consulting and dozens of other books
“Halelly Azulay gets the importance of keeping employees up to speed in a constantly changing workplace, and doing so in ways that are respectful of their individuality and your company's values.”
Daniel H. Pinkbest-selling author of To Sell Is Human, A Whole New Mind and
Drive
“Halelly Azulay has written a book that will help supervisors and professionals develop their staff within the limits that most organizations now face–time and budget!”
Marshall Goldsmithmillion-selling author of New York Times bestsellers,
Mojo and What Got You Here Won’t Get You There
in fo@ta lentgrow.com
Thank you!
Good luck!
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