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![Page 1: Full-Spectrum Consciousness Service Making a Difference Internal Cohesion Survival Relationships Self-esteem Transformation Long-term Viability Making.](https://reader033.fdocuments.net/reader033/viewer/2022051314/5513c40255034674748b46b2/html5/thumbnails/1.jpg)
Synergy of a Strategic Alliance –CTT and Hewitt Surveys in Partnership
March 2007
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Full-Spectrum Consciousness
Service
Making a Difference
Internal Cohesion
Survival
Relationships
Self-esteem
Transformation
Long-term Viability
Making a Difference
Shared Vision
Continuous Improvement
Best Practices
Customer Satisfaction
Financial Stability
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Medi-health (1045)
February 2007Cultural Transformation ToolsValues Assessment
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganisationalBlue = PV & DC match S = Societal
1. cost reduction (460) 2. customer satisfaction (430) 3. favouritism (310) (L)4. information hiding (286) (L)5. profit (282) 6. productivity (273) 7. uncertainty (253) (L)8. continuous improvement (224) 9. adaptable to change (223) 10. mistrust (211) (L)
PL = 9-1IROS (P) = 1-4-4-0IROS (L) = 0-0-1-0
2 Matches
1. employee recognition (496) 2. customer satisfaction (394) 3. job security (374) (L)4. employee fulfilment (364) 5. open communication (358) 6. information sharing (331) 7. commitment (312) 8. accountability (306) 9. leadership development (286) 10. being the best (262)
PL = 10-0IRS (P) = 6-4-0IRS (L) = 0-0-0
1 Match
1. commitment (490) 2. honesty (474) 3. accountability (433) 4. adaptable to change (326) 5. reliability (312) 6. caring (304) 7. loyalty (291) 8. responsibility (275) 9. efficiency (247) 10. self-discipline (222)
PL = 6-4IROS (P) = 1-0-5-0IROS (L) = 1-3-0-0
1 Match
Personal Values Current Culture Values Desired Culture Values
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Medi-health (1045)
3%
1%
0%
3%
14%
20%
26%
4%
6%
24%
0% 20% 40%
1
2
3
4
5
6
7
7%
13%
13%14%
17%
7%
6%
5%
7%
10%
0% 20% 40%
1
2
3
4
5
6
7
4%
0%
1%
6%
15%
13%
24%
20%
12%
5%
0% 20% 40%
1
2
3
4
5
6
7
Personal Values Current Culture Values Desired Culture Values
CTS = 36-24-40 CTS = 18-17-65 CTS = 37-24-39
February 2007Cultural Transformation Tools
C
T
S1
2
3
4
5
6
7
Values Distribution
Entropy = 4% Entropy = 33% Entropy = 5%
C = Common Good T = Transformation S = Self-interest
Positive Values
Potentially Limiting
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3%
14%
20%
24%
26%
4%
6%
10%
7%
14%
17%
7%6%
5%6%
15%
13%
24%
20%
12%
5%
0%
5%
10%
15%
20%
25%
30%
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Personal Current Culture Desired Culture
Medi-health (1045)
February 2007Cultural Transformation Tools Positive Values
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NRG (566)
February 2007Cultural Transformation ToolsValues Assessment
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal
1. results orientation (219) 2. bureaucracy (211) (L)3. profit (209) 4. customer satisfaction (179) 5. being the best (177) 6. image (171) (L)7. continuous improvement (158) 8. goals orientation (155) 9. organizational growth (139) 10. achievement (136)
PL = 10-0IROS (P) = 3-3-4-0IROS (L) = 0-0-0-0
3 Matches
1. customer satisfaction (226) 2. reliability (197) 3. continuous improvement (172) 4. employee recognition (172) 5. professionalism (171) 6. clarity (166) 7. quality (164) 8. honesty (156) 9. adaptability (152) 10. open communication (135)
PL = 10-0IRS (P) = 6-4-0IRS (L) = 0-0-0
0 Matches
1. honesty (292) 2. reliability (262) 3. adaptability (198) 4. humor/fun (197) 5. perseverance (191) 6. enthusiasm (173) 7. responsibility (171) 8. listening (157) 9. respect (157) 10. cooperation (155)
PL = 8-2IROS (P) = 1-0-7-0IROS (L) = 0-0-2-0
2 Matches
Personal Values Current Culture Values Desired Culture Values
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NRG (566)
2%
1%
2%
5%
14%
16%
30%
6%
3%
22%
0% 20% 40%
1
2
3
4
5
6
7
5%
4%
13%22%
18%
10%
9%
3%
6%
10%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
1%
6%
13%
20%
22%
22%
10%
5%
0% 20% 40%
1
2
3
4
5
6
7
Personal Values Current Culture Values Desired Culture Values
CTS = 39-22-39 CTS = 22-18-60 CTS = 37-22-41
February 2007Cultural Transformation Tools
C
T
S1
2
3
4
5
6
7
Values Distribution
Entropy = 5% Entropy = 22% Entropy = 2%
C = Common Good T = Transformation S = Self-interest
Positive Values
Potentially Limiting
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5%
14%16%
22%
30%
6%
3%
10%
6%
22%
18%
10%9%
3%
6%
13%
20%22% 22%
10%
5%
0%
5%
10%
15%
20%
25%
30%
35%
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Personal Current Culture Desired Culture
NRG (566)
February 2007Cultural Transformation Tools Positive Values
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Internal Cohesion Consciousness
Cohesion
Connection
Staff Engagement
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Service
Making a Difference
Internal Cohesion
Survival
Relationship
Self-Esteem
Transformation
The significant problems we face
cannot be solved at the same level of thinking
that created them. -Albert Einstein
Level 5 Fulfilment
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Internal Cohesion Consciousness
Internal Cohesion
Survival
Relationship
Self-Esteem
Transformation
PRIMARY FOCUS: Alignment and authenticity
Co-operation Honesty Shared vision Trust
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Making a Difference Consciousness
Making a Difference
Internal Cohesion
Survival
Relationship
Self-Esteem
Transformation
Dialogue Partnerships Strategic alliances
PRIMARY FOCUS: Collaboration
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CTT and Hewitt Surveysin Partnership
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The Evolution of Engagement
SatisfactionSatisfaction
CommitmentCommitment
EngagementEngagement
Hewitt’s Employee Research Over Time
Po
sitiv
e C
orr
ela
tion
With
Bu
sin
ess
Pe
rfo
rma
nce
Lower
Higher
Time
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• Three key behaviours indicate an engaged employee:
1
SaySay
32
What is Engagement?
StriveStrive
Exert extra effort and engage in work that
contributes to business success
StayStay
Have an intense desire to be a member of the organisation
Consistently speak positively about the organisation to co–workers, potential employees
and customers
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Procedures Policies Processes Communication Brand Alignment
Compensation Pay Benefits Recognition
People Executive Leadership Senior Leadership Immediate Manager Team Members Customer Focus Values
Opportunities Career Opportunities Learning and
Development
Quality of Life Valued and Respected Safety Physical Work Environment Work/Life Balance
Intrinsic Motivation Influence Work Tasks Resources
Work
Engagement
Drivers of Engagement
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The Engaged Employee Adds More Value
Growth in Employee Productivity
$18,600 more market value per
employee
$3,800 more profits per employee
$80,000–120,000 additional revenue
per month
Higher profitabilityHigher customer loyalty
Recruitment costs 55%
lower
Companies With Engaged Employees Report…
Source: Impact of Engaged Employees on Business Outcomes; Ongoing Employee Engagement Research, Hewitt Associates, 2005
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CTT-Hewitt Examples
Two Different Organisations (ABC and WXY)
Two Different Continents
Two Different Industries
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Hewitt “Say – Stay – Strive”
Group 2005
HewittBest
Employers
• Given the opportunity, I tell others great things about working here.
• I would not hesitate to recommend this organisation to a friend seeking employment
• It would take a lot to get me to leave this organisation
• I hardly ever think about leaving this organisation to work somewhere else
• This organisation inspires me to do my best work every day• This organisation motivates me to contribute more than is
normally required to complete my work
78%
83%
77%
69%
76%
71%
57%
74%
72%
57%
38%
33%
SaySay
StriveStrive
StayStay
Please Note: Figures represent percent ‘Agree’ and ‘Strongly Agree’
Group 2006
51%
67%
72%
56%
39%
34%
COMPANY ABC
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Hewitt “Say – Stay – Strive”
Group 2004
HewittBest
EmployersIndustry Services
Benchmark
• Given the opportunity, I tell others great things about working here.
• I would not hesitate to recommend this organisation to a friend seeking employment
• It would take a lot to get me to leave this organisation• I hardly ever think about leaving this organisation to
work somewhere else
• This organisation inspires me to do my best work every day• This organisation motivates me to contribute more than is
normally required to complete my work
52%
64%
53%
45%
51%
48%
80%
87%
77%
68%
77%
75%
61%
67%
51%
51%
67%
60%
SaySay
StriveStrive
StayStay
Please Note: Figures represent percent ‘Agree’ and ‘Strongly Agree’
Group 2006
63%
70%
54%
52%
56%
58%
COMPANY WXY
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Th
rea
t to
E
ng
ag
em
en
t
Op
po
rtu
nity
to
In
cre
ase
E
ng
ag
em
en
t
Managing Performance
Work Processes
Resources
People Practices
Work Tasks
Recognition
Intrinsic Motivation
Career Opportunities
Senior Leadership
Learning and Development
Manager
Organizational Reputation
Work / Life Balance
Physical Work Environment
Pay
Co-workers
Benefits
26%
24%
30%
39%
45%
28%
49%
41%
43%
53%
50%
70%
54%
70%
53%
74%
78%
COMPANY ABC
Hewitt “Impact Model”
53%
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Hewitt “Impact Model”
Th
rea
t to
E
ng
ag
em
en
t
60%
Op
po
rtu
nity
to
In
cre
ase
E
ng
ag
em
en
t
Career Opportunities
Brand Promise
Performance Management
Processes
Recognition
Valuing People
Senior Leader
Resources
Learning & Development
Group Leader
Influence
Communication
Manager
Intrinsic Motivation
Community
Work Activities
Policies
Reward
Customer
Work Life Balance
Corporate Responsibility
Work Environment
Co-workers
Risk Management/ Awareness
Safety
49%
51%
26%
52%
50%
61%
58%
58%
56%
62%
63%
61%
64%
70%
62%
69%
69%
57%
58%
64%
74%
70%
78%
79%
81%
COMPANY WXY
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CTT and Hewitt Surveys COMPANY ABC
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Company ABC (4464)
November 2006Cultural Transformation ToolsValues Assessment
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganisationalBlue = PV & DC match S = Societal
1. bureaucracy (2093) (L)2. safety (2008) 3. accountability (1294) 4. community involvement (1250) 5. meetings (1144) (L)6. confusion (1130) (L)7. continuous improvement (1075) 8. environmental awareness (1070) 9. lack of accountability (1042) (L)10. blame (991) (L)
PL = 10-0IROS (P) = 2-3-5-0IROS (L) = 0-0-0-0
4 Matches
1. accountability (3180) 2. continuous improvement (2221) 3. commitment (1853) 4. employee engagement (1670) 5. employee development (1336) 6. teamwork (1265) 7. efficiency (1242) 8. safety (1185) 9. continuous learning (1163) 10. employee recognition (1095)
PL = 10-0IRS (P) = 6-4-0IRS (L) = 0-0-0
2 Matches
1. accountability (2243) 2. commitment (1793) 3. honesty (1608) 4. balance (home/work) (1442) 5. family (1429) 6. co-operation (1362) 7. adaptability (1210) 8. safety (1170) 9. continuous learning (1145) 10. caring (1136)
PL = 5-5IROS (P) = 1-1-1-2IROS (L) = 0-2-3-0
3 Matches
Personal Values Current Culture Values Desired Culture Values
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Company ABC: Comparison By Level
LEVEL 3 CC/DC Matches
Entropy Engagement Top CC Value Top DC Value
Division A 4 32% 61% Safety Accountability
Division B 3 36% 55% Bureaucracy Accountability
Division C 3 36% 53% Bureaucracy Accountability
Division D 2 40% 45% Bureaucracy Accountability
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Company ABC: Comparison By LevelLEVEL 3 Engagement Entropy PLV’s in CC Top 10
Division A 61% 32%Bureaucracy
Empire building
Meetings
Division B 55% 36%Bureaucracy
Chaos
Confusion
Lack of accountability
Meetings
Division C 53% 38%Blame
Bureaucracy
Confusion
Empire Building
Meetings
Division D
45% 40%Blame
Bureaucracy
Confusion
Empire building
Lack of accountability
Meetings
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Company ABC: Comparison By Level
LEVEL 4 CC/DC Matches
Entropy Engagement Top CC Value Top DC Value
Inspection & Maintenance
6 27% 62% Bureaucracy Accountability
Engineering &
Modifications
2 34% 60% Bureaucracy Accountability
Supply Chain 5 35% 58% Bureaucracy Accountability
QBNO 2 35% 56% Safety Accountability
Programs & Training
3 36% 47% Bureaucracy Accountability
PLEL 2 41% 48% Bureaucracy Accountability
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Engagement vs. Entropy
CTT- Hewitt: COMPANY ABC
0%
10%
20%
30%
40%
50%
60%
70%
0% 20% 40% 60% 80% 100%
Engagement
En
tro
py
Series1
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Commonality of Values Chosen by Unit
PERSONAL
VALUE
RATE OF
OCCURENCE
CURRENT CULTURE
VALUE
RATE OF
OCCURENCE
DESIRED CULTURE
VALUE
RATE OF
OCCURENCE
Accountability 81 Bureaucracy 81 Accountability 84
Honesty 77 Safety 81 Continuous improvement 83
Commitment 74 Accountability 58 Employee engagement 82
Balance (H/W) 63 Meetings 58 Commitment 78
Cooperation 56 Community involvement 53 Employee development 64
Family 52 Teamwork 54
Adaptability 50 Efficiency 53
Safety 52
84 Total Unit categories
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CTT and Hewitt Surveys COMPANY WXY
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Hewitt Engagement and CTT Entropy
8%
12%
18%
19%
12%
13%
11%
16%
11%
61%
46%
44%
60%
56%
63%
48%
60%
66%Division 1
Division 3
Division 7
Division 8
Division 4
Division 5
Division 2
Division 6
Company Overall
CTT Cultural EntropyHewitt Engagement Score
COMPANY WXY
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Hewitt Psychographic Segments—Overview
“I’m committed, know what’s expected and am held accountable for what I do”
“I’m committed, know what’s expected and am held accountable for what I do”
Percent of Hewitt
Best EmployerEmployees
46%79%79%
Enthusiastic Followers Enthusiastic Followers
“I like the organisation and its leaders and know where the organisation is headed, but I feel a lack of control over resources and processes
which affects my work/life balance”
“I like the organisation and its leaders and know where the organisation is headed, but I feel a lack of control over resources and processes
which affects my work/life balance”
61%61%
Passionate Advocates Passionate Advocates
Percent of Hewitt
Best EmployerEmployees
15%
“I like working here and am confident in leadership, but am not rewarded and recognised sufficiently for my efforts”
“I like working here and am confident in leadership, but am not rewarded and recognised sufficiently for my efforts”
51%51%
Percent of Hewitt
Best EmployerEmployees
13%
Embittered Detractors Embittered Detractors
“I’m unrecognised, unsupported, the organisation doesn’t care about me. There’s no
future here for me”
“I’m unrecognised, unsupported, the organisation doesn’t care about me. There’s no
future here for me”
17%
Percent of Hewitt
Best EmployerEmployees
5%
Disgruntled Coasters Disgruntled Coasters
“I like what I do but our leaders are ineffective, I I get insufficient direction and don’t see a future
for me in this organisation”
“I like what I do but our leaders are ineffective, I I get insufficient direction and don’t see a future
for me in this organisation”
31%31%
Percent of Hewitt
Best EmployerEmployees
5%
Under–RewardedSupporters
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Cluster Comparisons
PV/DC CC/DC CLUSTER MATCHES MATCHES ENTROPY
A – Passionate Advocates 3 4 7%
B – Enthusiastic Followers 2 2 12%
D – Disgruntled Coasters 1 2 20%
C – Under-Rewarded Supporters 2 3 11%
E – Embittered Detractors 0 1 22%
COMPANY WXY
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Clusters - Current Culture ValuesCC VALUE A B C D E
Profit √ √ √ √ √Customer focus √ √ √ √ √
Community Involvement √ √ √ √ √
Accountability √ √ √ √ ---
Organisational growth √ √ √ √ √
Results orientation --- √ √ √ √
Achievement √ √ √ --- ---
Cost reduction --- √ √ √ √
Shareholder Value --- √ --- √ √
Being the best √ --- --- --- ---
Teamwork √ --- --- --- ---
Customer satisfaction √ --- √ --- ---
Brand image √ √ √ √ √
Bureaucracy (L) --- --- --- √ √
Hierarchical (L) --- --- --- --- √
Cluster A – Only group with “teamwork” and “being the best”. Only group without “cost reduction”.Clusters A & C – Only groups with “customer satisfaction”.Clusters D & E – Only groups with limiting values.
Neither group has “achievement”.Cluster E – Only group without “achievement” and “accountability”
which may reflect a lack of personal responsibility or pride.
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Clusters - Desired Culture ValuesDC VALUE A B C D EAccountability √ √ √ √ √
Customer satisfaction √ √ √ √ √
Customer focus √ √ √ √ √
Teamwork √ √ √ √ √
Balance (home/work) √ √ √ √ √
Leadership excellence √ √ √ √ √
Best practice √ √ √ √ √
Excellence √ --- --- --- ---
Continuous improvement √ √ √ √ ---
Well-managed √ √ --- √ √
Staff engagement --- √ --- --- ---
Ethics --- --- --- √ ---
Recognition --- --- √ --- ---
Employee wellbeing --- --- √ --- ---
Staff fulfilment --- --- --- --- √
Open communication --- --- --- --- √
Cluster B - Wants “staff engagement”. This may be what they need to become Passionate Advocates.
Cluster C - Group that wants “recognition” and “employee wellbeing”.These may be what they need to become Passionate Advocates.
Cluster D - Group that has “ethics” in top ten list.Cluster E - Group that wants “staff fulfilment” and “open communication”.
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CTT and Hewitt Surveys COLLABORATION OF DATA
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81
51
60
60
70
0 20 40 60 80 100
AFS
Global HighPerforming Norm
2004
2006
2007
Hew itt Best Employers 2006/07
CTT- Hewitt Results Indicator
2007 Employee Engagement
2007 Key Threats 2007 Key Drivers
Career Opportunities
1Brand
Promise
2
Include a comparison with 2006 (could be shift in positive perception score)
Performance Management
3
Processes4
Intrinsic Motivation
1
Policies2
56
74
Matches
2007 Culture Values (no. of respondents)
1. Value (x) (x)
2. Value (x) (x)
3. Value (x) (x)
4. Value (x) (x)
5. Value (x) (x)
6. Value (x) (x)
7. Value (x) (x)
8. Value (x) (x)
9. Value (x) (x)
10. Value (x) (x)
1. Value (x) (x)
2. Value (x) (x)
3. Value (x) (x)
4. Value (x) (x)
5. Value (x) (x)
6. Value (x) (x)
7. Value (x) (x)
8. Value (x) (x)
9. Value (x) (x)
10. Value (x) (x)Underlined values are matches between Current and Desired Culture values
Desired CultureCurrent Culture
2006 Current vs Desired
Entropy
2007 Current vs Desired
2006 Personal vs Current
2007 Personal vs Current
2006
2007
26%
10%Healthy
Careful monitoring
Requiring attention
Crisis situation
High risk of failure
High Performance Zone
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CTT – Hewitt: What We’ve Learned
• Our research methods work very well independently and powerfully together.
• Our desire to collaborate has delivered greater insights for our clients.