Employee Engagement: The Key to Realizing Competitive Advantage
ISS UK Advantage - Employee Engagement
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Transcript of ISS UK Advantage - Employee Engagement
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Employee Engagement
Ged Horn
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Why you are here - The ISS Value Chain
Defining playing fields, rules and strategic priorities
Turning strategic priorities into attractive and operational service offerings
Engaging capable individuals in all positions
Delivering on promises
Following up on customer experience to identify area for improvement
Managing sales effectively
Boosting the Business Platform
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We Operate in 53 Countries and have > 541,000 employees
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... Our greatest asset is our engaged employees
Customer Experience
Business Results
Engaged Employees
Shareholder Value
Engaged employees are key to delivering shareholder value
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“That’s why all leaders at every level of the organisation need to adopt, promote and be
passionate about the ISS Leadership Principles – promoting teamwork and collaborating across
borders and business – ensuring that each and every of our employees work towards our shared
vision of being the Worlds Greatest Service Company ”
That is why we need to lead by example
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Our Leadership Principles...
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…strong Leadership impacts our business results…
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• Using the Leadership principles drives Employee Engagement
• Engaged Employees deliver a better service to the customer leading to higher customer satisfaction
• Resulting in a greater return for our shareholders
Driving leadership Behaviour is driving our business …
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And we know it works! It’s a simple correlation.
0
8
CB
III
Mar
gin
Employee NPS-60 60
0
10
CB
III
Mar
gin
Customer NPS-60 60
8
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Net Promoter Score 2012 - Place to work
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How likely would you be to recommend ISS to others as a good place to work?
This question was asked on an 11-point scale. The scoring method is shown in the following figure:
Overall ENPS is calculated by subtracting the % of Detractors from the % of Promoters.
Extremely likely
Not at all
likely
Promoters Passive Detractors
Promoters
= 26%
Detractors
= 45%
ENPS score-18
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Net Promoter Score 2012 - Place to work
10
How likely would you be to recommend ISS services to others?
This question was asked on an 11-point scale. The scoring method is shown in the following figure:
Overall ENPS is calculated by subtracting the % of Detractors from the % of Promoters.
Extremely likely
Not at all
likely
Promoters Passive Detractors
Promoters
= 30%
Detractors
= 42%
ENPS score-13
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Executive summary 2012: Key Facts
• A slight improvement on response rate; 52% for ISS UK.
• Results show some improvements, particularly in career development and talent.
• However there are declines, particularly in employee engagement and senior leadership.
High performing companies defined as >50 international companies (surveyed by Hay Group in the past 5 years) which exceeded industry averages in terms of 5-Year ROA, ROI and ROE by 40% to 66%.
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Executive summary 2012 : Key Facts
• Benchmark results are positive compared with other service companies and, in some cases, high performing companies.
• Work environment remains highly enabled, significantly more than high performing companies.
• White collars scores improved around delivering to customers, social responsibility and attracting high quality employees, but declined around direction, leadership, managing contracts and career opportunities.
High performing companies defined as >50 international companies (surveyed by Hay Group in the past 5 years) which exceeded industry averages in terms of 5-Year ROA, ROI and ROE by 40% to 66%.
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Hay Group’s Employee Effectiveness framework
Our flexible framework uniquely focuses on both engagement and enablement
Clear & promising direction Confidence in leaders Quality & customer focus Respect & recognition Development opportunities Pay & benefits
Performance management Authority & empowerment Resources Training Collaboration Work, structure, & process
Drivers
Employee Engagement Commitment Discretionary effort
Employee
EffectivenessEmployee
Effectiveness
Employee Enablement Optimised roles Supportive environment
Productivity
Financial performance
Attraction and retention of talent
Customer loyalty
Innovation
Enhanced corporate reputation
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Dimension summary 2012
vs. 2011
Employee Enablement 0
Managing Performance 0
Respect and Well-Being 0
Delivering for Customers (wc only q’s) 0
Training and Development 0
Equal Opportunities (online only q) --
Employee Engagement -1
Senior Leadership (wc only q’s) -1
Recognition and Pay 0
Career Development and Talent (wc only q’s) +1
78
76
73
73
72
71
69
65
61
53
14
14
16
19
16
20
18
26
17
32
10
11
12
9
12
9
13
10
22
16
-- New dimension
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My job makes good use of my skills and abilities 0 +5 +3
I can do a good job without anything getting in the way -1 +19 +13
Employee Enablement 2012
vs. Services
norm
vs. HP
norm
vs. 2011 norm
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Employee Engagement 2012
I am motivated to contribute more than is expected of me at work -1 +2 +1
I feel proud to work for my contract / business area -1 -- --
I feel proud to work for ISS 0 -3 -15
I would recommend ISS to others as a good place to work 0 +2 -9
I intend to continue working here for: -2 -5 -19
-
vs. Services
norm
vs. HP
norm
vs. 2011 norm
More than 5 yrs 3-5 yrs Less than 2 yrs
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Employee Development
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People Development Routes
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People Development
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Exporting UK Talent
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Its our in our DNA
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Thank you