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Full-Spectrum Consciousness

Service . Making a Difference. Internal Cohesion. Transformation. Self-esteem. Relationships. Survival. Long-term Viability Making a Difference Shared Vision Continuous Improvement Best Practices Customer Satisfaction Financial Stability. Full-Spectrum Consciousness.

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Full-Spectrum Consciousness

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  1. Service Making a Difference Internal Cohesion Transformation Self-esteem Relationships Survival Long-term Viability Making a Difference Shared Vision Continuous Improvement Best Practices Customer Satisfaction Financial Stability Full-Spectrum Consciousness

  2. Medi-health (1045) Personal Values Current Culture Values Desired Culture Values 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) 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) 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 = 9-1 IROS (P) = 1-4-4-0 IROS (L) = 0-0-1-0 2 Matches PL = 10-0 IRS (P) = 6-4-0 IRS (L) = 0-0-0 1 Match PL = 6-4 IROS (P) = 1-0-5-0 IROS (L) = 1-3-0-0 1 Match LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools February 2007 Values Assessment

  3. C T S Medi-health (1045) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 37-24-39 CTS = 36-24-40 CTS = 18-17-65 Entropy = 4% Entropy = 33% Entropy = 5% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution February 2007

  4. Medi-health (1045) Cultural Transformation Tools February 2007 Positive Values

  5. NRG (566) Personal Values Current Culture Values Desired Culture Values 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) 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) 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 = 10-0 IROS (P) = 3-3-4-0 IROS (L) = 0-0-0-0 3 Matches PL = 10-0 IRS (P) = 6-4-0 IRS (L) = 0-0-0 0 Matches PL = 8-2 IROS (P) = 1-0-7-0 IROS (L) = 0-0-2-0 2 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organizational Blue = PV & DC match S = Societal Cultural Transformation Tools February 2007 Values Assessment

  6. C T S NRG (566) Current Culture Values Desired Culture Values Personal Values 7 6 5 4 3 2 1 CTS = 37-22-41 CTS = 39-22-39 CTS = 22-18-60 Entropy = 5% Entropy = 22% Entropy = 2% C = Common Good T = Transformation S = Self-interest Positive Values Potentially Limiting Cultural Transformation Tools Values Distribution February 2007

  7. NRG (566) Cultural Transformation Tools February 2007 Positive Values

  8. Connection Staff Engagement Internal Cohesion Consciousness Cohesion

  9. Service Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival The significant problems we face cannot be solved at the same level of thinking that created them. -Albert Einstein Level 5 Fulfilment

  10. Co-operation • Honesty • Shared vision • Trust Internal Cohesion Transformation Self-Esteem Relationship Survival PRIMARY FOCUS: Alignment and authenticity Internal Cohesion Consciousness

  11. Making a Difference Internal Cohesion Transformation Self-Esteem Relationship Survival PRIMARY FOCUS: Collaboration Making a Difference Consciousness • Dialogue • Partnerships • Strategic alliances

  12. The Evolution of Engagement Higher Engagement Commitment Positive Correlation With Business Performance Satisfaction Lower Time Hewitt’s Employee Research Over Time

  13. What is Engagement? • Three key behaviours indicate an engaged employee: 1 2 3 Say Stay Strive Exert extra effort and engage in work that contributes to business success Have an intense desire to be a member of the organisation Consistently speak positively about the organisation to co–workers, potential employees and customers

  14. Drivers of Engagement People Work • Executive Leadership • Senior Leadership • Immediate Manager • Team Members • Customer Focus • Values • Intrinsic Motivation • Influence • Work Tasks • Resources Compensation Opportunities Engagement • Pay • Benefits • Recognition • Career Opportunities • Learning and Development Procedures Quality of Life • Policies • Processes • Communication • Brand Alignment • Valued and Respected • Safety • Physical Work Environment • Work/Life Balance

  15. The Engaged Employee Adds More Value Companies With Engaged Employees Report… $80,000–120,000 additional revenue per month Growth in Employee Productivity Recruitment costs 55% lower $3,800 more profits per employee $18,600 more market value per employee Higher profitability Higher customer loyalty Source: Impact of Engaged Employees on Business Outcomes; Ongoing Employee Engagement Research, Hewitt Associates, 2005

  16. Two Different Organisations (ABC and WXY) Two Different Continents Two Different Industries CTT-Hewitt Examples

  17. COMPANY ABC HewittBestEmployers Hewitt “Say – Stay – Strive” Group 2006 Group 2005 51% 57% 78% • Given the opportunity, I tell others great things about working here. • I would not hesitate to recommend this organisation to a friend seeking employment Say 67% 74% 83% • It would take a lot to get me to leave this organisation • I hardly ever think about leaving this organisation to work somewhere else 72% 72% 77% Stay 56% 57% 69% • 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 39% 38% 76% Strive 34% 33% 71% Please Note: Figures represent percent ‘Agree’ and ‘Strongly Agree’

  18. COMPANY WXY HewittBestEmployers Hewitt “Say – Stay – Strive” Group 2006 Group 2004 Industry Services Benchmark 63% 61% 52% 80% • Given the opportunity, I tell others great things about working here. • I would not hesitate to recommend this organisation to a friend seeking employment Say 70% 67% 64% 87% • It would take a lot to get me to leave this organisation • I hardly ever think about leaving this organisation to work somewhere else 54% 51% 53% 77% Stay 52% 51% 45% 68% • 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 56% 67% 51% 77% Strive 58% 60% 48% 75% Please Note: Figures represent percent ‘Agree’ and ‘Strongly Agree’

  19. COMPANY ABC 53% 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% Hewitt “ImpactModel” Threat to Engagement Opportunity to Increase Engagement

  20. COMPANY WXY 60% 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% Hewitt “Impact Model” Threat to Engagement Opportunity to Increase Engagement

  21. Company ABC (4464) Personal Values Current Culture Values Desired Culture Values 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) 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) 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 = 10-0 IROS (P) = 2-3-5-0 IROS (L) = 0-0-0-0 4 Matches PL = 10-0 IRS (P) = 6-4-0 IRS (L) = 0-0-0 2 Matches PL = 5-5 IROS (P) = 1-1-1-2 IROS (L) = 0-2-3-0 3 Matches LEGEND Underline = PV & CC match P = Positive I = Individual Red = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = Organisational Blue = PV & DC match S = Societal Cultural Transformation Tools November 2006 Values Assessment

  22. Company ABC: Comparison By Level

  23. Company ABC: Comparison By Level

  24. Company ABC: Comparison By Level

  25. Engagement vs. Entropy

  26. Commonality of Values Chosen by Unit 84 Total Unit categories

  27. Hewitt Engagement and CTT Entropy COMPANY WXY 60% Company Overall 11% Division 1 66% 8% 63% Division 2 11% 61% Division 3 12% 60% Division 4 12% 56% Division 5 13% Division 6 48% 16% 46% Division 7 18% 44% Division 8 19% Hewitt Engagement Score CTT Cultural Entropy

  28. Hewitt Psychographic Segments—Overview Under–RewardedSupporters Passionate Advocates Enthusiastic Followers Percent of Hewitt Best EmployerEmployees 46% Percent of Hewitt Best EmployerEmployees 15% Percent of Hewitt Best EmployerEmployees 13% ENGAGEMENT ENGAGEMENT ENGAGEMENT 79% 61% 51% “I’m committed, know what’s expected and am held accountable for what I do” “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 working here and am confident in leadership, but am not rewarded and recognised sufficiently for my efforts” Disgruntled Coasters Embittered Detractors Percent of Hewitt Best EmployerEmployees 5% Percent of Hewitt Best EmployerEmployees 5% ENGAGEMENT ENGAGEMENT 31% 17% “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’m unrecognised, unsupported, the organisation doesn’t care about me. There’s no future here for me”

  29. Cluster Comparisons COMPANY WXY PV/DC CC/DC CLUSTERMATCHESMATCHESENTROPY A – Passionate Advocates3 4 7% B – Enthusiastic Followers 2 2 12% C – Under-Rewarded Supporters2 3 11% D – Disgruntled Coasters 1 2 20% E – Embittered Detractors 0 1 22%

  30. Clusters - Current CultureValues 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.

  31. Clusters - Desired CultureValues 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”.

  32. CTT- Hewitt Results Indicator 1 2 Career Opportunities Brand Promise 1 2 Policies Intrinsic Motivation 3 4 Performance Management Processes Entropy Healthy Careful monitoring Requiring attention Crisis situation High risk of failure 2007 Key Drivers 2007 Key Threats 2007 2006 Matches Include a comparison with 2006 (could be shift in positive perception score) 2007 Personal vs Current 2006 Personal vs Current 2007 Current vs Desired 2006 Current vs Desired 2007 Culture Values(no. of respondents) Current Culture Desired Culture 2007 Employee Engagement High Performance Zone 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

  33. 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.

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