Flock: Transform Your Workplace Culture and Boost Engagement

1. For 'Flock' sake, we need to work on our workplace culture!

3. Over a 3rd of employees quit their jobs due to workplace culture

4. PROBLEM 83% 46% 70% of new hires fail of mergers and takeovers fail of change programmes fail (REC, 2017) (Bradt, 2015) (Gleeson, 2017) (Murphy, 2015)

5. PROBLEM of the time employees fail due to their poor attitude rather than skill… 89% (Murphy, 2012) • ‘I don’t like the company culture’ one of the top reasons of leaving work (Korn Ferry, 2017).

6. CONSEQUENCES • Bad hire can cost anything from 30%-300% of first year salary. It impacts: • Wasted training • Lost team productivity • Decreased team morale • Recruitment costs • Average cost of a bad hire according to REC - £132,000

7. Why is culture important? Value-driven companies are 12 times more valuable on stock exchange ‘Best companies to work for’ outperform their competitors Poor culture costs UK SMEs £23.6bn a year based on recruitment costs

11. Neuroscience Study of a human brain

12. Uncertainty It is the worst emotional state. It can cause more stress than pain itself.

13. Inclusion Being excluded triggers the same part of the brain as pain.

14. Integrity If we find out something is not true that we knew in the past brain triggers anxiety and looks for further signs of deception.

15. Simplification When overwhelmed by unfamiliar concepts Amygdala is being triggered causing anxiety, fear, and fatigue.

16. ENGAGEMENT IN THE UK ENGAGED NOT ENGAGED ACTIVELY DISENGAGED 8% 19% 73%

17. BOTTOM LINE • Lost productivity • Missed work • Disruption of others • Chronic tardiness Each disengaged employee costs you 34% of their salary

18. BENEFITS Highly engaged teams are 21% more profitable than their peers

19. ENGAGEMENT IN THE UK Culture employees desire Company’s culture Main reason for a lack of engagement

20. SOLUTION • Online software that allows employees to co-create and engage with company culture: IMPROVE ENGAGEMENT INCREASE PRODUCTIVITY SAVE TIME INCREASE RETENTION

21. Our solution? Google Analytics for company cultures

22. CUSTOMERS • Large companies • SMEs • HR Professionals

24. CASE STUDY Leadership vs. employee perspective

25. WHAT IS CULTURE?

26. https://yourflock.co.uk/app/pick-survey/a45177f27274a57db9c6ec1c4b139411_62https://yourflock.co.uk/app/pick-survey/a45177f27274a57db9c6ec1c4b139411_62 https://yourflock.co.uk/app/pick-survey/8ec04cf475edd6a2085576f7d2a6e139_62

27. Commitment & financial value of culture OUR VISION Frequently, your initial font choice is taken out of your awesome handsalso we are companies often specify a typeface, or even a set of fonts, part of their brand guides However Frequently, your initial font choice is taken out of your awesome hands also we are companies often specify a typeface, or even a set of fonts, part of their brand guides

28. Average current employee commitment The following graph shows the subjective view of how well your employees find the current company culture to be reflective of their desired culture. Collectively desired culture Existing culture 60% Good! Highest score: 80% Lowestscore: 30% 0 – 50% 50 – 70% 70 – 90% > 90% Could be better Good Very Good Excellent

29. Value your current culture adds to your organisation • If no action is taken, FLOCK estimates that your current culture will add the following value to your organisation. Calculation includes: • Employee productivity • Missed work • Impact on others • Recruitment costs -£221,000/year

30. OUR VISION Culture Fit Frequently, your initial font choice is taken out of your awesome handsalso we are companies often specify a typeface, or even a set of fonts, part of their brand guides However Frequently, your initial font choice is taken out of your awesome hands also we are companies often specify a typeface, or even a set of fonts, part of their brand guides

31. Could be better Good 0 – 50% 50 – 70% 70 – 90% > 90% Very Good Excellent CULTURE FIT Could be better! 15%

32. CULTURE FIT Values found as core values by one of the culture profiles while the other one finds them neutral. Values found to be at the opposite sides of the same dimension by each profile (i.e. process drive & result drive) Values that motivate both of the selected profiles. CHALLENGES CONFLICTS MOTIVATORS • Detail drive • Result drive • Customer drive • Autonomy • Adaptability • Teamwork • Caring for others

33. DESIRED CULTURE COMPARISON Leader Employees 81% of employees want to increase the Adaptability dimension. Leaders would like to increase the Adaptability dimension. Opportunity ADAPTABILITY ADAPTABILITY AUTONOMY AUTONOMY 68% of employees want to increase the degree of autonomy. Leaders would like to significantly increase the degree of autonomy.. Opportunity 30% of employees want to increase the Teamwork dimension. Leaders would like to decrease the Teamwork dimension. Challenge TEAMWORK TEAMWORK

34. Increasing Adaptability - Opportunity Outcome 81% of employees want to increase the Adaptability dimension. Leaders also want to increase it. Increasing adaptability may add value of £31,000/year to your organisation and increase the average employee commitment by 8%. ADAPTABILITY Level of difficulty Difficult– people already find your company to be bureaucratic Best leaders for the culture change: Mark, Max, Peter Business unit/s which will easily embrace the change: Digital Business unit/s which will find the change the most challenging: Training

35. Increasing Adaptability - Opportunity Decrease the chain of command Inconsistency - decisions are made without reason, it's hard to keep up sometimes. Need to quicker communication • We have too many reviews. A lot can change in a year and the direction people want to work towards can change or alter. It can feel as though there too much focus/ interest from above to make sure we are continuously following required process. There seems to be to many formalisations around these personal development processes

36. Decreasing Teamwork - Challenge Outcome 30% of employees want to increase the Teamwork dimension. Leadership wants to decrease it • Decreasing teamwork at your company might decrease the commitment of employees at initial stages. • However, if this is a strategically required move required make sure you put the following in place: • Leadership meeting to agree on a coherent culture change message and internal accountability. • Diverse communication strategy to get employee buy-in. • Action plan with monthly catch-ups. • Workforce Engagement Level of difficulty Difficult– people already find your company to be teamwork driven Best leaders for the culture change: Anthony, Mark Business unit/s which will easily embrace the change: None Business unit/s which will find the change the most challenging: B2B TEAMWORK

37. Decreasing Teamwork - Challenge • Making sure everyone feels part of the team • Controls - Ways of monitoring and supporting employees • Inspiring: A lack of inspiration throughout the agency. We don’t always see the fruits of our labour.

38. Workshop Culture Assessment Outcome Workshop Activities Actions

39. Culture Assessment • Producing culture fit reports for individuals in the workshop to decipher similarities and differences 24% Could be better!

40. Narrative • Core Value • Description of the core value • Core Value • Description of the core value • Core Value • Description of the core value 78% ADAPTABILITY 69% 66% 71% 25% Behaviours AUTONOMY CUSTOMER FOCUS ✗Undesirable ✓Desirable RESULT FOCUS DETAIL-ORIENTED • Bullet points • Of • Desirable • Behaviours • Bullet points • Of • Undesirable • Behaviours Core Values • Core value 1 • Core value 2 • Core value 3

41. Culture Fit 13% Could be better!

42. Culture Fit 65% Good!

43. Amplifiers & Inhibitors

44. Results Individual actions Weekly updates 60 day recap meeting

45. RESULTS

46. Results • 3 months after the workshop 20% of employees felt more engaged than before • The first workshop lead to another workshop with managers • Ability to track the progress

47. CASE STUDY Leadership alignment

48. Could be better Good Very Good Excellent 0 – 50% 50 – 70% 70 – 90% > 90% CULTURE FIT

49. AUTONOMY

50. RESULT FOCUS