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Vance & Renz, LLC

Driving Results with an Engaged and Committed Workforce. Presentation at the Spring Conference of the Harrisburg Area International Public Management Association May 1, 2008. Robert J Vance, PhD. Vance & Renz, LLC. Engagement Pays Off at Molson Coors Brewing Company

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Vance & Renz, LLC

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  1. Driving Results with an Engaged and Committed Workforce Presentation at the Spring Conference of the Harrisburg Area International Public Management Association May 1, 2008 Robert J Vance, PhD Vance & Renz, LLC

  2. Engagement Pays Off at Molson Coors Brewing Company • Compared to non-engaged employees, engaged employees: • were 5X less likely to have a safety incident (average cost = $63) • were 7X less likely to have a lost-time safety incident (average cost = $392) • saved $1,721,760 in safety costs during 2002 • The difference in performance-related costs of low- vs. high-engagement • teams totaled $2,104,823. • Reaping Business Results at Caterpillar • Results from employee engagement and commitment initiatives included: • $8.8 million annual savings from decreased attrition, absenteeism and overtime (European plant) • a 70% increase in output in less than four months (Asia Pacific plant) • a decrease in the break-even point by almost 50% in units/day and a decrease in grievances by 80% (unionized plant) • a $2 million increase in profit and a 34% increase in highly satisfied customers (start-up plant)

  3. Engagement and Commitment Employee engagement is • performing one’s work duties and roles with diligence and enthusiasm • contributing extra effort to help one’s employer achieve its goals • Commitment is • willingness to persist in a course of action • reluctance to change plans, often due to a sense of obligation

  4. More about Commitment One’s commitments have three aspects: • Rational (thoughtful planning) • Emotional (feeling, attachment) • Behavioral (time and effort) One has simultaneous multiple commitments to: • Self • Family (spouse, children, parents, siblings) • Friends • Community (religion, school, government) • Employer (commitment to employer must be understood in the context of one’s other commitments) Commitments are reciprocal: • Expectation that one’s investments of time, energy, effort, emotion will be returned (equitable exchange) • Employment is an employer-employee exchange relationship • People are vigilant in monitoring commitment reciprocity

  5. Employer Practices Consider the effects on engagement & commitment of: • Job Enrichment • Recruiting • Employee Selection • Training & Development • Compensation • Performance Management • Person-organization Fit (Placement)

  6. Employer Practices: Enrichment

  7. Employer Practices: Recruiting

  8. Employer Practices: Employee Selection

  9. Employer Practices: Training & Development

  10. Employer Practices: Compensation

  11. Employer Practices: Performance Management

  12. Employer Practices: Person-organization Fit (Placement)

  13. Employer Practices: Person-organization Fit (Placement)

  14. Employer Practices: Person-organization Fit (Placement)

  15. For more information: Robert J Vance, PhD Vance & Renz, LLC 606 Wayland Place State College, PA 16903 Telephone: 814-231-8155 Email: bob@vancerenz.com SHRM resources: www.shrm.org/foundation/products.asp

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