Emotional attachment to the workplace

1. Emotional attachment to the workplace People for People 2012

2. workplace and the community • A survey of 3,841 residents of a major Canadian metropolitan city conducted in the spring of 2012 found: • 1/3 of respondents found it hard to make new friends • Only 35% of respondents have at least one close friend living in their neighborhood • 35% of respondents have no close friends outside their ethnic group • Of the barriers cited to seeing one’s close friends more often – work, school, family obligations

3. Community (Isolation) • 50% of respondents who have lived in Canada for 5 or fewer years say it is hard to make friends… • 44% > than 5 yrs agree

4. Our Sense of community cont’d • Isolation • 25% of respondents say that “[they] find [them]self alone more often than [they] would like to be.” • Climbs to 41% of people living in apartments; (22% of respondents neither agree or disagree) • In the past 12 months, have you had any of your neighbours over for dinner, BBQ or some other get-together? • No – 73% (72% No to being invited)

5. Our Sense of Communitycont’d • Obstacles to getting to know others • 32% - Little interest - INDIFFERENCE

6. Purpose of community • 33% of respondents DISAGREE with the statement: “If there were problems in my neighbourhood, it would be hard to get people to work together to solve them” • 52% think people in their neighbourhood trust one another. What does this mean for the workplace?

7. Can employees care about issues in their workplace if their interest in “community” stops at their front yard (or common area)?

8. What is Engagement? • The amount of discretionary effort committed to achieving work goals • Traditional Engagement – belief in and connection to • Enablement – no roadblocks, availability of resources • Energy – supportive social environment, feelings of enthusiasm

9. Engagement • The first is the level of engagement employees have with their career or profession, and the other is the engagement employees feel toward their employing organisation.

10. Elements of Engagement Opportunities to learn and grow Progress in last six months Best friend Coworkers committed to quality Mission/Purpose of company My opinions count Encourages development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day Materials and equipment I know what is expected of me at work

11. Engagement and Business Performance Top-Line Growth Bottom-Line Reduction Turnover Turnover High- Turnover Orgs. High- Turnover Orgs. Low- Turnover Orgs. Low- Turnover Orgs. Safety Incidents Safety Incidents Absenteeism Absenteeism Shrinkage Shrinkage % difference of top quartile from bottom quartile Customer Customer Productivity Productivity Profitability Profitability * *Difference between engaged and actively disengaged employees in unexcused absences

12. Engagement & Performance:

13. Engagement concern 1:Correlated or Causal? • Are firms/organizations that have more engaged employees therefore more profitable? • Do firms/organizations that are more profitable/successful, as a result of their success, simply have more engaged employees?

14. Engagement concern 2:What does it mean? • 11% of workers worldwide are engaged • 35% of the global workforce are highly engaged • 46% are either stars (likely to outperform and stay) or free agents (likely to outperform and leave for the right or next opportunity)

15. Results of One Multinational • Retained the support of a massive research-based performance-management consulting company • Introduced the concept of Engagement in Aug 2004 • Began measuring the engagement of employees twice/year • Subsequent action planning and even tied to compensation • Significant $$ and resources were invested/spent

16. Engagement Score History

17. What Should the focus Be? • The only measure for employee engagement should be PERFORMANCE (productivity, effectiveness, efficiency). • We want commitment! • The act of committing is in itself, an act of engagement.

18. A WORKPLACE WITH MEANING • How do the employees of this organization feel about their workplace? (http://www.youtube.com/watch?v=AOgJjFes3iM) or • Or this one? • What are the employees feeling when they wake up and get ready for work and how do you measure that? • How are they contributing to the organization?

19. Engagement

20. The Meaningful Workplace

21. The Meaningful WorkplaceJerry Holtaway “ …creating a meaningful workplace is about establishing a high-order connection with employees and then benefiting from the compounding effect that comes from a stream of meaningful experiences tied directly to the needs, beliefs, interests and aspirations of employees.”

22. Emotions as Anchors Zappos • http://www.youtube.com/watch?v=SMFyT2CU9No

23. The Meaningful Workplace • Ambition is the New Purpose – what are we trying to achieve • Behaviour is the New Culture – the physical environment, policies, attitudes and behaviours, that moment of “customer contact” • Feelings are the New Values – more than words, how do employees feel corporate values? • Cascade Planning - affirmations are becoming part of the goal setting process

24. The Elements of a Meaningful workplace • Ambition is the new purpose – when presented in a credible, inclusive and authentic way the company’s ambition is respected and admired. Our Mission: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.

25. Emotions as Anchors • Behaviour is the new culture – the most beneficial cultures are those that unite employees around an ambition, make them feel emotionally connected and surround them with people who share their ambition, feelings and behaviour. • Zappos Culture book

26. Emotions as Anchors • Feelings are the new values – the way businesses can get employees to live company values is to never use the word “values”. Rather it is by brining people to the company’s values through feelings

28. Making It Happen • Macro – how the business will be evolved – how is that plan communicated and translated? • Group – how groups of employees/departments will be engaged • Solo – how individuals will be personally engaged

29. The Meaningful Workplace • Ambition is the New Purpose – what are we trying to achieve • Behaviour is the New Culture – the physical environment, policies, attitudes and behaviours, that moment of “customer contact” • Feelings are the New Values – more than words, how do employees feel corporate values? • Cascade Planning - affirmations

30. The Process of Self-Discovery “Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work” - Vince Lombardi