amp up your impact
TRANSCRIPT
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Amp Up Your Impact
To access todays materials, please visit:
www.experis.us/materials
w our eam
A Strong Leader is the Best Determinant
of a Strong Team
Presented by:Michael Haid
SVP Talent ManagementRight Management
Amp Up Your Impact With Your Team
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Additional Information
To access toda s materials lease visit:
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Amp Up Your Impact With Your Team
Overview
The Human Age
Research Overview
Key Findings
Implications
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Best Practices
Discussion
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Meet Right Management Talent and Career Management experts
We lead in the creation and delivery of
innovative workforce solutions and services
that enable our clients to win in the changing
world of work.
Part of ManpowerGroup
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u
Serve 80% of Fortune 500 and 70% of Global 500
Amp Up Your Impact With Your Team
Why Focus on Developing Leadership Skills?Because Your Bottom-Line Depends on It
Your own leadership style can:
Improve engagement
Increase workforce productivity
Drive better business performance
Improved morale
Provide for higher retention
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Increase the firms ability toattract top talent
Increase levels of customer satisfaction
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A Shift in Perspective
Our employees are our greatest asset.
I say we sell them.
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Source: ahajokes.com
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A New Era is Upon Us Entering the Human Age
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And now the
HUMAN AGE
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Talentism Replaces Capitalism
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Audience Poll
How often do you considerhow your own leadershipbehaviors impact your team?
o Constantly
o Occasionally
.
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Research Overview
Amp Up Your Impact With Your Team
Countries Surveyed
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15 COUNTRIES SURVEYED:
Australia China Germany New Zealand Sweden
Brazil Denmark India Norway United Kingdom
Canada France Japan South Korea United States
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Employee Engagement:
Four Factors, Two LevelsOrganizationEngagement
JobEngagementDimension
I am committed to doingwhat is required to helpmy organization succeed
I am committed to doingwhat is required toperform my job well
I am proud to work formy organization
I am proud of thework I do
I speak highly of myorganization's products
I would recommend my organ-ization to friends and colleagues
Commitment
Pride
Advocacy
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Overall, I am satisfiedwith my organization
as an employer
Overall, I am satisfiedwith my job
FULLY ENGAGED
Satisfaction
Key Findings
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Organization Engagement vs. Job Engagement
gaged
Benchwarmers
Base: 28,810employees
Star
34%
En
izationEngagement
Free Agents
9%
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Disconnected
50%7%
Not Engaged Engaged
Job Engagement
NotEngaged
Organ
Amp Up Your Impact With Your Team
Relationship between Immediate Managerand Employee Engagement
Percentage who view immediate manager
Engaged
74%
8%
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Not
Engaged
33%
33%
Favorable
Unfavorable
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How Immediate Managers
Can Drive Engagement1. Facilitates effective
discussions about m6. Leads by example
career development
2. Explains link betweenwork I do andorganizations strategy
3. Gives me the supportI need to do my job well
. rov es me won-going feedbackon my performance
8. Acts on my ideasand suggestions
9. Keeps me informedabout changes in my
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4. Has the skills to managechange effectively
5. Is good at developing people
organization
10. Asks me for feedbackon his/her performance
* In rank order
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How Senior Leaders Can Drive Engagement
1. Effectively implement myor anizations strate
7. Communicate effectively aboutchan e in m or anization
2. Effectively communicatemy organizations strategyto employees
3. Value employees
4. Lead by example
8. Encourage feedback acrossmy organizations
9. Make decisions consistent withmy organizations strategy
10. Respond appropriately tochan in external conditions
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. mp emen c angeeffectively in myorganization
6. Behave consistently withorganization values
11. Have the capability to make myorganization successful
12. Ensure that projects are completed
13.Are visible to employees
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Audience Poll
Are these behaviors ones thatyou consistently exhibit?
o Yes, consistently and regularly
o Yes, for the most part
o No, far from it
o o.
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Driving Organization Performance
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Implications for Leaders
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Effective vs. Ineffective Leadership
2 x more likely to have effective immediatemana ersBest
More than 3 x more likely to have effective seniorleaders than below average performers
Performingorganizations
3 x more efficient work processesEffective
ImmediateManagers
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Nearly 4 x more efficient processesEffectiveSenior
Leaders
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Ineffective
Effective vs. Ineffective Leadership
in the next 12 months
mme a eManagers
Have more than 3 x more employees intending tostay more than 5 years
EffectiveSenior
Leaders
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Organizations that have effective immediate managersand senior leaders have
more than twice the number of engaged employees
Best Practices
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Best Practice Recommendations
Senior Leaders Show that you value employees
Build a strategy reflecting core values
with which employees can identify
Implement the organizations
strategy effectively
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Implement organizational change effectively
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The Leaders Role in Engagement
Communicate frequently, openly, and honestly
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The Leaders Role in Engagement Communicate frequently, openly, and honestly
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The Leaders Role in Engagement
Communicate frequently, openly, and honestly
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The Leaders Role in Engagement Communicate frequently, openly, and honestly
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The Leaders Role in Engagement
If your managerprimarily
ignores you
Your chances ofbeing actively
disengaged are
If your managerfocuses on your
weaknesses
Your chances ofbeing actively
disengaged are
If your managerfocuses on your
strengths
Your chances ofbeing activelydisengaged
are only
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40% 22% 1%
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Case Study
Situation:
career development identified as a critical driver for engagement
Approach:
Right CareerEdge promotes career development andself-directed learning
Separate delivery streams to meet unique needs of office-basedemployees and field-based employees in power stations
Customized website for assessments, workshop pre-work, career
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scuss ons an managemen
1:1 career coaching for employees and managers
Results: Employee engagement scores improved 46% over 2 years
Amp Up Your Impact With Your Team
Best Practice RecommendationsImmediate Managers
Facilitate discussions with employees about
Help employees understand the link between the
work they do and the organizations strategy
Provide employees with the support they need
to do their jobs well
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w v y
Focus on developing people
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Connecting People to the Business Do people understand what they do to:
Make the business successful?
Achieve the companys goals?
Uphold the brand promise?
Advocate for the or anization?
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If you stopped someone in the hall and asked them
what they do to make the business successful, whatwould they say?
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Case Study
Past culture focused on technical excellence rather than
commercial strategy, efficiency and culture
Approach:
Developed an integrated behavioral change strategy to builda high-performing culture, including:
Regrouping - Realignment with the business strategy
Foundation for Change guiding principles, supporting behaviorsand culture surveys across 9 countries
Culture Change Employee Engagement Program
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Results:
Profit increase of 4.5 times in 2 years
Share price increased 2.5 times in 12 months
Clear and visible shift in culture and behaviors focusedemployee commitment on high-performance goals
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Questions Everyone will
the White Paper
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Amp Up Your Impact With Your Team
Thank You
Presented by:
Michael Haid
SVP Talent Management, Right Management
Moderated by:
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ar ryerPresident, Shari Fryer & Associates