engaging employees across generations astd ice 2014 tuesday, may 7, session tu110 the by using...

ENGAGING EMPLOYEES ACROSS

GENERATIONS

ASTD ICE 2014Tuesday, May 7, SESSION TU110

TH

E

By Using Social & Informal Learning

Halelly Azulay

[ @HalellyAzulay on Twitter ][email protected]

Halelly works with organizations such as PricewaterhouseCoopers, Booz Allen Hamilton, the World Bank, the Food and Drug Administration, Office of Naval Research, Deluxe Corp., FINRA (formerly NASD), and the University of Maryland among others. Halelly is a sought after speaker at conferences and meetings for various organizations such as ASTD International Conference, GMAC, GAMA International, the Human Resource Leadership Forum, the International Coaches Federation, The Training Officers' Conference, and the ASTD Leadership Conference. She is a contributing author of numerous books, articles, and blogs. Halelly is an active leader in her professional community. She serves on three key volunteer committees for ASTD, the world's largest professional association in the Training & Development profession: Member of the 2014 ASTD International Conference & Expo Program Advisory Committee (ICE PAC), Chairman of the 2014 ASTD Chapter Leaders Conference PAC, and member of the prestigious National Advisors for Chapters (NAC). She is Past President of the Board of Directors of the award-winning Metro DC chapter of ASTD where she served in various Board leadership roles for over six years. Learn more about Halelly and her company at www.talentgrow.com.

About Halelly AzulayHalelly Azulay is a consultant, facilitator, speaker and author with over 20 years of professional experience in workplace learning and communication. She is the author of Employee Development on a Shoestring, a book providing managers and supervisors hands-on tools and techniques for developing employees outside the classroom. Halelly is the president of TalentGrow LLC, a consulting company specializing in leadership, communication skills, teambuilding, facilitation, coaching, and emotional intelligence with all organizational levels including C-level leaders, frontline managers and individual contributors. She is a sought after, dynamic, and engaging speaker at conferences and meetings.

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Learning Objectives■ Define Employee Engagement and quantify its value■ Examine current resource limitations and discover

the untapped potential of existing resources for employee engagement, development and knowledge management

■ Describe ways to leverage social and informal learning to engage and develop multiple generations of employees in the current workplace reality

■ Develop implementation ideas and strategies for new ways to engage and develop employees in your workplace while creating lasting knowledge assets for organizational improvement

© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Engagement is a state of being

passionate, connected, motivated,

and willing to give one’s

DISCRETIONARY

EFFORTS to benefit him or herself, the work group, and the

organization at large.© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Defi nition

Defi nition

What are the Alternatives?

© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved. Photo by Flickr User DieselDemon

Engaged

Non-Engaged

Actively disengaged

Sustainable EngagementPhoto by Flickr User JS North© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Engaged Enabled Energized

Employee Engagement

Service Customer Satisfaction

Customer Loyalty Growth

Retention ProductivityProfit

The Engagement-Profi t Chain

Source: Kevin Kruse, Why Employee Engagement?© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Facts & Stats

Photo by Flickr User James Cridland© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Facts & Stats


_____ % Highly Engaged (high on all three aspects of sustainable engagement)

_____ % Unsupported (traditionally engaged but lack enablement and/or energy)

_____ % Detached (feel enabled +/or energized, but lack traditional engagement)

_____ % Disengaged (scored low on all three aspects of sustainable engagement)

Source: Towers Watson 2012 Global Workforce Study

Facts & Stats


Firms highest in engagement boast22% HIGHER PROFITABILITY21% HIGHER PRODUCTIVITY10% HIGHER CUSTOMER ENGAGEMENT37% LOWER ABSENTEEISM65% LOWER TURNOVER41% FEWER DEFECTS

Source: Gallup’s 2013 State of the American Workplace

Facts & Stats


Average One-Year Operati ng Margin

Companies with low engagement scores <10%

Companies with high traditional engagement scores 14%

Companies with highest “sustainable engagement” scores 27%Source: Towers Watson 2012 Global Workforce Study

Photo by Flickr User JS North© Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Sustainable EngagementEnergizedEnabled(traditional)

EngagedSustainable Engagement

Engagement Drivers

Leadership – consistency, trust, confidence Positive relationship with peers Energy balance – stress, workload, flexibility Clear goals, objectives, roles Opportunity to use strengths (unique skills & talents) Manager/supervisor – supportive, caring, fair & consistent Recognition and reward for excellence Organization’s image – honesty, integrity, ethical Personal ownership and self-direction


Engagement Drivers

Leadership – consistency, trust, confidence Positive relationship with peers Energy balance – stress, workload, flexibility Clear goals, objectives, roles Opportunity to use strengths (unique skills & talents) Manager/supervisor – supportive, caring, fair & consistent

Recognition and reward for excellence Organization’s image – honesty, integrity, ethical Personal ownership and self-direction


Generati on Gaps in Engagement


Millennials & Traditionalists

Gen Xers & Baby Boomers>

Millennials are most likely to leave

on-the-job experience

70%

relation-ships &

feedback20%

formal training10%

The 70-20-10 Devel-opment Rule


Sharing tacit knowledge, informally…

• Digital Storytelling

• Social Learning

• Mentoring

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digital storytelling…the creation of

video- and audio-based

social learning content.


social learning…a general name given to

multiple collaborative online tools for sharing knowledge, building relationships, and

interacting with content and with other members of the

online community.


Social Learning Tools• wikis• discussion boards• blogs• video uploading

platforms• podcasts


How can these tools be used to

engage employees

across generation

s?


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•Sharing info•Connections•Access to experts•Onboarding•SME knowledge management

•Market intel•Performance improvement

•Team development


Benefits to the Learner• Creativity and new

thinking about business issues and challenges

• Increased job satisfaction• Higher engagement• Skill and knowledge

development• Career development• Positive attitude toward

learning, which leads to learning more efficiently

• Credible information and advice (peer-judged by other users)

• Just-in-time, fast, and targeted learning opportunities

• Sense of ownership of learning process

• Wide access to the full organizational


Benefits to the Organization• Performance

improvement and support

• Reduced learning costs and increased efficiencies

• Reduced errors• Improved organizational

performance• Improved onboarding

process• Improved relevance and

accuracy of documentation

• Knowledge management• Improved launch of new

services or organizational initiatives

• Performance support for the organization’s client-facing workforce

• Increased collaboration• Continuous learning

culture. • Improved cohesion of

disparate workforce


1. What can you do immediately to increase sustainable engagement?

2. How can you leverage informal and social learning to build bridges across the generations at your organization?

3. What will be the biggest ‘bang-for-the-buck’ benefits for your organization from these efforts?

Photo by woodleywonderworks via Flickr Creative Commons © Halelly Azulay, TalentGrow LLC, 2014. All rights reserved.

Questions?

Photo by Marco Bellucci via Flickr


. com

Employee Development on a Shoestringgives managers the tools to grow their team members into engaged, highly-skilled employees, outside the classroom and ‘outside the box’, within an efficient, cost-effective framework.

Buy it at the Conference Bookstore!or online at astd.org/Shoestringand bit.ly/EmpDevShoestring

“Whether you are a supervisor looking for…developmental ideas or a trainer seeking ways to stretch your company’s training and development budget, this book delivers.”

from the foreword by “The Trainer’s Trainer,” Elaine Biechauthor of The Business of Consulting and dozens of other books

“Halelly Azulay gets the importance of keeping employees up to speed in a constantly changing workplace, and doing so in ways that are respectful of their individuality and your company's values.”

Daniel H. Pinkbest-selling author of To Sell Is Human, A Whole New Mind and

Drive

“Halelly Azulay has written a book that will help supervisors and professionals develop their staff within the limits that most organizations now face–time and budget!”

Marshall Goldsmithmillion-selling author of New York Times bestsellers,

Mojo and What Got You Here Won’t Get You There

in fo@ta lentgrow.com

http://www.talentgrow.com/

mailto:[email protected]

http://www.bit.ly/EmpDevShoestring

Thank you!

Good luck!

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engaging employees across generations astd ice 2014 tuesday, may 7, session tu110 the by using...

Documents

halelly azulay halelly

engagement halelly azulay

president of talentgrow

sustainable engagement

disengaged slide

traditional engagement

definitiondefinition

higher customer engagement