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The Sapini Group LLC

Building learning organizations to provide employee engagement and competitive advantage

The Sapini Group

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Vision Statement

Corporations are kept vital through the productive creativity of engaged employees. This engagement, supported by clear process and procedures, endures over time to achieve and provide distinct marketplace competitive advantage.

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Today’s Challenging Corporate Realities

Increased pressure to reduce costs, consolidate resources, increase operational capabilities, and make effective decisions more quickly

Growth through mergers and acquisitions requiring complex strategies

Loss of opportunities for growth within the organization in terms of employees (to reduce “brain drain”) and departmental functions (to grow capacity)

Lack of development of emerging leaders to ensure smooth leadership transition

Inadequate communications to employees throughout organizational systems

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Challenges Facing Management

Inability to achieve goals due to lack of accountability, blurred procedures and structural system inefficiencies

Perception of insufficient support in daily responsibilities

Insufficient communications about employee involvement and overall corporate strategy

Disengaged employees who “coast” through daily performance

Sense of helplessness to really effect positive change

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Additional Management Stresses Overwhelmed, overscheduled and stressed work force Pervasive fear of job loss/change Resistance to change in culture, environment, position Lack of commitment and accountability Unclear job expectations and boundaries Ineffective communication and collaboration Inefficient decision-making processes Inability to make risky decisions without fear of reprisal Intrinsic generational lack of understanding between

colleagues Inadequately trained leadership Individual identity less important than corporate

success

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Impact of Engaged vs. Disengaged Employees High turnover, recruiting costs (2x

salary of the employee leaving) , training dollars, loss of human capital, affect on longer-term strategies / leadership)

Measurement of Intangible Outcomes within Learning Organizations

Corporate Leadership Succession Trends

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Statistics

Watson Wyatt (2005) – Human Capital ROI Study of 147 companies concluded that employee engagement and recognition results in significant share holder value increases

Carlson-Gallup Study (1998) – 82% of employees said that engagement and recognition improved their job performance

Harvard Business Review - Bassi & McMurrer (2007) conclude that employee engagement affect stock returns positively, and that employees offer long term competitive advantage to the company

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Case Study

ISR, an employee research and consulting firm conducted a global engagement study of more than 664,000 employees in 41 companies over the course of 12 months

Conclusion: A 52% gap resulted in operating incomes between companies with highly engaged employees and companies with low engagement. High engagement companies improved 19.2 percent while low-engagement companies declined 32.7 percent in operating income

*Training and Development, Sept 2006

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Management Goals / Solutions to Support Change Identify corporate stresses, sources of conflict

and barriers to performance Devise a strategy to gain sustainable competitive

advantage utilizing employee engagement Develop self-directed, inter-departmental,

intrapreneurial work teams Establish a leadership mentoring program and a

succession plan to assure productivity and company growth

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Definition: Learning OrganizationAccording to thought leader Peter Senge from his book,

The Fifth Discipline: The Art and Practice of the Learning Organization:

A learning organization is human beings cooperating in dynamical systems that are in a state of continuous adaptation and improvement

Through learning, we re-create ourselves, we are able to do something we never were able to do, we re-perceive the world and our relationship to it and we are able to bring this to our work

Teams begin to understand how they can think about the work environment so that they can collaborate in discussions; in working together, teams create results that matter (to them and the company)

The learning organization can develop a cadre of high performance leaders able to mobilize people’s commitment towards results and change

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Definition: Learning Organization (cont.)

Feedback – An organizations adapted for maximum learning builds

feedback loops from employees to maximize their own learning

Taxonomy – A learning organization may create a specific and agreed

upon understanding of terms, concepts, categories and keywords that apply within that organization

Challenging Assumptions – A learning organization must constantly review its

processes, instructions, assumptions and even its basic structure. The true learning organization is constantly redesigning itself

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Steps to Achieve Change

Attention

Collaboration

Empowerment

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Attention: Understand what promotes the company’s

long-term sustainability Determine corporate goals for employee

communications and development Know the costs of diverting attention away

from corporate goals Discern the obstacles to effectiveness,

productivity, accountability, and team coordination

Determine the strategy for long-term success Explore innovation via employee engagement

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Collaboration:Align and collaborate with company stakeholders to: Develop and foster innovative ideas for growth Create and implement employee engagement

and leadership opportunities Devise intra-corporate partnership programs and

processes Draw upon professional talents that deliver the

best results Rejuvenate teamwork support in the company

user community Serve customer needs competitively

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Empowerment: Promote responsible, accountable and effective

teamwork Encourage employee engagement and training

ventures Empower employees to utilize their creative and

productive talents Increase inter-departmental collaboration to enhance

flexible and efficient decision-making Reduce internal competition and increased

motivation for better productivity Recognize and promote the need for a balanced

personal and professional life Support on-going management and leadership

mentoring and coaching

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The Learning Organization in Action Human Capital (employees, management,

leadership)

Resources (financial, physical, intellectual)

Systems (management, technology, protocols, communications)

All THREE are required and must work together!

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The Learning Organization Solution Pilot Project (one department experiencing innovative

approach, addressing challenges cohesively from the “inside out”)

Significant Milestones (engaged employees as measured by reduced employee turnover and increased productivity, quicker procedural implementation, and quality solution generation)

Three-Phase Timeline– 0 – 6 months: align strategic goals; adapt communications, protocols and

systems; develop project teams; access individuals and team– 6 – 12 months: project teams implement action plans, individuals actively

participate in opportunity identification and optimization– 12 – 18 months: monitor and refine operational challenges as present;

complete overall project assessment via surveys and interviews for committee review

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Sample Initiatives: leveraging existing resources for new outcomes

Cross-functional speed brainstorming meetings

Rotating project management with summary presentations

Functional "shadowing" (cross-training) Quarterly casual gatherings Process mapping for systems documentation

and/or automation Video recorded leadership interviews (oral

teaching, shared knowledge, legacy)

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Outcome Delivery:

Self-directed, efficient, inter-departmental collaborative work teams

Stabilized and revitalized corporate culture through employee engagement, creativity, effective communications, solid process / procedures

Programs for empowered, engaged, responsible and accountable employees

Flexible and efficient decision-making at the operational level

Continuous strategy for business growth and long-term sustainability in a changing marketplace

Consistent leadership and mentoring program

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Program Options

Full Immersion– Provides needs assessment, and all

training and development programs for management and employees

Partial Immersion – Provides needs assessment, and select

training and development; weekly or bi-weekly contact

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Thank You

“Coming together is a beginning.

Staying together is progress.

Working together is success.”

~ Henry Ford

The Sapini Group