Employee Engagement - Talent Summit
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http://www.qualtrics.com/employee-engagement/ Bryce Winkelman talks about employee engagement at the Talent Summit (Dublin Mansion House, March 4th). Qualtrics 360: Sophisticated employee development made simple
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Employee Engagement - Talent Summit
- 1. Employee Engagement Bryce Winkelman, Qualtrics EMEA @qualtrics / #qualtrics SM
- 2. Brands & Organizations 6.6K+ of the top 100 business schools 99 Users 1.8M+ Used In Countries 75+ The World’s Leading Insight Platform PROVO / USA DUBLIN / IRL SYDNEY / AUS SEATTLE / USA
- 3. Customer Insights Voice of the Customer Programs Customer Satisfaction Surveys Net Promoter Systems Website Experience Feedback Employee Insights 360-degree Employee Feedback Employee Engagement Surveys Employee Satisfaction Surveys Exit Interviews Market Insights Ad Testing Concept Testing Market Research Academic Studies All your insights in one place
- 4. Qualtrics 360 sophisticated employee development made simple. FEATURES o Easy to use interface o Flexible form development o Real-time reports o Automated process management o Open APIs
- 5. Employee Engagement sophisticated employee development made simple. o Real-time results o Sophisticated hierarchical reporting o Personalized dashboards o Organizational structure o Action planning o Flexible form creation FEATURES
- 7. Leading Institutions Choose Qualtrics Employee Insights 7
- 8. Employee Engagement: The Why and Trends
- 9. How Engaged are Employees? If your company were a 10-person bicycle, statistically speaking: • 1 employee is peddling with all their heart • 6 are just along for the ride, pretending to pedal • 3 are slamming on the brakes According to Gallup’s 2014 State of the Global Workplace Only 13% of employees are engaged in their work.
- 10. Diagnosing Disengagement: Stop the Infection From Spreading • Actively disengaged employees cost the US economy ½ a trillion dollars per year. • “Low levels of engagement among global workers continue to hinder gains in economic productivity and life quality in much of the world.” Gallup, State of the Global Workplace: Employee Engagement Insights for US Business Leaders, 2012
- 11. • Selling the program to the employees and executives • Can be difficult for the right managers to get simple actionable data fast enough Employee Engagement The Challenges
- 12. Why Organizations Should Care About Employee Engagement Employee Engagement is a proven driver of: • Retention • Productivity
- 13. Why Organizations Should Care About Employee Engagement Employee Engagement is a proven driver of: • Retention • Productivity • Customer Loyalty • Retention • Advocacy • Spend per Customer • Overall Growth • Employee Engagement = Customer Engagement = Revenue
- 14. Linkage Analytics How do your employee engagement levels tie to Customer Loyalty? What does that connection mean to the bottom line?
- 15. 10% 21% 22% 0% 5% 10% 15% 20% 25% Customer Ratings Productivity Profitability Business Impact of Employee Engagement Source: Gallup Business Journal, How Employee Engagement Drives Growth, June 2013
- 16. Linkage Analytics Best Buy identified that a 0.1% increase in employee engagement led to an over $100,000 increase in a store’s annual operating income Harvard Business Review, Competing on Talent Analytics, October 2010 Sanford Health has measured a 3x increase in patient satisfaction in high engagement vs. low engagement hospitals and clinics
- 18. Real-time Results Real-time engagement results led to: • Increase survey engagement by 25% • Reduce reporting time by 75% • Substantial boost in engagement/morale. World Wide Technologies Co.
- 19. How Qualtrics Engage Internally
- 20. Engagement If I can’t create culture, what can I do? 1. Get the right people into the environment 1. Reward and value the right things 1. Create an environment where culture and engagement can thrive Autonomy Mastery Purpose Physical location 4. Branding Internally, internal brand engagement influences external engagement
- 22. Goals, Accountability, and Alignment
- 23. Transparency Weekly scheduled company briefings Glass meeting rooms Visible, Real-time reporting
- 24. Meritocracy 1. An elite group of people whose progress is based on ability and talent rather than on class privilege or wealth. 2. A system in which such persons are rewarded and advanced. 3. Leadership by able and talented persons
- 25. Uniting Causes
- 26. Professional and Leadership Development
- 29. Overcoming International Challenges 1. Exchange programs 2. Adopt the corporate culture while building your own 3. Company-wide updates/meetings 4. Embrace Technology to foster engagement internally International Water Cooler
- 30. 30 Questions?
- 31. Get in Touch Dublin Office: 1 Clarendon Row Phone: 01 244 8646 Email: support@qualtrics.com Twitter: @qualtrics
- 32. Appendix
- 33. -37% -25% -65% -28% -48% -41% -41% -70% -60% -50% -40% -30% -20% -10% 0% Absenteeism High-Turnover Orgs Low-Turnover Orgs Shrinkage Safety Incidents Patient Safety Incidents Quality (Defects)Theft Source: Gallup Business Journal, How Employee Engagement Drives Growth, June 2013 Business Impact of Employee Engagement
- 34. 34 Tip 1: Keep the End in Mind – Link Your Survey to Your Customers
Hinweis der Redaktion
- We placed in one of the top 10 places to work in Ireland in our first year – so we are doing something right.
- Western Europe: 14% engaged, 66% disengaged, 20% actively disengaged Central/Eastern Europe: 11% engaged, 63% disengaged, 26% actively disengaged Worldwide: 13% engaged, 61% disengaged, 26% actively disengaged
- Selling the program – We struggle to talk in terms of balance sheets and income statements. Maybe it is the human side of all of us, but it is important, as seen above, that we focus on what employee engagement really means.
- When selling an idea upward, like that of employee engagement, it is important to speak in terms of bottom-line impact. What does employee engagement really mean? It means reduced costs through attrition, and increased productivity per employee. However, is that all it really means? In the technology and insights industry, there is a major wave right now around understanding and acting on the Voice of the Customer. Companies that can do this well achieve better retention rates (decreased churn), higher spend per customer, and customer advocacy/word of mouth marketing. Overall, it translates into growth. That’s great, but why am I talking about Voice of the Customer? The root of the customer experience (which drives these outlined business impacts) for better or worse starts with how engaged your employees are. It has been shown, that if your employees are engaged, the customer experience will improve, and the business benefits will come through customer engagements. Employee engagement = customer engagement. Thus, the impact of positive employee engagement goes beyond productivity and reduced attrition, and directly influences and impacts customer loyalty.
- When selling an idea upward, like that of employee engagement, it is important to speak in terms of bottom-line impact. What does employee engagement really mean? It means reduced costs through attrition, and increased productivity per employee. However, is that all it really means? In the technology and insights industry, there is a major wave right now around understanding and acting on the Voice of the Customer. Companies that can do this well achieve better retention rates (decreased churn), higher spend per customer, and customer advocacy/word of mouth marketing. Overall, it translates into growth. That’s great, but why am I talking about Voice of the Customer? The root of the customer experience (which drives these outlined business impacts) for better or worse starts with how engaged your employees are. It has been shown, that if your employees are engaged, the customer experience will improve, and the business benefits will come through customer engagements. Employee engagement = customer engagement. Thus, the impact of positive employee engagement goes beyond productivity and reduced attrition, and directly influences and impacts customer loyalty.
- How are organizations making the business case? The trend in the industry is tying financial, employee, and customer experience data together. This is enabling organizations to understand how one element impacts another. This helps them see, if we can increase engagement by X%, we will increase loyalty by Y%, and thus have a bottom-line impact of Z.
- Managers had moved on – they had different problems and no longer felt the results were relevant or reflective of the problems they were faced with for their piece of the business.
- Managers had moved on – they had different problems and no longer felt the results were relevant or reflective of the problems they were faced with for their piece of the business.
- In a consumer-driven world, customers are king. You are working hard to deliver the best products and services to your customers. But how do you know if you’re getting it right across your entire organization.
- In 1911, in the midst of the industrial revolution, Frederick Winslow Taylor was the primary management theorist. His axiom was: “manage your people for efficiency”. He basically turned workers into robots, and had them do the same thing for 8-12 hours a day. Sounds like fun? Along came the 1950’s and Frederick Herzberg emerged as a new thought leader. He admitted that everyone was efficient, but everyone hated life. He felt that a job should have a variety of tasks. So, he introduced job rotation. He simply programmed robotic workers to multi-task. Then, in the 1960’s, along came Peter Drucker. He observed that the workforce was changing, and that a small minority were now paid to think. They were a small niche inside of the organization that he called “knowledge workers”. Fast forward 50 years, and everyone at Qualtrics is paid to think. So how do you foster this environment? From the basement, there have been some common founding principles: Eat what you kill Nail It before you scale it Protect the culture – you get what you reflect. You will notice that I didn’t say, “create a great culture”. If someone tells you that you can create “culture” they are in the wrong. Culture is driven by employees, and shouldn’t be run by a small group of leaders. There are three things you can do as a manager within an organization. You can: Dan Pink talks about how to build lasting motivation in a knowledge economy. He focuses on three points known as the “motivation trifecta”. They are: Autonomy Mastery Purpose Pay is a hygiene factor. At Qualtrics, we believe that every single employee has a right to come to work. They have a choice. So how do we provide autonomy, mastery, and purpose? How do we create an environment where culture and engagement thrives? Let’s explore how Qualtrics does this.
- How do you manage Indiana Jones or James Bond? You give them an objective and then figure out where to drop supplies and where you can remove roadblocks. In a knowledge economy, we pay people to think. We give them autonomy, and empower them to do their job, and to do it well. Our job is to develop, coach, and help people.
- However, you can only function in a new school approach if 1. You get the right people on the bus and 2. You have an environment of accountability for the objectives and results. New School doesn’t mean “do what you want”. It means, figure out how to solve this problem, let me know where I can help, and then get the objective accomplished. One of our mechanisms for accountability is Odo. We all are setting OKRs and weekly snippets that are an integral part of our business. If you aren’t doing your job, you don’t hide. We believe that the ideal system for accountability is one where the employees and management hold themselves accountable. We can do this through transparency.
- This idea of transparency eminates from our corporate management practice and philosophy down to our physical office space. TGIT is used to make sure we are all rowing together to Odo that creates full transparency in performance and objectives, to glass conference rooms so there is never a “secret” meeting that takes place.
- It isn’t a surprise when promotions happen within Qualtrics. Due to the transparency, individuals within the organization can see who the performers are. Those that then perform and have the right leadership ability are promoted. In our support and services teams, then can self nominate to be promoted every six months. If the data is there, then up they go. We disproportionately reward high performers. We provide a clear promotion path, and work to enable each employee to control their own destiny. We also provide a player coach model where all first line leaders are also performing the job they are asking their team to perform. Keep them in the details and connected. - We mentor from the trenches.
- Individuals are united in a common cause or a common enemy. Thus, we work to rally behind a common cause that is greater than ourselves. It gives us and our organization a greater purpose beyond revenue. However, along with charitable causes, another greater purpose for Qualtrics beyond revenue is customer and employee success. When company, customer, and employees all have success, revenue is a byproduct.
- Employees under the age of 25 rank Professional Development as their #1 driver for engagement, and #2 for workers up to age 35. Employees need to feel like they are getting better in their lives and careers. To do this we provide: Opt-in 360 assessments Javascript/html courses Franklin Covey training Force Management training Offsite leadership development – Chris Holmberg Judo classes Deloitte University Press (January 26, 2015): “Organizations with a strong learning culture are 92% more likely to develop novel products and processes, 52 percent more productive, 56 percent more likely to be the first to market with their products and services, and 17 percent more profitable than their peers. Their engagement and retention rates are also 30-50 percent higher.
- Companies are learning that modern office spaces should be more like graduate study areas. For example, they're building offices without walls, walls that prevent team members from interacting. There is also plenty of food — people don't think well when they are hungry. Large common areas are designed to get folks talking, debating, and thinking about solutions. Sound familiar? We've modeled Qualtrics after academia.
- Jim Barksdale, CEO Netscape – “If we have data, let’s look at data. If all we have are opinions, let’s go with mine” We have worked to build a culture that respects data. When key decisions are made, data is important. We welcome and encourage contrarian views, for contrarian views bring and develop innovation. However, data needs to be used when making decisions. It also needs to be on point and accurate. Fix-it session.
- How do you start to engage and build culture within an international environment?
- In a consumer-driven world, customers are king. You are working hard to deliver the best products and services to your customers. But how do you know if you’re getting it right across your entire organization.
- In a consumer-driven world, customers are king. You are working hard to deliver the best products and services to your customers. But how do you know if you’re getting it right across your entire organization.
- One of the biggest challenges we see among our clients is that managing the hierarchy and getting it right is error-prone and tedious. This is an area Qualtrics is taking head on to make it sophisticated yet simple. We built an org hierarchy management directly into the platform so people can automatically build hierarchies, get visual confirmation that it is accurate, and they have the tools to update and modify the hierarchies for their employee insight efforts. There is a global hierarchy and project hierarchy. When I start my project hierarchy, it won’t change over time. We make a local snapshot of the org hierarchy and it represents the state of your org when you ran this survey. Then you have the global one that is constantly being updated. So when you run your next project, you take a new snapshot. When I make changes in Qualtrics, they are not pushed back to the HRIS. If there are fundamental issues, they want to make them in their system. But there are some reasons that people want to adjust their EE org hierarchy to be represented differently – for example, COGS or G&A. Normally, you just track the unit, not the people who were in the unit (so if half of Brad’s team moved to another team, we’re still just looking at the one snapshot vs. the new snapshot)
- Getting relevant information to every manager. What does it mean to be relevant Data for the group for which I have responsibility Timely To meet those needs, we’re using interactive dashboards Automatically knows who they are when they log in Brings just the information relevant to them
- The whole point of this is not just to throw in bells and whistles. We’re trying to make it simple for managers to get the information they need quickly. Having this type of tight org hierarchy integration allows us to highlight information specific to each manager. Allows you to get a quick, holistic view of your whole organization and can quickly drill down to diagnose pockets of engagement or disengagement. Drill down