Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Leading and Engaging a Diverse Workforce

882 Aufrufe

Veröffentlicht am

Slides from Madano at our Inspire, inform, engage event Sep 2016

Veröffentlicht in: Business
  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

Leading and Engaging a Diverse Workforce

  1. 1. Madano Inspire, inform, engage Engage for Success Conference: Leading and Engaging a Diverse Workforce 26th September 2016 Samantha Dawe
  2. 2. A diverse and multi-generational workplace Observations from recent Employee Engagement Report, published Sept 2016 Gen Y and the Changing Communications landscape, research conducted Some implications for communications and talent strategies
  3. 3. Employee Engagement Inform. Engage. Empower.
  4. 4. Our Definition Employee Engagement changes culture, engages employees in the overall mission and vision of the company, and contributes to an increase in commitment and behaviour that helps the company achieve its overall business goals. 4
  5. 5. Audit highlights 5 Top Trends across different geographies and irrespective of company size or sector 1. Satisfaction or Engagement? 2. Engagement is becoming more holistic 3. A one-size fits all approach no longer works 4. The importance of collaboration 5. Use of technology and social media
  6. 6. Fix what’s broken • Structures • “Relinquishing power” • Aligning employees to a common goal and purpose • Who owns culture? 6 Those models that worked in the 1960s or 1970s need to be retooled and built to be more functional. The dynamics of the workplaces have to change
  7. 7. Collaborative Leadership Senior leadership needs to be visible and active 7 Employees will flourish with good leaders
  8. 8. An age-diverse workforce – benefits and challenges
  9. 9. Generational change – 5 generations in the workplace Depression/War Disciplined Frugal Commitment Dependable Directive Hierarchical Baby Boomers Free-spirited Profligate Actualisation Idealistic Directive Team players Gen X Serious Rigorous Hard-working Pragmatic Directive Personal Ownership Gen Y Networked Collaborative Self-reliant Entrepreneurial Non-directive Collegial Gen Z Entitled Enabled Cynical Competitive Non-directive Collegial TV letters Laptop phone Tablet email Smartphone text Wearable tech snapchat
  10. 10. Gen Y trends Collaboration: the New Competitiveness Uncertainty is the New Certainty Going Against the Grain – why the sand in the oyster wins The Brand New Me
  11. 11. The Gen Y effect Speed of change and uncertainty eroding ability to plan Command /control not as useful now Time-frame beyond 3 years problematic Collaboration increasingly key to growth/ innovation Key issues: partnerships and sharing of proprietary information Customers more central to production distribution, marketing. Values re-set - authenticity, trust and social currency First cohort of Gen Y about to enter senior mgmt. Major implications. Conversation not transaction is what’s important. Business untethered. Emotion driving brand positioning. Doing well by doing good. Emotional, random and engaging - more important for sales Nimble, fast-reactive prototype comms better than deliberate, pro-active and perfect Strategic control and planning Growth, innovation and business model Values, employees and engagement Brand, customers, communications
  12. 12. Different skills, everyone is an individual Innovation relies on a number of different and divergent perspectives. Each can learn from another A mixed-generation and socially diverse team will contain a range of views that if channelled can lead to best solutions/products Extremely important for increased insight into different customer segments
  13. 13. Different skills, everyone is an individual “Rigidity of thought around what a productive employee looks like, age discrimination and unconscious bias remain widespread problems in the UK labour market. And the way that workplaces, work and jobs are designed also needs a rethink.”
  14. 14. Use of technology to encourage engagement?
  15. 15. Knowledge sharing Face to face: reverse or reciprocal mentoring on specific business issues New channels for engagement • Collaborative Learning Forums – self organising, topic-based groups • Webcasts and online coaching • Online communities – with the look & feel of social media platforms
  16. 16. Create a conversation
  17. 17. The digital opportunity Collaboration + open sourcing is a norm = discussion and engagement Customisation is easier = treat people as individuals approach Technology should be an enabler for engagement New learning and working styles are not the preserve of the young!
  18. 18. Increased demand for organisations to be authentic Reputational impacts extend across a range of diversity issues In the digital world the story can remain even though you may have moved on…
  19. 19. In the past 13 minutes we have been speaking…
  20. 20. THANK YOU And any questions?

×