People for People 2012 workplace and the community A survey of 3841 residents of a major Canadian metropolitan city conducted in the spring of 2012 found 13 of respondents found it hard to make new friends ID: 445133
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Slide1
Emotional attachment to the workplace
People for People 2012Slide2
workplace and the community
A survey of 3,841 residents of a major Canadian metropolitan city conducted in the spring of 2012 found:
1/3 of respondents found it hard to make new friends
Only 35% of respondents have at least one close friend living in their neighborhood
35% of respondents have no close friends outside their ethnic group
Of the barriers cited to seeing one’s close friends more often – work, school, family obligationsSlide3
Community (Isolation)
50
% of respondents
who have lived
in Canada for 5 or fewer years say it
is hard to make friends…44% > than 5 yrs agreeSlide4
Our Sense of community cont’d
Isolation
25% of respondents say that “[they] find [them]self alone more often than [they] would like to be.”
Climbs to 41% of people living in apartments; (22% of respondents neither agree or disagree)
In the past 12 months, have you had any of your
neighbours over for dinner, BBQ or some other get-together? No – 73% (72% No to being invited)Slide5
Our Sense of Community
cont’d
Obstacles to getting to know others
32% - Little interest - INDIFFERENCESlide6
Purpose of community
33% of respondents DISAGREE with the statement:
“If there were problems in my
neighbourhood
, it would be hard to get people to work together to solve them”
52% think people in their neighbourhood trust one another. What does this mean for the workplace?Slide7
Can employees care
about issues
in their
workplace if their
interest in “community” stops
at their front yard (or common area)?Slide8
What is Engagement?
The amount of discretionary effort committed to achieving work goals
Traditional
Engagement – belief in and connection to
Enablement – no roadblocks, availability of resources
Energy – supportive social environment, feelings of enthusiasmSlide9
Engagement
The first is the level of engagement employees have with their career or profession, and the other is the engagement employees feel toward their employing
organisation
.Slide10
10
Opportunities to learn and grow
Progress in last six months
Best friend
Coworkers committed to quality
Mission/Purpose of company
My opinions count
Encourages development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
Materials and equipment
I know what is expected of me at work
Elements of EngagementSlide11
Engagement and Business Performance
Turnover
Absenteeism
Shrinkage
Safety
Incidents
Customer
Productivity
Profitability
High- Turnover Orgs.
Low- Turnover Orgs.
Bottom-Line Reduction
Top-Line Growth
*Difference between engaged and actively disengaged employees in unexcused absences
*
% difference of top quartile from bottom quartile
Turnover
Absenteeism
Shrinkage
Safety
Incidents
Customer
Productivity
Profitability
High- Turnover Orgs.
Low- Turnover Orgs
.Slide12
Engagement & Performance:Slide13
Engagement concern 1:Correlated or Causal?
Are firms/organizations that have more engaged employees therefore more profitable?
Do firms/organizations that are more profitable/successful, as a result of their success, simply have more engaged employees?Slide14
Engagement concern 2:
What does it mean?
11% of workers worldwide are engaged
35% of the global workforce are highly engaged
46% are either stars (likely to outperform and stay) or free agents (likely to outperform and leave for the right or next opportunity)Slide15
Results of One Multinational
Retained the support of a massive research-based
performance-management consulting
company
Introduced the concept of Engagement in Aug 2004
Began measuring the engagement of employees twice/yearSubsequent action planning and even tied to compensationSignificant $$ and resources were invested/spentSlide16
Engagement Score HistorySlide17
What Should the focus Be?
The only measure for employee engagement should be PERFORMANCE (productivity, effectiveness, efficiency).
We want
commitment!
The act of committing is in itself, an act of engagement.Slide18
A WORKPLACE WITH MEANING
How do the employees of this
organization
feel about their
workplace? (http://www.youtube.com/watch?v=AOgJjFes3iM) orOr this one?What are the employees feeling when they wake up and get ready for work and how do you measure that?How are they contributing to the organization?Slide19
EngagementSlide20
The Meaningful WorkplaceSlide21
The Meaningful Workplace
Jerry
Holtaway
“ …creating a meaningful workplace is about establishing a high-order connection with employees and then benefiting from the compounding effect that comes from a stream of meaningful experiences tied directly to the needs, beliefs, interests and aspirations of employees.” Slide22
Emotions as Anchors
Zappos
http
://www.youtube.com/watch?v=SMFyT2CU9NoSlide23
The Meaningful Workplace
Ambition is the New Purpose
– what are we trying to achieve
Behaviour
is the New Culture
– the physical environment, policies, attitudes and behaviours, that moment of “customer contact”Feelings are the New Values – more than words, how do employees feel corporate values?Cascade Planning - affirmations are becoming part of the goal setting processSlide24
The Elements of a Meaningful workplace
Ambition is the new
purpose
– when presented in a credible, inclusive and authentic way the company’s ambition is respected and admired.
Our Mission
: To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.Slide25
Emotions as Anchors
Behaviour
is the new
culture
– the most beneficial cultures are those that unite employees around an ambition, make them feel emotionally connected and surround them with people who share their ambition, feelings and
behaviour. Zappos Culture bookSlide26
Emotions as Anchors
Feelings
are the new
values
– the way businesses can get employees to live company values is to never use the word “values”. Rather it is by brining people to the company’s values through feelings Slide27
Slide28
Making It Happen
Macro
– how the business will be
evolved – how is that plan communicated and translated?
Group
– how groups of employees/departments will be engagedSolo – how individuals will be personally engagedSlide29
The Meaningful Workplace
Ambition is the New Purpose
– what are we trying to achieve
Behaviour
is the New Culture
– the physical environment, policies, attitudes and behaviours, that moment of “customer contact”Feelings are the New Values – more than words, how do employees feel corporate values?Cascade Planning - affirmations Slide30
The Process of Self-Discovery
“Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work”
- Vince Lombardi