SHRM Thought Leaders Retreat

1
SHRM Thought Leaders Retreat

• October 2006
• Presented by
• William A. Schiemann
• CEO, Metrus Group

2
(No Transcript)
3
Title
4
Desired Learning Measuring Engagement

• Tools for measuring engagement and for impacting
  the drivers
• Actual metrics used by successful companies

5
Desired Learning Linkage

• Effective ways to link engagement to manager
  performance
• Metrics that demonstrate the link between
  engagement and business results
• How to be able to use (metrics) within a
  scorecard that is used by company executives

6
Desired Learning Building Buy-In

• Prevent engagement from becoming the flavor of
  the month
• Engage those who have not bought into the
  concept of engagement
• Connect managers with their responsibilities for
  employee engagement

7
Desired Learning Implementation

• Rapidly increase and sustain high levels of
  engagement
• Better tapping into the mindset of Gen X and Gen
  Y
• Develop a successful employee engagement
  strategy
• Cost/resources efficient and effective practices

8
Pre-Conference Survey
Strategic measures in place for people
strategy Measuring engagement Measuring employee
alignment with strategy Measuring capabilities to
execute strategy Engagement a key metric on
Corporate Scorecard Engagement linked to business
outcomes
9
The Power of Measures
Engagement linked to business outcomes Senior
leadership is convinced of the value of
engagement Over the last three years Employee
Engagement at our organization has increased
10
Who Gets Funded?
Have a clear People Strategy Measuring employee
alignment with strategy Engagement linked to
business outcomes Engagement a key metric on
Corporate Scorecard
11
What Differentiates Companies Where Engagement Is
Growing?
Have a clear People Strategy Measures in place
for People Strategy Linked to business
outcomes Leadership convinced of value Engagement
on Corporate Scorecard
12
Typical Low People Equity Profiles
13
Typical High People Equity Profiles
14
Biggest Barriers to Improving Engagement

• Culture/attitudes - 24
• Understanding - 22
• Measurement - 20
• Resources - 14
• Leadership - 14
• Other - 6

15
Barriers

• Culture/Attitudes
• As the workforce changes, old methods of
  connecting and engaging arent as effective
• Understanding
• Helping managers understand they play a key role
  in employee engagement retention
• Measurement
• Reliance on financial measures over true people
  engagement measures
• Resources
• Time to do it right
• Leadership
• Lack of a clear corporate strategy

16
Selling Engagement

• Linkage to Business Outcomes
• Grab them by their PL's and their hearts and
  minds will follow
• We had a compelling reason to change. Our
  financials and customer service were horrible.
• ROI
• Demonstrating the link to business strategies
  and identifying the right metrics
• Organizational survey results reflected employee
  engagement as a primary driver of intent to stay
• Linkage to guest satisfaction and financial
  performance
• Human capital as an asset not an expense

17
People Equity
Alignment Are we going in the same direction?
Capabilities Do we have what we need to
succeed? Engagement Are we committed?