Better Engaging the Quad-Generational Workforce
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Better Engaging the Quad-Generational Workforce
- 1. Workforce Experience Better Engaging the Quad-generational Workforce
- 2. Today’s Workforce Is Not Engaged 68% – 87% Disengaged 50% 32% 18% Worldwide Employees (Across 142 Countries) US Employees 63% 13%24% Engaged Engaged Disengaged Disengaged Actively Disengaged Actively Disengaged
- 3. Copyright © 2013 Gallup, Inc. All rights reserved. The content is used with permission; however, Gallup retains all rights of republication. Disengagement is Expensive 68% – 87% Disengaged ONE disengaged employee costs an organization approximately $3,400 for every $10,000 in annual salary. Actively Disengaged Employees Cost the American Economy an Estimated $450 – 550 Billion Annually Due to Lost Productivity.
- 4. Worldwide Engagement 13% engaged 63% disengaged 24% actively disengaged. Active Disengagement is a Global Problem Germany: €112B- €138B per year (US$151B to $186B) Active Disengagement UK: £52B-£70B per year (US$83B-$112B) Active Disengagement US $450B to $550B per year Active Disengagement 6% Engagement in China Less than half the global average New Zealand & Australia 24% engaged,60% not engaged.16% actively disengaged Highest active disengagement in Middle East & North Africa (MENA), particularly in Tunisia 54%, Algeria 53%, Syria 45%
- 5. 41% Fewer Safety Incidents 25% Lower Turnover (in High-turnover Organizations) Employee Engagement Matters 1.5x Higher EPS When Engaged Employees Outnumber Disengaged by ~9:1 Copyright © 2013 Gallup, Inc. All rights reserved. The content is used with permission; however, Gallup retains all rights of republication. 21% Higher Productivity Higher Profitability 22%
- 6. The Workforce is in Transition: Quad-generational Personalize Your Approach to Each Generation for Better Engagement Motivation Values Work Style Working Longer, Retiring Later Defined By Their Work Value Face Time Independent, Resourceful, Self-reliant Value Work-Life Balance Don’t Need or Want Face Time Independent, Resourceful, Self-reliant Work Must Make Their Lives and Society Better Expect Equal Seat at the Table Just Now Entering the Workforce Only Know Global, Diverse Workforce/place Prefer Live/Video/Visual Generation Z (born 1995 to 2009) Generation X (born 1964-1980) Baby Boomers (born 1946-1964) Millennials (Generation Y) (born 1980-1995)
- 7. The Workforce is in Transition: Quad-generational 17% 36% 34% 35% 42% 21% 2% 12% Now 2020 Organizations Must Address Each Generation’s Needs Generation Z (born 1995 to 2009) Generation X (born 1964-1980) Baby Boomers (born 1946-1964) Millennials (Generation Y) (born 1980-1995)
- 8. Digitization and Social Trends are Challenging Organizations Companies will Adapt or Perish Eroding Geo Boundaries Consumer- driven IT Under-utilizing Assets Explosion of Devices Evolving Social Contracts
- 9. Every Change Impacts the Workforce Experience Optimize Work Environment Enable a Mobile Workforce Improve Employee Engagement Millennials (born 1980-1995) Baby Boomers (born 1946-1964) Generation Z (born 1995 to 2009) Generation X (born 1964-1980) Evolving Social Contracts Under-utilizing Assets Consumer-driven IT Eroding Geo Boundaries Explosion of Devices Quad-generation Workforce Needs Differ Digitization & Social Trends Are Challenging Organizations Employee Disengagement Costs Are High Enterprises Must Address Organizational Challenges to Attract and Retain Top Talent
- 10. Attract and Retain the Quad-generational Workforce with a Better Workforce Experience Enable a Digital Workforce Deliver Flawless and Effective Meetings Transform the Workplace Optimized Work Environment Seamless Mobile Workforce Better Employee Engagement
- 12. Experience (Customize Your Space with Your Preferred Settings) Color Blue Temp 68°74° • Smart+Connected Spaces • Cisco Maps Reserve (Flexible Workspaces) Locate (Spaces and Conference Rooms) Dynamic Workspace Allocation Simply Find and Personalize Workspaces Cisco Connected Workplace ~40%Lower Real Estate Costs ~50%Lower Furniture Costs ~40%Reduction in workplace services
- 13. Workplace Analytics Occupancy and Utilization Dwell Times High Traffic Areas Understand and Optimize Real Estate Utilization • Hyper-location Based Services • Cisco Mobility Services Engine • Smart+Connected Spaces
- 14. Enable a Digital Workforce
- 15. Secure Access to People, Information and Resources On the Move From the Workplace On Any Device Improve Workforce Productivity • Cisco Unified Access • Cisco Identity Services Engine
- 16. Agent Connects to Experts While On-site with Claimant Faster Processing of Insurance Claims • Cisco Remote Mobile Expert • Cisco Jabber Real-time Consultation (Connect via Video or Voice) Share Accident Details Display Video and Photographic Footage
- 17. Interactive Support Streamline Processes and Decision Quality • Cisco Remote Expert Mobile • Cisco Personal TelePresence Conference in Third Parties (Body Shop, Roadside Assistance) Share Web Pages and Links (Even Guide 3rd party to fill the web form by sharing screens)
- 18. Deliver Flawless and Effective Meetings
- 19. Work Where and When Life Requires Reduce Stress; Increase Employee Satisfaction Commute During Off Hours (Save time and money) • Cisco Collaboration Endpoints • Cisco Network Infrastructure & Policy-based Access
- 20. Best Experience for the Capabilities You Have • Cisco WebEx • Cisco Jabber • Cisco SPARK From Pocket to Boardroom Instant Global Collaboration
- 21. Audience Engagement Virtual, Global Events On any Device Internal and External Save Time and Money Without Compromising Experience • Cisco TelePresence • Cisco Network Infrastructure • Cisco Social Miner
- 22. Attract and Retain a Better Engaged Workforce Motivation Values Work Style Working Longer, Retiring Later Defined By Their Work Value Face Time Independent, Resourceful, Self-reliant Value Work-Life Balance Don’t Need or Want Face Time Independent, Resourceful, Self-reliant Work Must Make Their Lives and Society Better Expect Equal Seat at the Table Just Now Entering the Workforce Only Know Global, Diverse Workforce/place Prefer Live/Video/Visual Face-to-face Communications Worldwide Same Experience Regardless of Where You Are Boundary-less Collaboration Work Easily with People Inside and Outside the Organization Generation Z (born 1995 to 2009) Generation X (born 1964-1980) Baby Boomers (born 1946-1964) Millennials (Generation Y) (born 1980-1995)
- 23. Why Cisco? Cisco Collaboration Architecture Cisco Unified Datacenter Architecture • Network Security • Unified Access • Intelligent WAN Cisco Enterprise Networks Architecture• LEADER in Contact Center • LEADER in Unified Communication • LEADER in WAN Optimization • CHALLENGER in Enterprise Video Innovate • Growing Solution Portfolio • End-to-End Solutions Manage • Trained Ecosystem of Partners • Continual Partner CertificationPay • Cisco Capital financing • Multiple Consumption Models • Packaged SKU’s, Streamlined ordering Build • Day 0: Consulting Services • Day 1: Implementation Services • Day 2: Support and Managed Services Design • Industry Leading Solutions • Tested Proven Architectures • Validated Offer Blocks & Published BOM Enterprise Video Unified Communication Servers Network
- 24. Digitize the Workforce Experience Enable a Digital Workforce Deliver Flawless and Effective Meetings Transform the Workplace Workspace Management Tools Mobile Workspace Collaborative Knowledge Tech-Enabled Workspace Collaborative Knowledge WebEx Mobile Workspace TelePresence
- 25. Deliver a Better Workforce Experience with Cisco! Employees are Disengaged and Directly Impact Customer Experience Workplaces and Workforces are Both in Transition Technology will Accelerate and Enhance Next-generation Workplaces Cisco Has an Unequaled Portfolio of Products, Solutions & Services to Improve the Workforce Experience Enable a Digital Workforce Transform the Workplace Deliver Flawless and Effective Meetings
Notas del editor
- Workforce Experience. Let’s talk about how Cisco can help you engage your quad-generational workforce.
- Today’s workforce is not engaged. Based on a survey done by Gallup across 142 countries, on average 68 to 87% of employees in an organization are either disengaged or actively dis-engaged. Disengaged employees are the ones that come into to work to “collect a paycheck.” They do not go the extra mile to get stuff done. Actively dis-engaged employees are those that have an actively negative attitude. They can bring the morale down by spreading discontent. http://www.gallup.com/services/178514/state-american-workplace.aspx Engaged: Inspired at work; Emotionally invested; Focused on creating value every day. Likely has a great boss. Disengaged: Present. But likely “just collecting a paycheck”. Doesn’t go out of his/her way. Not inspired by work or managers. Essentially "checked out." They sleepwalk through their workday and put time -- but not energy or passion -- into their work. These employees are less destructive and disruptive than actively disengaged employees, but they are not helping their organizations grow. Actively Disengaged: Negative. Potentially hostile. Roams the hall spreading discontent. Likely to have a boss from hell that makes him/her miserable. Since the late 1990s, Gallup has administered the Q12 Survey to more than 25 million employees In 195 different countries and 70 languages. Gallup: “State of the American Workplace Report 2013” report: Gallup research also shows that these managers from hell are creating active disengagement costing the U.S. an estimated $450 billion to $550 billion annually. If your company reflects the average in the U.S., just imagine what poor management and disengagement are costing your bottom line. Of the approximately 100 million people in America who hold full-time jobs, 30 million (30%) are engaged and inspired at work, so we can assume they have a great boss. At the other end of the spectrum are roughly 20 million (20%) employees who are actively disengaged. These employees, who have bosses from hell that make them miserable, roam the halls spreading discontent. The other 50 million (50%) American workers are not engaged. They’re just kind of present, but not inspired by their work or their managers. Organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher earnings per share (EPS) compared with their competition in 2011-2012. In contrast, those with an average of 2.6 engaged employees for every actively disengaged employee experienced 2% lower EPS compared with their competition during that same time period. Gallup “State of the Global Workplace 2013” report: Currently, 13% of employees across 142 countries worldwide are engaged in their jobs — that is, they are emotionally invested in and focused on creating value for their organizations every day. As in Gallup’s 2009- 2010 global study of employee engagement, actively disengaged workers — i.e., those who are negative and potentially hostile to their organizations — continue to outnumber engaged employees at a rate of nearly 2-1. Overall, among the 142 countries included in the current Gallup study, 13% of employees are engaged in their jobs, while 63% are not engaged and 24% are actively disengaged. However, these results vary substantially among different global regions. Active disengagement is an immense drain on economies throughout the world. Gallup estimates, for example, that for the U.S., active disengagement costs US$450 billion to $550 billion per year. In Germany, that figure ranges from €112 billion to €138 billion per year (US$151 billion to $186 billion). In the United Kingdom, actively disengaged employees cost the country between £52 billion and £70 billion (US$83 billion and $112 billion) per year. East Asia has the lowest proportion of engaged employees in the world, at 6%, which is less than half of the global mean of 13%. The regional finding is driven predominantly by results from China, where 6% of employees are engaged in their jobs — one of the lowest figures worldwide. In Australia and New Zealand, 24% of employees are engaged, while 60% are not engaged and 16% are actively disengaged. The resulting ratio of engaged to actively disengaged employees — 1.5-to-1 — is one of the highest among all global regions and similar to results from the U.S. and Canada (1.6-to-1). Gallup found the highest levels of active disengagement in the world in the Middle East and North Africa (MENA) region, particularly in Tunisia (54%), Algeria (53%), and Syria (45%). The region’s high unemployment rates may be a factor in these results, causing many disengaged workers to remain in their jobs despite their unhappiness at work. Despite the country’s strong economic growth, only 8% of Indonesian employees are engaged in their jobs, while 15% are actively disengaged. By contrast, employees in the Philippines — another fast-growing economy in Southeast Asia — had the highest level of engagement in the region at 29%, with only 8% actively disengaged. Since the late 1990s, Gallup has administered the Q12 Survey to more than 25 million employees In 195 different countries and 70 languages. --------------- Additional Info: Gallup , Decision-Wise , FastCompany: Gallup , Gartner's 2015 Digital Workplace Conference Gartner: Only 4 in 10 are highly engaged. 25% are actively disengaged thinking this is US data… Additional Stats/Metrics from Gallup via Fast Company http://www.fastcompany.com/3009012/the-costs-of-ignoring-employee-engagement: 37% Lower Absenteeism 25% Lower Turnover (in High-turnover Organizations) 65% Lower Turnover (in Low-turnover Organizations) 28% Less Shrinkage 48% Fewer Safety Incidents 41% Fewer Patient Safety Incidents 41% Fewer Quality Incidents (Defects) 10% Higher ebc Metrics 21% Higher Productivity 22% Higher Profitability 3x Faster Profit Growth 19.2% Growth in Operating Income (12m period with High Engaged Workforce) Individual happiness cascades through groups of people, like contagion.
- Engaged: Inspired at work; Emotionally invested; Focused on creating value every day. Likely has a great boss. Disengaged: Present. But likely “just collecting a paycheck”. Doesn’t go out of his/her way. Not inspired by work or managers. Essentially "checked out." They sleepwalk through their workday and put time -- but not energy or passion -- into their work. These employees are less destructive and disruptive than actively disengaged employees, but they are not helping their organizations grow. Actively Disengaged: Negative. Potentially hostile. Roams the hall spreading discontent. Likely to have a boss from hell that makes him/her miserable. http://www.gallup.com/services/178514/state-american-workplace.aspx
- And, this dis-engagement is expensive! Each dis-engaged employee costs $3,400 for every $10,000 in salary. So, if an organization has $100 million in salary budget, one third of that could be going to waste because of dis-engagement. And just in the US alone, active dis-engagement costs the economy half a trillion dollars! Think about <insert organization name>. Are you paying your employees to undermine your company’s goals? http://www.gallup.com/services/178514/state-american-workplace.aspx Engaged: Inspired at work; Emotionally invested; Focused on creating value every day. Likely has a great boss. Disengaged: Present. But likely “just collecting a paycheck”. Doesn’t go out of his/her way. Not inspired by work or managers. Essentially "checked out." They sleepwalk through their workday and put time -- but not energy or passion -- into their work. These employees are less destructive and disruptive than actively disengaged employees, but they are not helping their organizations grow. Actively Disengaged: Negative. Potentially hostile. Roams the hall spreading discontent. Likely to have a boss from hell that makes him/her miserable. Since the late 1990s, Gallup has administered the Q12 Survey to more than 25 million employees In 195 different countries and 70 languages. Gallup: “State of the American Workplace Report 2013” report: Gallup research also shows that these managers from hell are creating active disengagement costing the U.S. an estimated $450 billion to $550 billion annually. If your company reflects the average in the U.S., just imagine what poor management and disengagement are costing your bottom line. Of the approximately 100 million people in America who hold full-time jobs, 30 million (30%) are engaged and inspired at work, so we can assume they have a great boss. At the other end of the spectrum are roughly 20 million (20%) employees who are actively disengaged. These employees, who have bosses from hell that make them miserable, roam the halls spreading discontent. The other 50 million (50%) American workers are not engaged. They’re just kind of present, but not inspired by their work or their managers. Organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher earnings per share (EPS) compared with their competition in 2011-2012. In contrast, those with an average of 2.6 engaged employees for every actively disengaged employee experienced 2% lower EPS compared with their competition during that same time period. Gallup “State of the Global Workplace 2013” report: Currently, 13% of employees across 142 countries worldwide are engaged in their jobs — that is, they are emotionally invested in and focused on creating value for their organizations every day. As in Gallup’s 2009- 2010 global study of employee engagement, actively disengaged workers — i.e., those who are negative and potentially hostile to their organizations — continue to outnumber engaged employees at a rate of nearly 2-1. Overall, among the 142 countries included in the current Gallup study, 13% of employees are engaged in their jobs, while 63% are not engaged and 24% are actively disengaged. However, these results vary substantially among different global regions. Active disengagement is an immense drain on economies throughout the world. Gallup estimates, for example, that for the U.S., active disengagement costs US$450 billion to $550 billion per year. In Germany, that figure ranges from €112 billion to €138 billion per year (US$151 billion to $186 billion). In the United Kingdom, actively disengaged employees cost the country between £52 billion and £70 billion (US$83 billion and $112 billion) per year. East Asia has the lowest proportion of engaged employees in the world, at 6%, which is less than half of the global mean of 13%. The regional finding is driven predominantly by results from China, where 6% of employees are engaged in their jobs — one of the lowest figures worldwide. In Australia and New Zealand, 24% of employees are engaged, while 60% are not engaged and 16% are actively disengaged. The resulting ratio of engaged to actively disengaged employees — 1.5-to-1 — is one of the highest among all global regions and similar to results from the U.S. and Canada (1.6-to-1). Gallup found the highest levels of active disengagement in the world in the Middle East and North Africa (MENA) region, particularly in Tunisia (54%), Algeria (53%), and Syria (45%). The region’s high unemployment rates may be a factor in these results, causing many disengaged workers to remain in their jobs despite their unhappiness at work. Despite the country’s strong economic growth, only 8% of Indonesian employees are engaged in their jobs, while 15% are actively disengaged. By contrast, employees in the Philippines — another fast-growing economy in Southeast Asia — had the highest level of engagement in the region at 29%, with only 8% actively disengaged. Since the late 1990s, Gallup has administered the Q12 Survey to more than 25 million employees In 195 different countries and 70 languages. --------------- Additional Info: Gallup , Decision-Wise , FastCompany: Gallup , Gartner's 2015 Digital Workplace Conference Gartner: Only 4 in 10 are highly engaged. 25% are actively disengaged thinking this is US data… Additional Stats/Metrics from Gallup via Fast Company http://www.fastcompany.com/3009012/the-costs-of-ignoring-employee-engagement: 37% Lower Absenteeism 25% Lower Turnover (in High-turnover Organizations) 65% Lower Turnover (in Low-turnover Organizations) 28% Less Shrinkage 48% Fewer Safety Incidents 41% Fewer Patient Safety Incidents 41% Fewer Quality Incidents (Defects) 10% Higher Customer Metrics 21% Higher Productivity 22% Higher Profitability 3x Faster Profit Growth 19.2% Growth in Operating Income (12m period with High Engaged Workforce)
- Engaged: Inspired at work; Emotionally invested; Focused on creating value every day. Likely has a great boss. Disengaged: Present. But likely “just collecting a paycheck”. Doesn’t go out of his/her way. Not inspired by work or managers. Essentially "checked out." They sleepwalk through their workday and put time -- but not energy or passion -- into their work. These employees are less destructive and disruptive than actively disengaged employees, but they are not helping their organizations grow. Actively Disengaged: Negative. Potentially hostile. Roams the hall spreading discontent. Likely to have a boss from hell that makes him/her miserable. State of the US workplace: http://www.gallup.com/services/178514/state-american-workplace.aspx And https://cisco.box.com/s/iyqnelunifxd6o3qhkmnp5nihzz60txs State of the global workplace: https://cisco.box.com/s/eawerzp27azhrgz7gj3tvzu1llhjp0xq http://www.mapsofworld.com/world-political-map-2000px.jpg Gallup “State of the Global Workplace 2013” report: Active disengagement is an immense drain on economies throughout the world. Gallup estimates, for example, that for the U.S., active disengagement costs US$450 billion to $550 billion per year. In Germany, that figure ranges from €112 billion to €138 billion per year (US$151 billion to $186 billion). In the United Kingdom, actively disengaged employees cost the country between £52 billion and £70 billion (US$83 billion and $112 billion) per year. East Asia has the lowest proportion of engaged employees in the world, at 6%, which is less than half of the global mean of 13%. The regional finding is driven predominantly by results from China, where 6% of employees are engaged in their jobs — one of the lowest figures worldwide. In Australia and New Zealand, 24% of employees are engaged, while 60% are not engaged and 16% are actively disengaged. The resulting ratio of engaged to actively disengaged employees — 1.5-to-1 — is one of the highest among all global regions and similar to results from the U.S. and Canada (1.6-to-1). Gallup found the highest levels of active disengagement in the world in the Middle East and North Africa (MENA) region, particularly in Tunisia (54%), Algeria (53%), and Syria (45%). The region’s high unemployment rates may be a factor in these results, causing many disengaged workers to remain in their jobs despite their unhappiness at work. Despite the country’s strong economic growth, only 8% of Indonesian employees are engaged in their jobs, while 15% are actively disengaged. By contrast, employees in the Philippines — another fast-growing economy in Southeast Asia — had the highest level of engagement in the region at 29%, with only 8% actively disengaged.
- On the other hand, if you can engage employees, there are positive effects on business results! Companies where an overwhelming majority of employees are engaged can have 1.5x higher EPS. That’s because engaged employees drive higher profitability, higher productivity, fewer safety incidents and lower turnover. From Gallup via Fast Company http://www.fastcompany.com/3009012/the-costs-of-ignoring-employee-engagement: 37% Lower Absenteeism 25% Lower Turnover (in High-turnover Organizations) 65% Lower Turnover (in Low-turnover Organizations) 28% Less Shrinkage 48% Fewer Safety Incidents 41% Fewer Patient Safety Incidents 41% Fewer Quality Incidents (Defects) 10% Higher Customer Metrics 21% Higher Productivity 22% Higher Profitability 3x Faster Profit Growth 19.2% Growth in Operating Income (12m period with High Engaged Workforce) Gallup: “State of the American Workplace Report 2013” report: Gallup research also shows that these managers from hell are creating active disengagement costing the U.S. an estimated $450 billion to $550 billion annually. If your company reflects the average in the U.S., just imagine what poor management and disengagement are costing your bottom line. Of the approximately 100 million people in America who hold full-time jobs, 30 million (30%) are engaged and inspired at work, so we can assume they have a great boss. At the other end of the spectrum are roughly 20 million (20%) employees who are actively disengaged. These employees, who have bosses from hell that make them miserable, roam the halls spreading discontent. The other 50 million (50%) American workers are not engaged. They’re just kind of present, but not inspired by their work or their managers. Organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher earnings per share (EPS) compared with their competition in 2011-2012. In contrast, those with an average of 2.6 engaged employees for every actively disengaged employee experienced 2% lower EPS compared with their competition during that same time period. Gallup “State of the Global Workplace 2013” report: Currently, 13% of employees across 142 countries worldwide are engaged in their jobs — that is, they are emotionally invested in and focused on creating value for their organizations every day. As in Gallup’s 2009- 2010 global study of employee engagement, actively disengaged workers — i.e., those who are negative and potentially hostile to their organizations — continue to outnumber engaged employees at a rate of nearly 2-1. Overall, among the 142 countries included in the current Gallup study, 13% of employees are engaged in their jobs, while 63% are not engaged and 24% are actively disengaged. However, these results vary substantially among different global regions. Active disengagement is an immense drain on economies throughout the world. Gallup estimates, for example, that for the U.S., active disengagement costs US$450 billion to $550 billion per year. In Germany, that figure ranges from €112 billion to €138 billion per year (US$151 billion to $186 billion). In the United Kingdom, actively disengaged employees cost the country between £52 billion and £70 billion (US$83 billion and $112 billion) per year. East Asia has the lowest proportion of engaged employees in the world, at 6%, which is less than half of the global mean of 13%. The regional finding is driven predominantly by results from China, where 6% of employees are engaged in their jobs — one of the lowest figures worldwide. In Australia and New Zealand, 24% of employees are engaged, while 60% are not engaged and 16% are actively disengaged. The resulting ratio of engaged to actively disengaged employees — 1.5-to-1 — is one of the highest among all global regions and similar to results from the U.S. and Canada (1.6-to-1). Gallup found the highest levels of active disengagement in the world in the Middle East and North Africa (MENA) region, particularly in Tunisia (54%), Algeria (53%), and Syria (45%). The region’s high unemployment rates may be a factor in these results, causing many disengaged workers to remain in their jobs despite their unhappiness at work. Despite the country’s strong economic growth, only 8% of Indonesian employees are engaged in their jobs, while 15% are actively disengaged. By contrast, employees in the Philippines — another fast-growing economy in Southeast Asia — had the highest level of engagement in the region at 29%, with only 8% actively disengaged. Since the late 1990s, Gallup has administered the Q12 Survey to more than 25 million employees In 195 different countries and 70 languages. State of the US workplace: http://www.gallup.com/services/178514/state-american-workplace.aspx And https://cisco.box.com/s/iyqnelunifxd6o3qhkmnp5nihzz60txs State of the global workplace: https://cisco.box.com/s/eawerzp27azhrgz7gj3tvzu1llhjp0xq --------------- Additional Info: Gallup , Decision-Wise , FastCompany: Gallup , Gartner's 2015 Digital Workplace Conference Gartner: Only 4 in 10 are highly engaged. 25% are actively disengaged thinking this is US data…
- In some industries, the workforce is aging and they’re having trouble recruiting younger talent. Manufacturing, for instance, 35% are set to retire in 5 years, which will leave a huge gap. Some companies are developing creative programs to allow older people to retire but stay on as remote contractors. Others are looking to digitization to automate as many processes as they can. And, employee engagement factors vary by generation – in fact, a typical enterprise now has 4 distinct generations. Baby Boomers, Generation X, Millennials and Generation Z. Each of these generations has its own motivations, values and work styles! Management needs to personalize its approach to each generation to engage them better. Millennials (~90 million) Gen X (93 million) Baby Boomers (66 million) Generation Z: tend to be project based. Doesn't know a world without sleek laptops, smartphones, and the ability to connect with people via online communities… GenZ-ers are tech-savvy, vocal, and adaptable. But all that time online means they struggle to develop strong interpersonal skills, use appropriate body language, and understand privacy. As a whole, they're noticeably different from previous generations and they're bound to drive changes in corporate culture on an even greater scale than the Millennials did. (http://www.huffingtonpost.com/erica-dhawan/start-prepping-now-genera_b_7056562.html) Generational Differences Chart: http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf Another well-used Source: http://www.brucemayhewconsulting.com/index.cfm?id=20209 Other resources: http://www.valueoptions.com/spotlight_YIW/tools.htm and http://www.generationsatwork.com/articles_genx.php Millennials operate in horizontal – not vertical – structures. Raised to believe their viewpoints matter equally. (http://colleendilen.com/2014/03/26/five-things-i-have-learned-as-a-millennial-working-with-baby-boomers/)
- And, their mix is changing. For example, millennials are 1/5th of the employee population today, but are expected to be 1/3rd of the population in just 5 years. Companies have to make sure they are addressing the needs of each generation. 75% of the workforce is expected to be Millennials by 2025. 50% of workforce stat: http://singularityhub.com/2015/03/25/on-demand-employment-how-todays-workers-are-choosing-journeys-over-jobs/
- Digitization of companies, industries, and governments is leading to technology playing a leading role in creation of new business value. For example, under utilized fixed assets are being put to better use – such as private cars as Uber taxis or private homes as AirBnB Hotels.
- To summarize, the markets forces impacting workforce experience are three fold: #1 – employee disengagement costs are high! #2 – most global enterprises have or will soon have a quad-generational workforce each with their own motivations, values and work styles. #3 – Digitization & Social trends are challenging organizations. Enterprises need to address these challenges to attract and retain top talent. They can do that by: Improving employee engagement Optimizing the work environment, & Enabling a Mobile workforce
- Cisco can help you attract and retain the quad-generational workforce with a better workforce experience. We do this through three business offers: #1 Transform the workplace #2 Enable a digital workforce #3 Deliver Flawless & Effective Meetings You can think about it as workplace, workforce, and connecting the two through effective meetings. Let me bring this to life through a few use cases. The first set of use cases are around how Cisco can help deliver superior employee engagement. By 2020, 20% of organizations will include employee engagement improvement as a shared performance objective for HR and IT groups . Gartner 1-Nov-14
- Let’s say you have implemented flexible workspaces in your company. At the start of the day, an employee can use his smart device to reserve a flexible workspace for the day. He can then get directions to that workspace. Once he is in the room, based on products like Smart + Connected Spaces, we can automatically personalize the room settings such as light, and temperature. It can also personalize the settings of IP Phone and Personal TelePresence. So, employees can simply find and personalize the workspaces. •Companies report that workplace mobility programs generate bottom-line occupancy savings of as much as 30 percent. Teknion
- For workplace analytics, you can collect data by building, by floor, and by team. You can use this data to determine occupancy & utilization, dwell times and more. You can use this data to understand and optimize real estate utilization. Real estate is typically the second biggest expense in a corporation after people capital. Therefore, understanding and optimizing real estate utilization can lead to significant benefits in a corporation.
- With Cisco solutions, you can setup the infrastructure so that your employees can securely access context based information and resources when they are on the move, as well as from the workplace, and from any device – a laptop, tablet or smartphone. This not only creates an elegant experience, but also helps improve workforce productivity. In 2012, 37% of employees worked from a public work site (e.g., coffee shop, library, or possibly a cowork space). Younger employees are three times more likely to work from a public space than their older colleagues. Box: Forrester, “Enable Workplaces of the Future, Now”, May 2013 May-13
- Another example of enabling a mobile workforce is for insurance claims. Let’s say a client was in a car accident. When the agent visits the client. He can connect with experts and do a real-time consultation. He can display video and photographic footage. This leads to faster claims processing. Results New Insurance Agents are able to “hit the street” earlier in on-boarding process SMEs or Managers can provide support virtually Accelerated claims processing with increased accuracy Enhanced customer experience
- Another example of enabling a mobile workforce has to do with providing interactive support in the field. In the same accident, the agent can also conference in third parties such as body shop or roadside assistance. He can share web pages and links and even guide the third party to fill out the web form by sharing screens. This streamlines processes and decision quality. Results New Insurance Agents are able to “hit the street” earlier in on-boarding process SMEs or Managers can provide support virtually Accelerated claims processing with increased accuracy Enhanced customer experience
- With Cisco Collaboration technologies and Cisco network infrastructure, you can enable your employees to work where and when life requires. For example, employees can work from home during rush hour, and commute during off hours. This saves them time and money. It also reduces stress and increases employee satisfaction. 30% bottom line savings with workplace mobility programs1 (Forbes) 2/3 of employers reported higher productivity among home-based employees2 (Forbes) workplace mobility programs generate bottom-line savings of as much as 30 percent. Teknion Survey in Forbes 3/31/14 Over two thirds of the employers surveyed reported higher productivity among home-based employees, including British Telecom, American Express and Compaq. Box: Forbes, March 2013 http://www.forbes.com/sites/joelkotkin/2013/03/26/marissa-mayers-misstep-and-the-unstoppable-rise-of-telecommuting/ Mar-13 Cisco has found telecommuters are effective at communicating and collaborating. It has also improved employee retention and also saved $277 million by allowing its employees to telecommute. Box: Forbes, March 2013 http://www.forbes.com/sites/joelkotkin/2013/03/26/marissa-mayers-misstep-and-the-unstoppable-rise-of-telecommuting/ Mar-13
- Let’s say you are hosting a global sales summit. Instead of making everyone travel to the event, you can make it a virtual event, but make it very immersive. Attendees can log in and access the event from any device whether they are internal employees or partners. You can drive audience engagement through integration of social tools such as twitter, live online questions & answers, and online networking between participants. You get almost all the benefits of an in-person conference and a great experience, but without the cost and time required for travel!
- I showed 3 sets of uses cases that are valuable to each generation in a workforce. The baby boomers appreciate the face-to-face communications enabled by our collaboration solutions such as telepresence. Gen Xers value the fact that we can deliver the same online experience regardless of where you are or the device you are using – whether at home, or on the corporate campus. Millennials value the fact that our solutions help them work easily with people inside and outside the organization like the claims agent use case. And Gen Zers love the boundary-less collaboration enable by our mobility solutions.
- And, here are the technologies & products that enable the use case
- In conclusion, majority of employees are dis engaged. And, there are real benefits to driving better employee engagement. Due to a variety of trends, the workplace and workforce are in transition. And, Cisco technology can help better engage employees by delivering next-generation workplaces. 1 in 5 organizations aim to measure employee experience as a direct impact on customer experience. http://www.idc.com/getdoc.jsp?containerId=prUS25297714