The document discusses strategies for engaging and retaining employees. It defines engagement as having both personal satisfaction in one's role and contributing to organizational success. Engaged employees are more productive, innovative, and loyal. However, only about a third of global workers are highly engaged. The document recommends focusing on leadership, workload balance, clear goals, supportive supervision, and a positive organizational image to drive sustainable engagement. Retaining top talent through challenging work, career development, flexibility, and a fair workplace can save companies billions annually in reduced turnover.

1. Energize & Engage Your Employees and
Increase Your Bottom Line
Dr. Shirley Davis, SPHR
June 2014

2. A New Global Reality—VUCA
Flattened WorldChanging Global Demographics

3. A New Global Reality
Peter Drucker: The Era of the 3Cs
33

4. 10 Global Workforce Issues Keeping
CEOs/Business Leaders Up at Night

5. 5
WHAT IS ENGAGEMENT?
Source: Employee Engagement Report 2011, BlessingWhite
• Employee Engagement happens when two different, but
connected things happen:
– An employee’s personal satisfaction in their role
– His/her contribution to the organization’s success
• When these two forces align, both the individual and the
organization benefit in both the short and long term

6. 6
BUSINESS CASE FOR
INCLUSION AND ENGAGEMENT
1. Global demographic shifts
2. Attracting the best talent
3. Employee retention and increased
productivity
4. Greater flexibility, agility, and innovation
5. Contributes to company performance;
competitive advantage

7. 7
INCLUSION DEFINED
The achievement of a work environment in which all individuals are treated fairly
and respectfully; have equal access to opportunities and resources; and can
contribute fully toward an organization’s success.

8. The collective mixture of differences and similarities that includes for example,
individual and organizational characteristics, values, beliefs, experiences,
backgrounds, preferences, and behaviors. A few examples include:
8
Race/Color
Gender
Age
Education
Socio-economic Status
Ethnicity
Native born/non native
Geographic Location
Military Experience
Parental Status
Smoker/Non smoker
Thinking Styles
Work Background
Religion
Functional Specialty
Communication Style
Marital StatusBeliefs
Culture Values
Behaviors
Visible
Diversity
Traits
Invisible
Diversity
Traits
Sexual OrientationPhysical Abilities/Qualities
PersonalityLevel in Organization
Physical
Attributes
WORKFORCE DIVERSITY DEFINED

9. THE GLOBAL WORKFORCE IS CHANGING
9
 Aging Population
 Women
 People With Disabilities
 LGBT
 Religious Diversity
 Immigration
 4/5 Generations
 Skill/Education/Socio-
Economic Gaps
 Cultural Competence
 Leadership
Changing Workforce Demographics

10. 76% CEOs are
making changes to their
strategy for managing
talent.
More than 80% expect to
grow operations in Asia
and South America
59% say they see
emerging markets as
more important than
developed markets to
their future.
53% of CEOs
see lack of key
skills as a major
challenge.
31%
of employers
worldwide find
it difficult to fill
positions
What Keeps CEOs up at Night
Global
Talent
Shortages
Sources: Forbes Insights. “Global Diversity and Inclusion: Fostering Innovation Through a Diverse Workforce” July
2011; PWC 15th Annual Global CEO Survey 2012
WHAT’S TOP OF MIND FOR CEOS?
10

11. PWC 2012 Global CEO Survey
97% of global CEOs believe that having the right
talent is the most critical factor for business growth
WHAT’S TOP OF MIND FOR CEOs?
11

12. JOB SATISFACTION IS DECLINING
12
Percent
U.S. Job Satisfaction is Declining
Conference Board survey, January, 2010
Employee Engagement

13. 13
JOB SATISFACTION IS DECLINING
U.S. Job Satisfaction, by Age, 2009 vs. 1987
6/12/2014
70.8
59.3
60.9
60.9
60.2
55.7
43.4
45.6
46.8
43.4
47.2
35.7
65 & Over
55-64
45-54
35-44
25-34
Under 25
2009 1987
Conference Board Survey, January 2010

14. EMPLOYEE ENGAGEMENT
Engagement Levels
Disengaged
Actively engagedActively disengaged
Source: Gallup Management Journal's semi-annual Employee Engagement Index

15. EMPLOYEE ENGAGEMENT
Engagement Levels
Disengaged
Actively engagedActively disengaged
54%
17%
29%
Source: Gallup Management Journal's semi-annual Employee Engagement Index

16. EMPLOYEE ENGAGEMENT
Globally, just 35% of workers are highly engaged
6/12/2014
Source: Towers Watson Global Workforce Study on Engagement, 2012
Highly Engaged
Unsupported
Detached
Disengaged
35%
22%
17%
26%
16

17. EMPLOYEE ENGAGEMENT
Lack of employee engagement costs
US businesses $350 billion annually
Employees who were most committed to their organizations gave 57%
more effort and were 87% less likely to resign than employees who
consider themselves disengaged
6/12/2014 17

18. Engaged Employees Drive Innovation

19. Money? Benefits? A fancy office?
WHAT REALLY MOTIVATES WORKERS?

20. WHAT REALLY MOTIVATES WORKERS?
The real motivators for 21st century workers are:
1. AUTONOMY – the urge to direct our own lives
2. MASTERY – the desire to get better and better at
something that matters
3. PURPOSE – the yearning to do what we do in
service to something larger than ourselves
Source: The surprising science of motivation, Daniel Pink, TED Talks Global, 2009

21. TOP DRIVERS FOR JOB SATISFACTION
Opportunities to apply one’s talents
Opportunities to succeed
Opportunities to learn
Top drivers for contribution are more varied,
reflecting each employee’s circumstances
(e.g., region, age, function, etc.)
Source: Employee Engagement Report 2011, BlessingWhite

22. TOP ASPECTS CONTRIBUTING TO EMPLOYEE
ENGAGEMENT IN 2011
• 83% of employees said that they are determined to accomplish their work
goals and confident they can meet their goals.
• 76% of employees reported satisfaction with their work and their
relationship with their co-workers.
• 74% of employees were satisfied with opportunities to use their skills and
abilities at work.
• 73% of employees said their relationship with their immediate supervisor
was a contributor to their level of engagement.
• 71% of employees were satisfied with how their work contributed to their
organization’s business goals.
Source: SHRM 2011 Employee Job Satisfaction and Engagement Report

23. THE ROI OF EMPLOYEE ENGAGEMENT
• High-engagement firms had total shareholder return that
was 19% higher than average in 2009. In low-engagement
organizations, total shareholder return was actually 44%
below average.1
• “Organizations with comparatively high proportions of
engaged employees were much less likely to see a decline
in [earnings per share] in 2008, the year after the recession
officially began.”2
• “An analysis of the Best Companies to Work for in America
indicated that “high levels of employee satisfaction
generate superior long-horizon returns.”3
Sources: 1) Hewitt Associates; 2) The Gallup Organization; 3)Wharton Business School

24. BENEFITS OF HIGH EMPLOYEE ENGAGEMENT
24
Source: Watson Wyatt’s 2008/2009 WorkUSA report, Driving Business Results through Continuous Engagement.
Shareholder Return
Productivity
Performance
Absenteeism
Turnover
Support and Resiliency

25. 25
Priority Areas of
Focus
“Why it Matters”
Leadership
 Is effective at growing the business
 Shows sincere interest in employees’ well-being
 Behaves consistently with the organization’s core values
 Earns employees’ trust and confidence
Stress, balance and
workload
 Manageable stress levels at work
 A healthy balance between work and personal life
 Enough employees in the group to do the job right
 Flexible work arrangements
Goals and objectives
Employees understand:
 The organization’s business goals
 Steps they need to take to reach those goals
 How their job contributes to achieving goals
TOP 5 DRIVERS OF SUSTAINABLE
ENGAGEMENT AND RETENTION

26. 26
Priority Areas of
Focus
“Why it Matters”
Supervisors
 Assign tasks suited to employees’ skills
 Act in ways consistent with their words
 Coach employees to improve performance
 Treat employees with respect
Organization’s image
 Highly regarded by the general public
 Displays honesty and integrity in business activities
TOP 5 DRIVERS OF SUSTAINABLE
ENGAGEMENT AND RETENTION

27. How many people
voluntarily leave
organizations due to
perceived unfairness
each year?
POP QUIZ
27
Retaining Top Talent

28. EMPLOYEE RETENTION
28
Source: Level Playing Field Institute, “The Corporate Leavers Survey,” 2007, LPFI.org
 Each year, more than 2
million people voluntarily
leave organizations due
to perceived unfairness
 This trend costs U.S.
corporations $64 billion
each year
Retaining Top Talent

29. KEY STRATEGIES FOR RETAINING
TOP TALENT
29
 Hire slow; hire the retainable
 Don’t just fill jobs, build careers
 Make retention strategies personal---not one size fits all
 Closely examine underperformance
 Invest in line leadership development
 Allow more flexibility
 Offer meaningful and challenging work
 Listen to employee comments and respond in a timely manner
 Encourage /reward diversity of thought, innovative ideas, and
problem solving
 Provide frequent and balanced feedback/coaching
 Update technology systems
 Conduct “stay” interviews

30. KEY STRATEGIES FOR RETAINING
TOP TALENT
30

31. 31
QUESTIONS/COMMENTS
6/12/2014
Thank you for your
participation
 : @DrShirleyDavis
 : Shirley Davis Sheppard
 Email: drshirleydaivs@gmail.com
 Website: www.drshirleydavis.com