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ARE YOUR PEOPLE ENGAGEABLE?
 THE FINANCIAL CLUB, GRAHA NIAGA, JAKARTA
    24 NOVEMBER 2011, 6.00 PM to 9.00 PM

Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMA
Adjunct Professor of Strategic Management, PGSM
ARE YOU A TIGER OR A DEER?
                  Every morning in Asia, a deer wakes
                  up. It knows it must run faster than the
                  fastest tiger or it will be killed.

Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.




It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
                                                             2
ABOUT IPMA
 A Global ‘Not-for-Profit’ (NPO) Professional Members
   Organisation headquartered in Kent, UK with Regional
   Offices in Europe, Africa and Asia Pacific
 Mission: As an International Examining, Licensing and
   Regulatory Membership Qualifying Professional Body to
   improve managerial performance at all levels
 Facilitates group learning in organisational development,
   change management, leadership effectiveness,
   managerial coaching and customer service excellence
   for Contact Centres across various industries
 IPMA Singapore is the Master Licensee for the ‘Scores on
   the Board™’, an integrated solution that is easy to
   implement Leadership and Team Development process
   towards achieving sustainable employee engagement.         3
Agenda
Demystifying    Employee Engagement

Overview   of Generational Differences:
  Perceived
           Strengths
  Common Perceptions
  Communication Across Generations


Leading   and Engaging Employees

Recommendations       on Achieving Synergy

Summary       and Q & A Session
                                              4
What is Employee Engagement?
  “It goes without saying that no company, small or
  large, can win over the long run without energized
      employees who believe in the mission and
  understand how to achieve it. That's why you need
   to take the measure of employee engagement at
   least once a year through anonymous surveys in
   which people feel completely safe to speak their
                       minds.”

  - Jack Welch, Former CEO, General Electric
What You Don’t Want!
What is Employee Engagement?


              Stay

  Say                      Strive




            Engagement

                                    7
3 Types of Employees




Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in
your company? by Steve Crabtree, Gallup Management Journal Article, June 2004
                                                                                                   8
What’s Your Role as Leader?

  1) Establish Leader and Organisation Branding

  2) Understand the Psyche/Personality of Staff

  3) An Effective Leader needs to be adaptable to
     individual staff needs and utilise different leadership
     and communication styles

  4) Be aware of the differences and be effective in inter-
     generational communication between Traditionalists
     and Baby Boomers with Gen X, Y and Z


                                                               9
Establish Leader & Organization Branding

 1. Alignment
   l   Ensuring consistency and alignment of staff actions toward
       leader’s and organizational goals


 2. Communication
   l   Keeping staff connected and moving in the right direction
       through ongoing dialogue and consistent messages


 3. Reward
   l   Creating a reward-based environment that recognizes the
       value and contribution of each and every staff


                                                                    10
Generational Diversity in Today’s
  Workforce
      Changing Demographics
         Increasing numbers of Gen Y entering the workforce.
         Baby Boomers & Traditionalists are continuing to work for longer
          tenures or are Re-engaged into the workforce.
           Key findings from survey commissioned by Singapore’s Tripartite
            Alliance for Fair Employment Practices (TAFEP), 2010:
             Gen X and Gen Y make up 60% of the Singapore workforce.
             Means that 40% of the Singapore workforce is over 45 years of
                 age.
      Multi-generational teams improve organizational
       effectiveness and performance.
Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010

 http://www.fairemployment.sg/assets/files/Publications/Publication%20-
 %20Harnessing%20the%20Potential%20of%20Singapore's%20Multi-Generational%20Workforce.pdf
                                                                                                           11
Benefits of Multi-Generational Work
Teams at Today’s Workplace
   More flexible in changing demographics
   Broader insight into your customer base
   Wider pool of Talent
   Diverse perspectives leading to stronger
    decision-making
   Greater innovation and creativity
   Meet the needs of diverse stakeholders

Multi -generational workplaces can be a source of positive
challenge, opportunity, and significant growth if managed
effectively.
                                                             12
Source: The Straits Times, 8 April 2010   13
Overview of Generational Differences
                      Traditionalists             Baby Boomers                       Gen X                     Gen Y
Career                Legacy                  Stellar Career                  Portable Career          Parallel Careers
Goals


Rewards               Satisfaction of         Money, Title,                   Freedom Is The           Work That Has
                      a Job Well              Recognition, Corner             Ultimate                 Meaning
                      Done                    Office                          Reward
Work-Life             Support in              Help me balance                 Give me                  Work isn’t
Balance               shifting the            everyone else and               balance NOW!             everything.
                      balance                 find meaning in                 Not when I’m 65          Flexibility to
                                              myself                                                   balance my other
                                                                                                       activities
Job                   Carries a               Puts you behind                 Is Necessary             Is Expected
Changing              stigma
Training              I learned the           Train them too much             The more they            Continuous
                      hard way, you           and they’ll leave               learn, the more          learning is a way
                      can too!                                                they’ll stay             of life
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the
Generational Puzzle at Work’, 2002.
                                                                                                                           14
Group Exercise                               15 Mins

• What is the average tenure for your top-performing Gen Y
  employees?
• What are the top three (3) reasons good employees
  leave your organisation?
• What are the critical elements of organisational climate
  in sustaining employee engagement of Gen Y?




                                                             15
Why The Focus on Gen Y?
• Calculate Your Current (and Future) Investment in Gen
 Y.
  How many Gen Y employees does your organisation currently
   have?
  What is the average compensation for Gen Y employee at your
   organisation?
  Multiply the number of Gen Y employees x Your average
   compensation.
• Can be seen as the risk your organisation takes in
  assuming Gen Y will meet your employment needs.
• The better managed this investment, the lower the risk
  and the better return for all involved.


                                                                 16
17
Sustaining Employee Engagement
                              • ROI
     Organisational Results   • Employee
                              Turnover/Retention



                              • Employee Satisfaction/
     Employee Engagement      Loyalty
                              • Customer
                              Satisfaction/Loyalty




                              • Rewards
     Organisational Climate   • Espirit De Corps
                              • Flexibility




          Leadership          • EQ/EI Competencies
         Effectiveness        • Managerial Skills
                              • Leadership Styles

                                                         18
The Effective Leader…

 "Research shows convincingly that EQ is more important
     than IQ in almost every role and many times more
        important in leadership roles. This finding is
  accentuated as we move from the control philosophy of
  the industrial age to an empowering release philosophy
               of the knowledge worker age.”



 Dr. Stephen Covey,
 Author of The 7 Habits of Highly Effective People

                                                           19
Engaging Multi-Generational Employees
                                             Achievement
                                                Defining and
                                               attaining goals
                                                 and results




                                                 Motives


                  Power                                                            Affiliation
            Influencing others                                                 Establishing and
              and having an                                                   maintaining positive
                  impact                                                           personal
                                                                                 relationships

Source: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., The
Achieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43.
                                                                                                      20
Organisation Climate: Employees
Valued and Involved when ………….
                                  Employees are
                           involved in decision -making

      Managers listen to                                   Employer demonstrates
         employees                                        concern about employees’
                                                            health and well-being


                                      Feeling
 Employees have the                   Valued                      Senior managers
    opportunity to                      and                       show employees
  develop their jobs                 Involved                        that they
                                                                    value them


                                                           Employees feel able
        Good suggestions are acted                        to voice their opinions
                 upon

                                                                                     21
Emotional Engagement by team
leaders has significant impact
• Showing Care is largely the responsibility of an

 employees direct Manager

• Manager’s need how to learn to be more “emotionally

 engaging” when leading their employees

• Employees need to feel “valued and involved” with their

 manager and colleagues

• Manager’s can learn this but traditionally leadership

 training has little impact
                                                            22
Scores-on-the-Board™ Employee
Engagement System
Mentors Managers on being “emotional engagineers”
 • A simple 5 part system:
                                                                          Team
 Vision / Goals /Feedback                                                VISION
    / Gaps / Action
 • Used by thousands of                             ACTION                                     GOALS
                                                    PLANS                                   IN PRIORITY
 leaders around the world                                                                      AREAS

 • Develops the leader
 • Empowers the team
                                                             GAPS                   FEEDBACK
 • Engages all employees,                                                                TOOLS
    especially Gen Y’ers
 Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”,
 John Wiley & Sons, 2009.
                                                                                                          23
Case Study: ‘Scores-on-the Board™
1. Contact Centre – 450 Seats
2. Call volumes more than doubled
3. Implement Scores on the Board (SOTB)
4. Result:
  •Hewitt Engagement up 44%
  •Absenteeism down 60%
  •Attrition by 60%
  •First call resolution rate up 25%
  •Cost per call down 40%
  •Customer Satisfaction up 15%
  •Sales up 30%
                                  http://www.scoresontheboard.com/
Determinant of Delivering “R.A.R.E.”
Customer Service Excellence


•R eliability (Accuracy, Authenticity)
•A ssurance (Confidence, Credence)
•R esponsiveness (Acceptance, Openness)
•E mpathy (Affinity, Insight)
Recommendations
• Communicate is key to inspire commitment
    “Opportunities for Career Advancement” and “Good Relationships”
     are key factors that motivate Gen Y-ers to remain in organisations.
    Regular dialogue between Gen Y-er and supervisor should start
     from the first day at work, as a means for supervisors to build and
     maintain a good working relationship.
 Engage Employees through Coaching
 Develop Coaching competency of managers to be comfortable and
  confident in having conversations surrounding professional
  development plans.
 Encourage constant feedback and show recognition for work
  contribution
 Team Work ‘Y’ Style
   Encourage staff gatherings, social events and ‘mixers’ with
    workmates
                                                                       26
Conclusion: Strategic Importance of
Employee Engagement
  “It goes without saying that no company, small
     or large, can win over the long run without
 energized employees who believe in the mission
   and understand how to achieve it. That's why
     you need to take the measure of employee
      engagement at least once a year through
      anonymous surveys in which people feel
       completely safe to speak their minds.”

  - Jack Welch,   Former Chairman & CEO, General Electric
Video on What Makes a Great Leader?

  “GREAT LEADERS CARE MORE
 ABOUT THOSE THEY LEAD THAN
        THEMSELVES.”
                 Visit :

http://www.youtube.com/watch?v=03o1JZ7c7gI


http://www.facebook.com/teamworkleadership



                                             28
Final Thoughts…


 If you do tomorrow what you did yesterday
  Your Future is History……………


  If you do tomorrow what we’ve covered today
  Your Future is Historic!!!




                                                29
Question & Answer




           Social Networking Contacts:
                   Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMA
        IPMA ASIA PACIFIC REGIONAL OFFICE
          Email: ipma.singapore@gmail.com
               Website: www.ipma.com.sg
        LinkedIn: www.linkedin.com/in/bawany
        Facebook: www.facebook.com/bawany
         Twitter: www.twitter.com/sattarbawany
                                                        30

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Are Your Employees Engageble?

  • 1. ARE YOUR PEOPLE ENGAGEABLE? THE FINANCIAL CLUB, GRAHA NIAGA, JAKARTA 24 NOVEMBER 2011, 6.00 PM to 9.00 PM Prof Sattar Bawany Chief Learning Officer & Master Executive Coach, IPMA Adjunct Professor of Strategic Management, PGSM
  • 2. ARE YOU A TIGER OR A DEER? Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. 2
  • 3. ABOUT IPMA  A Global ‘Not-for-Profit’ (NPO) Professional Members Organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific  Mission: As an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels  Facilitates group learning in organisational development, change management, leadership effectiveness, managerial coaching and customer service excellence for Contact Centres across various industries  IPMA Singapore is the Master Licensee for the ‘Scores on the Board™’, an integrated solution that is easy to implement Leadership and Team Development process towards achieving sustainable employee engagement. 3
  • 4. Agenda Demystifying Employee Engagement Overview of Generational Differences:  Perceived Strengths  Common Perceptions  Communication Across Generations Leading and Engaging Employees Recommendations on Achieving Synergy Summary and Q & A Session 4
  • 5. What is Employee Engagement? “It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. That's why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds.” - Jack Welch, Former CEO, General Electric
  • 7. What is Employee Engagement? Stay Say Strive Engagement 7
  • 8. 3 Types of Employees Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in your company? by Steve Crabtree, Gallup Management Journal Article, June 2004 8
  • 9. What’s Your Role as Leader? 1) Establish Leader and Organisation Branding 2) Understand the Psyche/Personality of Staff 3) An Effective Leader needs to be adaptable to individual staff needs and utilise different leadership and communication styles 4) Be aware of the differences and be effective in inter- generational communication between Traditionalists and Baby Boomers with Gen X, Y and Z 9
  • 10. Establish Leader & Organization Branding 1. Alignment l Ensuring consistency and alignment of staff actions toward leader’s and organizational goals 2. Communication l Keeping staff connected and moving in the right direction through ongoing dialogue and consistent messages 3. Reward l Creating a reward-based environment that recognizes the value and contribution of each and every staff 10
  • 11. Generational Diversity in Today’s Workforce  Changing Demographics  Increasing numbers of Gen Y entering the workforce.  Baby Boomers & Traditionalists are continuing to work for longer tenures or are Re-engaged into the workforce.  Key findings from survey commissioned by Singapore’s Tripartite Alliance for Fair Employment Practices (TAFEP), 2010:  Gen X and Gen Y make up 60% of the Singapore workforce.  Means that 40% of the Singapore workforce is over 45 years of age.  Multi-generational teams improve organizational effectiveness and performance. Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010 http://www.fairemployment.sg/assets/files/Publications/Publication%20- %20Harnessing%20the%20Potential%20of%20Singapore's%20Multi-Generational%20Workforce.pdf 11
  • 12. Benefits of Multi-Generational Work Teams at Today’s Workplace  More flexible in changing demographics  Broader insight into your customer base  Wider pool of Talent  Diverse perspectives leading to stronger decision-making  Greater innovation and creativity  Meet the needs of diverse stakeholders Multi -generational workplaces can be a source of positive challenge, opportunity, and significant growth if managed effectively. 12
  • 13. Source: The Straits Times, 8 April 2010 13
  • 14. Overview of Generational Differences Traditionalists Baby Boomers Gen X Gen Y Career Legacy Stellar Career Portable Career Parallel Careers Goals Rewards Satisfaction of Money, Title, Freedom Is The Work That Has a Job Well Recognition, Corner Ultimate Meaning Done Office Reward Work-Life Support in Help me balance Give me Work isn’t Balance shifting the everyone else and balance NOW! everything. balance find meaning in Not when I’m 65 Flexibility to myself balance my other activities Job Carries a Puts you behind Is Necessary Is Expected Changing stigma Training I learned the Train them too much The more they Continuous hard way, you and they’ll leave learn, the more learning is a way can too! they’ll stay of life Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work’, 2002. 14
  • 15. Group Exercise 15 Mins • What is the average tenure for your top-performing Gen Y employees? • What are the top three (3) reasons good employees leave your organisation? • What are the critical elements of organisational climate in sustaining employee engagement of Gen Y? 15
  • 16. Why The Focus on Gen Y? • Calculate Your Current (and Future) Investment in Gen Y.  How many Gen Y employees does your organisation currently have?  What is the average compensation for Gen Y employee at your organisation?  Multiply the number of Gen Y employees x Your average compensation. • Can be seen as the risk your organisation takes in assuming Gen Y will meet your employment needs. • The better managed this investment, the lower the risk and the better return for all involved. 16
  • 17. 17
  • 18. Sustaining Employee Engagement • ROI Organisational Results • Employee Turnover/Retention • Employee Satisfaction/ Employee Engagement Loyalty • Customer Satisfaction/Loyalty • Rewards Organisational Climate • Espirit De Corps • Flexibility Leadership • EQ/EI Competencies Effectiveness • Managerial Skills • Leadership Styles 18
  • 19. The Effective Leader… "Research shows convincingly that EQ is more important than IQ in almost every role and many times more important in leadership roles. This finding is accentuated as we move from the control philosophy of the industrial age to an empowering release philosophy of the knowledge worker age.” Dr. Stephen Covey, Author of The 7 Habits of Highly Effective People 19
  • 20. Engaging Multi-Generational Employees Achievement Defining and attaining goals and results Motives Power Affiliation Influencing others Establishing and and having an maintaining positive impact personal relationships Source: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., The Achieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43. 20
  • 21. Organisation Climate: Employees Valued and Involved when …………. Employees are involved in decision -making Managers listen to Employer demonstrates employees concern about employees’ health and well-being Feeling Employees have the Valued Senior managers opportunity to and show employees develop their jobs Involved that they value them Employees feel able Good suggestions are acted to voice their opinions upon 21
  • 22. Emotional Engagement by team leaders has significant impact • Showing Care is largely the responsibility of an employees direct Manager • Manager’s need how to learn to be more “emotionally engaging” when leading their employees • Employees need to feel “valued and involved” with their manager and colleagues • Manager’s can learn this but traditionally leadership training has little impact 22
  • 23. Scores-on-the-Board™ Employee Engagement System Mentors Managers on being “emotional engagineers” • A simple 5 part system: Team Vision / Goals /Feedback VISION / Gaps / Action • Used by thousands of ACTION GOALS PLANS IN PRIORITY leaders around the world AREAS • Develops the leader • Empowers the team GAPS FEEDBACK • Engages all employees, TOOLS especially Gen Y’ers Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”, John Wiley & Sons, 2009. 23
  • 24. Case Study: ‘Scores-on-the Board™ 1. Contact Centre – 450 Seats 2. Call volumes more than doubled 3. Implement Scores on the Board (SOTB) 4. Result: •Hewitt Engagement up 44% •Absenteeism down 60% •Attrition by 60% •First call resolution rate up 25% •Cost per call down 40% •Customer Satisfaction up 15% •Sales up 30% http://www.scoresontheboard.com/
  • 25. Determinant of Delivering “R.A.R.E.” Customer Service Excellence •R eliability (Accuracy, Authenticity) •A ssurance (Confidence, Credence) •R esponsiveness (Acceptance, Openness) •E mpathy (Affinity, Insight)
  • 26. Recommendations • Communicate is key to inspire commitment  “Opportunities for Career Advancement” and “Good Relationships” are key factors that motivate Gen Y-ers to remain in organisations.  Regular dialogue between Gen Y-er and supervisor should start from the first day at work, as a means for supervisors to build and maintain a good working relationship.  Engage Employees through Coaching  Develop Coaching competency of managers to be comfortable and confident in having conversations surrounding professional development plans.  Encourage constant feedback and show recognition for work contribution  Team Work ‘Y’ Style  Encourage staff gatherings, social events and ‘mixers’ with workmates 26
  • 27. Conclusion: Strategic Importance of Employee Engagement “It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. That's why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds.” - Jack Welch, Former Chairman & CEO, General Electric
  • 28. Video on What Makes a Great Leader? “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : http://www.youtube.com/watch?v=03o1JZ7c7gI http://www.facebook.com/teamworkleadership 28
  • 29. Final Thoughts… If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! 29
  • 30. Question & Answer Social Networking Contacts: Prof Sattar Bawany Chief Learning Officer & Master Executive Coach, IPMA IPMA ASIA PACIFIC REGIONAL OFFICE Email: ipma.singapore@gmail.com Website: www.ipma.com.sg LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/bawany Twitter: www.twitter.com/sattarbawany 30