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Managing Human Capital in Changing Times Edward B. Yost Ph.D., SPHR August, 2012. Boa vinda a Ohio University. What is Strategic Success?. Delivering high value results to significant stakeholders Financial Success Operational Success Customer Success Workforce Success.

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Managing human capital in changing times edward b yost ph d sphr august 2012

Managing Human Capital in Changing Times

Edward B. Yost Ph.D., SPHR

August, 2012

Ohio University College of Business Executive Education


Boa vinda a ohio university

Boa vinda a Ohio University

Ohio University College of Business Executive Education


What is strategic success

What is Strategic Success?

  • Delivering high value results to significant stakeholders

    Financial Success

    Operational Success

    Customer Success

    Workforce Success

Ohio University College of Business Executive Education


Strategic success hierarchy

Strategic Success Hierarchy

Ohio University College of Business Executive Education


Defining the business strategy

Defining the Business Strategy

Strategy is:

The central, integrated, externally oriented concept of how we will achieve our objectives. (Hambrick & Fredrickson)

Ohio University College of Business Executive Education


Strategic success hierarchy1

Strategic Success Hierarchy

Ohio University College of Business Executive Education


Start with a strategic intent

Start with a Strategic Intent

Looking for operational, financial customer, workforce success through…

  • Betting on the incompetence of competitors

  • Acquiring and utilizing the competencies of others

  • Using existing resources & competencies differently

Ohio University College of Business Executive Education


Organizational competencies

Organizational Competencies

  • Tangible and intangible resources and capabilities that enable the organization to:

  • develop,

  • choose and,

  • implement value enhancing STRATEGIES.

Ohio University College of Business Executive Education


3 basic properties of organizational competencies

3 Basic Properties of Organizational Competencies

1. Potential to add VALUE (stakeholder)

Utilize strengths/eliminate weaknesses and exploit opportunities/neutralize threats

2. HETEROGENEOUS:

Very few firms have it or can provide it

3. NON-TRANSFERABLE

Durable, immobile, hard to duplicate

Ohio University College of Business Executive Education


Where do i get competencies

Where do I Get Competencies?

  • From a firms internal resource endowments

  • Buy or shared resources (M&A)

  • From resource deployments, systems and processes that cannot be imitated.

  • All depends on the workforce to enhance the exploitation of these resources.

Ohio University College of Business Executive Education


The secret revealed

The Secret Revealed!

What is the SECRET of obtaining a Strategic Competitive Advantage?

Not just having a strategy and competencies but executing the strategy.

Ohio University College of Business Executive Education


Applying the concept aplicando o conceito

Applying the Concept Aplicando o conceito

1. What competencies does your organization have?

2. How are the competencies exploited?

1. Que competências é que a sua organização possui?2. Como são as competências exploradas?

Ohio University College of Business Executive Education


What is human capital

Developing Human Capital in Changing Times

What IS Human Capital?

Ohio University College of Business Executive Education


Human capital defined

Human Capital Defined

The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work. Weatherly 2003

Ohio University College of Business Executive Education


Human capital markets

Human Capital Markets

  • Various levels of value

  • Appreciates and depreciates

  • Traded in markets and regulated

  • Individually owned but collectively realized

Ohio University College of Business Executive Education


Human capital value

Human Capital Value

  • Unlike conventional assets human capital does not appear on the balance sheet.

  • How would one value the asset?

  • What rules for appreciation in value? Depreciation?

Ohio University College of Business Executive Education


Human capital value1

Human Capital Value

  • If assets are an investment how can we calculate the ROA/ROI

  • Is there a scrap value?

  • Is there an off setting liability?

Ohio University College of Business Executive Education


Human capital is invisible

Human Capital is Invisible

  • It is vested in the human resources often in the form of intellectual and social capital.

  • It is acquired, developed, utilized, and sustained through the management practices.

  • Being invisible it is harder to duplicate.

Ohio University College of Business Executive Education


Human capital

Human Capital

Value inherent in the form of individuals collectively interacting in the context of formal and informal systems

  • Individuals are the repository for human capital

  • Systems, process, culture and context extract the value

    “People are our most valuable asset”

Ohio University College of Business Executive Education


Human capital has value

Human Capital Has Value

“People are our most valuable asset”

PROVE IT! Must be demonstrated by management practices and actions that compose the Human Capital Architecture

Ohio University College of Business Executive Education


Expectativas de todos que possuem interesse direto ou indireto na organiza o

Expectativas de TodosquePossuemInteresseDiretoouIndiretonaOrganização

  • Acionistas(proprietários)desejam um retornoqueconsideramjusto no investimentofeito.

  • Clientesdesejam um alto valor agregadoaoprodutoouserviçoqueconsomem, e umamanutenção(garantia) quemantenhaseu valor.

  • Empregadosdesejamumarelação de empregoqueforneçacompensaçõesintrínsicas e extrínsicasemcontrapartidaàscontribuiçoesquefazem.  

  • Publicoesperaque a organizaçãotenharesponsabilidade social e se preocupetambém com o bemestar dos cidadãos (cidadania corporative)

Ohio University College of Business Executive Education


Instru es para o preenchimento das quest es

Instruções para o preenchimento das questões

Pense em uma organização com a qual você está familiarizado. Talvez a organização que você trabalha agora. Para cada par de partes interessadas selecionar o que você sente é mais importante para a organização que você escolheu. Pense sobre os recursos dedicados ou as políticas que afetam o grupo de partes interessadas. Quando você completa você irá gravar o número de vezes que você selecionou o grupo de partes interessadas e escrever o número no espaço fornecido.

Ohio University College of Business Executive Education


Stakeholder pesquisa

Stakeholder Pesquisa

Permite Compartilhar - Qual dos 4 clientes interessados​​, proprietários, funcionários públicos e que a sua organização ser mais provável para atender:Em primeiro lugar?Última?

Ohio University College of Business Executive Education


Stakeholder survey

Stakeholder Survey

  • Lets Share – Which of the 4 stakeholders Customers, Owners, Public and Employees would your organization be most likely to attend to:

  • First?

  • Last?

  • Under Jack Welch how did GE order these?

Ohio University College of Business Executive Education


Human capital and the bottom line

Human Capital and The Bottom Line

  • To create value through Human Capital requires a fundamental change in how it is recognized and managed in most organizations.

  • The firm’s human assets have a value that corresponds to the present value of future net cash flows and are derived from the skills, motivation and adaptability of the firm’s workforce.

Ohio University College of Business Executive Education


Strategy execution and human capital

Developing Human Capital in Changing Times

Strategy Execution and Human Capital

Ohio University College of Business Executive Education


Sustainability

Sustainability

  • Goes beyond the traditional financial measures of firm performance and shareholder value - focused on achieving high levels of success in the short term without compromising the future

Ohio University College of Business Executive Education


Strategic success chain

Strategic Success Chain

Competitive Advantage

Sustainability

Executive Education College of Business Ohio Universaity


What is strategic competitive advantage

What is “Strategic Competitive Advantage?”

Enacted or Utilized Distinctive Competency that:

  • Allows the organization to differentiate itself from competitors

  • Cannot be readily duplicated or imitated

  • Provides a positive economic benefit(s) – KPIs

Executive Education College of Business Ohio Universaity


Strategic success chain1

Strategic Success Chain

Strategy Execution

Competitive Advantage

Sustainability

Executive Education College of Business Ohio Universaity


What is strategy execution

What is Strategy Execution?

  • Value Creation – Enables the Value Proposition for all stakeholders

  • The combination of the firm’s resources applied by the strategic business units

  • Results from managerial decisions for resource allocations and tradeoffs

Ohio University College of Business Executive Education


Focus on a strategic business unit primary pharmaceutical industry

Focus on a Strategic Business Unit -Primary Pharmaceutical Industry

Strategy Execution

Enables the Value Proposition for Stakeholders

Production

Research & Development

Marketing

Human Resources

Ohio University College of Business Executive Education


Strategic success hierarchy2

Strategic Success Hierarchy

Ohio University College of Business Executive Education


Research development group

Research & Development Group

Critical Outcomes for Strategy Execution – Primary Pharmaceuticals

1. New Product Applications

2. Reduce Time to Market

Ohio University College of Business Executive Education


Managing talent for strategic success

Developing Human Capital in Changing Times

Managing Talent for Strategic Success

Ohio University College of Business Executive Education


Talentship

Talentship

  • Talentship requires a redefinition of the traditional service role of HR managers in organizations.

  • This involves a process of "talent segmentation" and the need to focus managerial attention on "pivotal talent pools". 

Ohio University College of Business Executive Education


Talent segmentation

Talent Segmentation

  • Talent segmentation is as vital to strategic success as customer segmentation.

  • Talent segmentation involves identifying pivotal talent pools where human capital makes the biggest difference to strategy execution

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Human Capital (Pivotal Talent Pools)

Strategy Execution

Competitive Advantage

Sustainability

Ohio University College of Business Executive Education


Pivotal talent pools

Pivotal Talent Pools

  • Positions in the organization where qualityor availability of human capital makes the biggest difference to strategy execution

  • Positions that leverage the strategy execution

Ohio University College of Business Executive Education


Pivotal talent pools1

Pivotal Talent Pools

  • Those talent pools that with a 20% improvement in quality or availability (quantity) would make the biggest difference in strategy execution and organizational success

  • Example: Research & Development in Primary Pharmaceuticals

Ohio University College of Business Executive Education


The importance of human capital

The Importance of Human Capital

Pivotal Talent Pools

Pivotal Positions

Determine the Pivotal Positions to Deliver Strategy Execution

Executive Education College of Business Ohio Universaity


Mickey mouse vs sweepers

Mickey Mouse VS Sweepers

Ohio University College of Business Executive Education


Talent performance yield

Talent – Performance Yield

Yield Curve - understanding where differences in quality or quantity of talent and organization have the greatest impact on strategy execution (steepness, elasticity, D, slope)

Find the Pivotal Position

Ohio University College of Business Executive Education


Yield curves pivotal positions

Yield Curves = Pivotal Positions

Ohio University College of Business Executive Education


What is a pivotal position

What is a Pivotal Position?

  • Not necessarily the highest paid/ranked position

  • Not necessarily most critical

  • Not necessarily the most common/number

  • Not necessarily the most visible

  • Not necessarily the most obvious

  • Not ever a person

Ohio University College of Business Executive Education


Pivotal positions in primary pharmaceuticals

Pivotal Positions in Primary Pharmaceuticals

  • What is the Pivotal Position for executing strategy?

  • Provides the most significant (relative to others in the pivotal talent pool) improvement in strategy execution

    • Leveraged by the Human Capital Architecture

  • Research Scientist

Ohio University College of Business Executive Education


Strategic success hierarchy3

Strategic Success Hierarchy

Ohio University College of Business Executive Education


Yield curve primary pharmaceuticals

Yield Curve Primary Pharmaceuticals

Best Sales Rep

Worst Sales Rep

Strategy Execution

Sales Representative

Best RS

Research Scientist

Worst RS

Performance

Ohio University College of Business Executive Education


Yield curve primary pharmaceuticals1

Yield Curve Primary Pharmaceuticals

Best Sales Rep

Worst Sales Rep

Strategy Execution

Sales Representative

Best RS

Research Scientist

20%

Worst RS

Performance

Ohio University College of Business Executive Education


Yield curve primary pharmaceuticals2

Yield Curve Primary Pharmaceuticals

Best Sales Rep

Worst Sales Rep

Strategy Execution

Sales Representative

Best RS

Research Scientist

20%

Worst RS

Performance

Ohio University College of Business Executive Education


Finding performance drivers

Developing Human Capital in Changing Times

FINDING PERFORMANCE DRIVERS

Ohio University College of Business Executive Education


Performance drivers support strategy execution

Performance Drivers Support Strategy Execution

Performance Drivers identify the most critical capabilities, the required behaviors and define the culture necessary for support of strategy execution by pivotal positions

Vertical Alignment; Congruence

Ohio University College of Business Executive Education


Finding performance drivers1

Finding Performance Drivers

  • Starting with the critical talent pools focus down to pivotal positions

  • Within that position look for the pivotal role challenges

  • Identify the specific capabilities, behaviors and culture necessary to succeed at the pivotal role challenge.

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Competitive Advantage

Sustainability

Human Capital Capabilities

Human Capital Behaviors

Workforce Culture

(Performance Drivers)

Human Capital (Pivotal Positions)

Ohio University College of Business Executive Education


Constructing the factors of strategy execution

Constructing the Factors of Strategy Execution

  • Capability= knowledge, skill, ability or competency inherent in a unit of human capital

  • Behavior = Actions, reactions, interactions exhibited by a unit of human capital

  • Culture= a system of shared values, understandings and affect that distinguishes the unit that contains human capital

Ohio University College of Business Executive Education


Performance drivers

Performance Drivers

  • Capability

  • Behavior

  • Culture

  • Strategy Execution

Ohio University College of Business Executive Education


New product applications research scientist at primary pharmaceuticals

New Product Applications; Research Scientist at Primary Pharmaceuticals

  • Capabilities: 1.Deep knowledge of specific products, 2. Creativity and Innovation Skills,

  • Behaviors: 1.Scans multiple sources for potential applications beyond present uses, 2. Share tacit knowledge with the team

  • Culture: 1.Innovation and risk taking, 2. Team orientation

Ohio University College of Business Executive Education


Reduce time to market research scientist at primary pharmaceuticals

Reduce Time to Market; Research Scientist at Primary Pharmaceuticals

  • Capabilities: 1. Project management skills, 2. Current on regulatory requirements

  • Behaviors: 1.Deal with regulatory agencies effectively, 2. Design efficient processes

  • Culture: 1.Outcome oriented, 2. Attention to detail

Ohio University College of Business Executive Education


Creating and managing human capital architecture

Developing Human Capital in Changing Times

Creating and Managing Human Capital Architecture

Ohio University College of Business Executive Education


Human capital architecture

Human Capital Architecture

  • Depicted in the “Blue Print” of the combined human resource practices of the organization.

  • To be effective and efficient in delivering strategy execution the HCA must be designed, constructed and maintained with the environmental requirements in mind - SWOT

Ohio University College of Business Executive Education


Human capital architecture1

Human Capital Architecture

Procurement & Retention

Performance Management

Knowledge Management

Compensation & Rewards

Ohio University College of Business Executive Education


Why is human capital architecture critical

Why is Human Capital Architecture Critical?

  • Provide a basis for a sustained competitive advantage

  • Things like financial structure operational processes and technology can be easily copied or purchased

Ohio University College of Business Executive Education


Why a human capital oriented strategy

Why a HUMAN CAPITAL ORIENTED STRATEGY?

Because…...

The organization can leverage human capital by managing the architecture to achieve a higher return for owners

Ohio University College of Business Executive Education


The power of hca

The Power Of HCA

Invested Resources & Capital

Share Holder Returns

Human Capital Architecture

Ohio University College of Business Executive Education


The power of hca1

The Power Of HCA

Share Holder Returns

Invested Resources & Capital

Human Capital Architecture

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Competitive Advantage

Sustainability

Human Capital Capabilities

Human Capital Behaviors

Workforce Culture

(Performance Drivers)

Human Capital Architecture components alignment (Vertical & Horizontal)

Human

Capital

Architecture

Human Capital Architecture components (Enablers)

Human Capital (Pivotal Positions)

Ohio University College of Business Executive Education


The key question is

The Key Question is…

What is the appropriate Human Capital Architecture required to provide the capabilities, behaviors and culture to support successful strategy execution?

Ohio University College of Business Executive Education


Benchmarking adopting generic best practices

Benchmarking: Adopting “Generic Best Practices”

  • The foundation for transforming the human capital into a strategic asset

  • The use of “best practices” is a first step toward differentiation but be careful with importing the practice wholesale.

Ohio University College of Business Executive Education


Best practices from ge

Best Practices from GE

  • Vitality Curve

  • Management Development

  • Stretch Goals

  • “A” performers compensation 2 to 3 times more than “B” performers

Ohio University College of Business Executive Education


Performance drivers support strategy execution1

Performance Drivers Support Strategy Execution

Components of the human capital architecture must support the most critical capabilities, the required behaviors and define the culture necessary for support of strategy execution

Vertical Alignment; Congruence

Ohio University College of Business Executive Education


Designing an effective human capital architecture

Designing an Effective Human Capital Architecture

Develop an integrated mix of human capital architecture components that is differentiated to deliver the performance drivers for the pivotal positions

Horizontal Alignment; Consistency

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Enables the Value Proposition for Stakeholders

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Enables the Value Proposition for Stakeholders

Creates a Culture & Mix of Capabilities & Behaviors

Behavior

Capability

Culture

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Enables the Value Proposition for Stakeholders

Creates a Culture & Mix of Capabilities & Behaviors

Behavior

Capability

Culture

Human Capital Architecture is the Unique Differentiated Mix for Pivotal Positions

Procure & Retain

Knowledge Mgmt.

Perform. Mgmt

Comp. & Reward

Ohio University College of Business Executive Education


Align hc architecture with hr deliverables

Align HC Architecture with HR Deliverables

  • Congruence is the causal linkages between the HR systems and the realization of the strategic competitive advantage Vertical Alignment

  • Consistencyis the extent to which the HR policies and practices interact and support the other HR policies and practices Horizontal Alignment

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Enables the Value Proposition for Stakeholders

Creates a Culture & Mix of Capabilities & Behaviors

Behavior

Capability

Culture

Vertical; Congruence with Strategy Execution

Human Capital Architecture is the Unique Differentiated Mix for Pivotal Positions

Procure & Retain

Knowledge Mgmt.

Perform. Mgmt

Comp. & Reward

Ohio University College of Business Executive Education


Consistent integrated

Consistent & Integrated

  • Maximize the positive synergies between the critical Human Capital Architecture components

  • Minimize the adverse interactions between the critical Human Capital Architecture components

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Enables the Value Proposition for Stakeholders

Creates a Culture & Mix of Capabilities & Behaviors

Behavior

Capability

Culture

Human Capital Architecture is the Unique Differentiated Mix for Pivotal Positions

Procure & Retain

Knowledge Mgmt.

Perform. Mgmt

Comp. & Reward

Horizontal; Consistency across HCA Components

Ohio University College of Business Executive Education


Hca must be differentiated

HCA Must be Differentiated

  • The Human Capital Architecture that supports reduced time to marketmay not be the same as supports new product application.

  • Remember the Human Capital Architecture will be different across positions and possibly individuals too.

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Strategy Execution

Enables the Value Proposition for Stakeholders

Creates a Culture & Mix of Capabilities & Behaviors

Behavior

Capability

Culture

Vertical; Congruence with Strategy Execution

Human Capital Architecture is the Unique Differentiated Mix for Pivotal Positions

Procure & Retain

Knowledge Mgmt.

Perform. Mgmt

Comp. & Reward

Horizontal; Consistency across HCA Components

Ohio University College of Business Executive Education


Um descanso curto 10 15 10 25

Um descansocurto10:15 – 10:25

Ohio University College of Business Executive Education


Managing human capital the person

Managing Human Capital the Person

While the human capital architecture is designed to support the highest level of performance for pivotal positions it must ultimately be differentiated at the level of the person.

Ohio University College of Business Executive Education


Strategic success hierarchy4

Strategic Success Hierarchy

Ohio University College of Business Executive Education


Shifting employment relationship

Shifting Employment Relationship

  • The employer/employee relationship is shifting to a contractual relationship that is more a partnership than economic exchange.

  • Larger spans of control, fewer employees delivering more output.

  • Decline in traditional communications increase in cyber communications.

Ohio University College of Business Executive Education


Shifting employment relationship1

Shifting Employment Relationship

  • Increase in the importance of a work/life balance.

  • Needs, wants and behaviors of the talent pool drives changes in human capital architecture.

  • Acquiring and keeping Star Performers is essential

Ohio University College of Business Executive Education


Employee engagement

Employee Engagement

  • The biggest challenge for managers today is the employment relationship.

  • Just procuring and retaining talent is not enough to excel and win

  • Managers must find a way to fully engage the human capital in the organization.

Ohio University College of Business Executive Education


Employee engagement in practice

Employee Engagement in Practice

  • “Engagement describes how an employee thinks and feels about, and acts toward his or her job, the work experience and the company.” Intuit

  • “Employee engagement is the involvement with and enthusiasm for work.” Gallup

Ohio University College of Business Executive Education


Employee engagement in practice1

Employee Engagement in Practice

  • “Engagement is the extent of employees’ commitment, work effort, and desire to stay in an organization.” Caterpillar

  • “Engagement: To compete today, companies need to win over the MINDS (rational commitment) and the HEARTS (emotional commitment) of employees in ways that lead to extraordinary effort.” Dell

Ohio University College of Business Executive Education


Three levels of engagement

Three Levels of Engagement

  • Cognitive Engagement – Employee beliefs about the company the leaders and the culture

  • Emotional Engagement – Employee affect for the organization, leaders, colleagues

  • Behavioral Engagement – the value added component of effort exerted above required minimum.

Ohio University College of Business Executive Education


Three key behaviors of engagement

Three Key Behaviors of Engagement

  • Say: Employees speak positively about the Company to coworkers,potential coworkers, and current and future customers.

  • Stay: Employees strongly desire to continue working for the Company.

  • Serve: Employees exert extra effort and are dedicated to doing the best job to contribute to business success.

Ohio University College of Business Executive Education


Employee engagement1

Employee Engagement

  • The extent to which employees are committed to something or someone in the organization, how hard they work and how long they stay as a result of that commitment.

  • Employees with high level of engagement are 87% less likely to leave and 20% more productive.

Ohio University College of Business Executive Education


Levels of employee engagement

Levels of Employee Engagement

  • Engaged Employees – work with passion and exuberance, feel a profound connection to the organization can’t wait to contribute more

Ohio University College of Business Executive Education


Levels of employee engagement1

Levels of Employee Engagement

  • Not Engaged – “checked out” of the organization, effort put forth is minimal and barely acceptable, lack passion and do not identify with the organization – often the majority of employees

Ohio University College of Business Executive Education


Levels of employee engagement2

Levels of Employee Engagement

  • Actively Disengaged – not just disconnect but unhappy, the behaviors are counterproductive and at times destructive, degenerates the culture and based on cognitive dissonance Fosters TIMJ and DGMGE

Ohio University College of Business Executive Education


What is your organization s ratio

What is your organization's ratio?

  • In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57 to 1.

  • In average organizations, the ratio of engaged to actively disengaged employees is 1.83 to 1.

Ohio University College of Business Executive Education


Engagement and strategy execution

Engagement and Strategy Execution

  • Molson-Coors - Safety and Engagement

  • Average cost for a safety incident

  • $63 for engaged employees

  • $392 for a non engaged employee

  • Saved $41,721,760 in costs by strengthening the employee engagement levels

Ohio University College of Business Executive Education


Engagement and strategy execution1

Engagement and Strategy Execution

  • Molson-Coors - Sales and Engagement

  • High Engagement teams had $2,104,823 less performance related costs than Low Engagement sales teams

Ohio University College of Business Executive Education


Employee engagement and health

Employee Engagement and Health

  • 62% engaged workers – work positively affects their health

  • 39% for non engaged employees and 22% for actively disengaged

  • 54% of disengaged - work has a negative impact on health and 51% say work has a negative impact on their wellbeing.

Ohio University College of Business Executive Education


Richard and mary

Richard and Mary

Practicing Management and Employee Engagement

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

How Richard sees Mary

How Mary sees Richard

Ohio University College of Business Executive Education


Engagement survey

Engagement Survey

  • Do you know what is expected of you at work?

  • At work do you have the opportunity to do what you do best every day?

  • In the past month have you received recognition or praise for doing good work?

  • Does your supervisor or someone in authority seem to care about you as a person?

  • At work do your opinions seem to count?

  • Voce sabe o que é esperado de voce no trabalho?

  • No trabalholhe é dada a oportunidade de f

  • Nosúltimossetedias, alguémreconheceu o seuesforçoouelogiou o seutrabalho?azeraquiloquefaz de melhor, todo o dia?

  • O seu supervisor, oualguém a quem se reporta, parece se importar com voce comopessoa?

  • No trabalhoalguém se importa com o quepensaousuasopiniõesnãoimportam?

Ohio University College of Business Executive Education


Bad boss bad boss

Bad Boss, Bad Boss

  • 40 per cent of workers in the business world think they work for bad bosses.

  • 39 per cent said their managers failed to keep promises.

  • 37 per cent said their bosses did not give them the credit they deserved.

  • 31 per cent indicated their supervisor gave them "the silent treatment."

Ohio University College of Business Executive Education


Bad boss bad boss1

Bad Boss, Bad Boss

  • 27 per cent reported negative comments from their management.

  • 24 per cent claimed their bosses invaded their privacy.

  • 23 per cent stated that their supervisor blamed them or other workers to cover up personal mistakes.

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

A Model of Employee Engagement

OrganizationCulture/Purpose

Relationships

WorkActivities

Say

Quality of Work Life

EmployeeEngagement

Stay

CareerOpportunity

Serve

Organization

Leadership

TotalCompensation

Model used consistently over time to assess and track engagement


Isn t it common sense

Isn’t it COMMON SENSE?

Managers know that they should create functional Human Capital Architectures

but

They have elaborate excuses why they can’t

Ohio University College of Business Executive Education


Performance drivers1

Performance Drivers

  • Capability

  • Behavior

  • Culture

  • Strategy Execution

Ohio University College of Business Executive Education


Its only common sense

Its Only Common Sense!

Half will embrace the potential of the connection between People and Profit

Half will never see the connection between People and Profits

Ohio University College of Business Executive Education


Its only common sense1

Its Only Common Sense!

Half will engage minimal change

Half will never see the connection between People and Profits

Half will engage comprehensive change

Ohio University College of Business Executive Education


Its only common sense2

Its Only Common Sense!

Half will engage minimal change

Half will never see the connection between People and Profits

Half won’t stay the course

Half will succeed J

Ohio University College of Business Executive Education


It is difficult to imitate

It is Difficult to Imitate

  • Only about 1 in 8 even come close!

  • Implementation of a viable human capital architecture requires deep change and a commitment to “stay the course”.

  • It is often slow and paybacks are a long time coming

  • Most of the requirements defy “Conventional Wisdom”

Ohio University College of Business Executive Education


Just do it

Just Do It?

Managers to succeed in the new normal must rely on a human capital architecture that defies traditional practices and conventional wisdom

Ohio University College of Business Executive Education


Managing human capital in changing times edward b yost ph d sphr august 2012

Obrigado

para sua atenção amável

Ohio University College of Business Executive Education


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