Data Driven Culture Leadership & Growing People @jocranford - PowerPoint PPT Presentation

Data Driven Culture Leadership & Growing People @jocranford people geek A people person typically found in people operations, recruitment or leadership who gets excited about how data and insights can drive a better world to work in.

How do you move the world?

Give me a lever long enough and a fulcrum on which to place it, and I shall move the world. Archimedes

Culture Manifesto Having enough resources over flexible working arrangements E ff ective overall company leadership over e ff ective direct managers Rewarding desirable behaviour over clear role definitions Aligned daily actions and decisions over total transparency Growing people over enjoyable physical workplaces

Culture Manifesto Having enough resources over flexible working arrangements E ff ective overall company leadership over e ff ective direct managers Rewarding desirable behaviour over clear role definitions Aligned daily actions and decisions over total transparency Growing people over enjoyable physical workplaces

Culture Manifesto Having enough resources over flexible working arrangements E ff ective overall company leadership over e ff ective direct managers Rewarding desirable behaviour over clear role definitions Aligned daily actions and decisions over total transparency Growing people over enjoyable physical workplaces

About Culture Amp data Surveys designed & Over 120k responses Global data analysed by psychologists and data scientists

Measuring Engagement Pride: I am proud to work for my company Recommend: I would recommend my company as a great place to work Motivation: My company motivates me to go beyond what I would in a similar role elsewhere Future commitment: I see myself still working at my company in two years' time Present commitment: I rarely think about looking for a job at another company

E ff ective overall company leadership over E ff ective direct managers

Leadership Scores 77% NEW TECH I have confidence in the leaders at my company 73% OTHER COMPANIES 74% The leaders at my company demonstrate that people are important to the company's success 70% 70% The leaders at my company have communicated a vision that motivates me 67% 69% The leaders at my company keep people informed about what is happening 64%

The Most Engaged Companies 88% MOST ENGAGED (TOP 10%) +14 The leaders at my company demonstrate that people are important to the company's success 74% NEW TECH 84% The leaders at my company have communicated +14 a vision that motivates me 70%

People in companies with less than 200 employees are 15% more likely to have confidence in the leadership, and 10% more likely to say that leaders demonstrate that people are important to the company’s success

People in High Growth companies are 31% more likely to have confidence in their leaders, and 40% more likely to say that the leaders demonstrate people are important to the company’s success, than people in large, enterprise sized companies.

Create a Book of Signs to help employees live the company values.

Create a channel where leaders are present and available to answer questions.

What Drives Engagement for Engineers? The leaders at my company have 1 communicated a vision that motivates me I have confidence in the leaders at my 2 company

What Drives Engagement for other groups? Marketing: 
 My company is in a position to really succeed over the next three years Support: 
 Day-to-day decisions demonstrate that quality and improvement are top priorities

Question Engineering Sales Support Marketing The leaders at my company have communicated 73 81 77 73 a vision that motivates me 79 78 80 72 I have confidence in the leaders at my company The leaders at my company demonstrate that 78 69 75 71 people are important to the company's success The leaders at my company keep people 73 71 77 72 informed about what is happening

Question Engineering Sales Support Marketing The leaders at my company have communicated 73 81 77 73 a vision that motivates me 79 78 80 72 I have confidence in the leaders at my company The leaders at my company demonstrate that 78 69 75 71 people are important to the company's success The leaders at my company keep people 73 71 77 72 informed about what is happening

Host an employee conference to facilitate sharing across o ffi ces.

Female employees are 8% less likely to agree that they have confidence in the leaders, and 11% less likely to think that leaders demonstrate that people are important to the company’s success

Leaders demonstrate that people are important to the company’s success 65% STAYED +17 I have confidence in the leaders at my company 48% EXITED 71% +7 The leaders at my company demonstrate that people are important to the company's success 64% 58% The leaders at my company have communicated +9 a vision that motivates me 49% 63% The leaders at my company keep people +15 informed about what is happening 48%

E ff ective overall company leadership over E ff ective direct managers

What about Managers? 24 My manager is a great role model for employees 31 My manager genuinely cares about my wellbeing 45 My manager keeps me informed about what is happening 48 My manager gives me useful feedback on how well I am performing

Summary Leadership is strongly linked to Engagement Smaller companies score higher on confidence in leaders, and leaders demonstrating that people are important The two top drivers for Engineers are whether leaders have communicated a motivating vision, and having confidence in leaders Scores on leadership questions are generally lower from female employees

Ideas to try Book of Signs to connect new employees to the company values and leaders Internal communication channel connecting employees and leaders Cross company conference or alignment sessions

Growing people over Enjoyable physical workplaces

Drivers of Engagement for Engineers 1 The leaders at my company have communicated a vision that motivates me 2 I have confidence in the leaders at my company

Drivers of Engagement for Engineers 1 The leaders at my company have communicated a vision that motivates me 2 I have confidence in the leaders at my company 3 My company is a great company for me to make a contribution to my development 4 I believe there are good career opportunities for me at my company

Growth & Development Scores 63% NEW TECH I believe there are good career opportunities for me at my company 60% NON NEW TECH 78% My company is a great company for me to make a contribution to my development 74%

The Gender Gap 66% MALE +6 I believe there are good career opportunities for me at my company. 60% FEMALE 80% My company is a great company for me to +5 make a contribution to my development 75%

People who left were 38% more likely to feel that there was not a career opportunity for them at the company.

Share opportunities for development within your organisation.

People whose job contributes to their development are 21% more likely to stay.

Support learning by providing stretch roles .

People who stayed were 24% more likely to say they had access to the learning and development they needed.

Enable lifelong learning by providing personal coaching .

Summary The third and fourth highest drivers for Engagement for Engineers are related to learning and development Scores on learning and development questions from female employees are generally lower Learning and development is strongly linked to retention

Ideas to try Stretch Roles Internal Jobs Board Clearly defined internal transfer process Personal coaching

Thank You! @jocranford