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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.
Data Driven Culture Leadership & Growing People @jocranford - - PowerPoint PPT Presentation
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
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Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.
Archimedes
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Having enough resources over flexible working arrangements Effective overall company leadership over effective 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
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Having enough resources over flexible working arrangements Effective overall company leadership over effective 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
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Having enough resources over flexible working arrangements Effective overall company leadership over effective 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
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Surveys designed & analysed by psychologists and data scientists Over 120k responses Global data
About Culture Amp data
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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
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Effective overall company leadership
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Effective direct managers
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I have confidence in the leaders at my company The leaders at my company demonstrate that people are important to the company's success The leaders at my company have communicated a vision that motivates me The leaders at my company keep people informed about what is happening
64% 67% 70% 73% 69% 70% 74% 77%
NEW TECH OTHER COMPANIES
Leadership Scores
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The leaders at my company demonstrate that people are important to the company's success The leaders at my company have communicated a vision that motivates me
70% 74% 84% 88%
MOST ENGAGED (TOP 10%) NEW TECH
The Most Engaged Companies
+14 +14
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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
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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.
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Create a Book of Signs to help employees live the company values.
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Create a channel where leaders are present and available to answer questions.
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What Drives Engagement for Engineers?
The leaders at my company have communicated a vision that motivates me I have confidence in the leaders at my company
1 2
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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
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Question Engineering Sales Support Marketing
The leaders at my company have communicated a vision that motivates me
73 81 77 73
I have confidence in the leaders at my company
79 78 80 72
The leaders at my company demonstrate that people are important to the company's success
78 69 75 71
The leaders at my company keep people informed about what is happening
73 71 77 72
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Question Engineering Sales Support Marketing
The leaders at my company have communicated a vision that motivates me
73 81 77 73
I have confidence in the leaders at my company
79 78 80 72
The leaders at my company demonstrate that people are important to the company's success
78 69 75 71
The leaders at my company keep people informed about what is happening
73 71 77 72
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Host an employee conference to facilitate sharing across offices.
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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
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I have confidence in the leaders at my company The leaders at my company demonstrate that people are important to the company's success The leaders at my company have communicated a vision that motivates me The leaders at my company keep people informed about what is happening
48% 49% 64% 48% 63% 58% 71% 65%
Leaders demonstrate that people are important to the company’s success
STAYED EXITED
+17 +7 +9 +15
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Effective overall company leadership
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Effective direct managers
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What about Managers?
31
My manager genuinely cares about my wellbeing
24
My manager is a great role model for employees
45
My manager keeps me informed about what is happening
48
My manager gives me useful feedback on how well I am performing
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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
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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
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Growing people
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Enjoyable physical workplaces
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Drivers of Engagement for Engineers
2
I have confidence in the leaders at my company
1
The leaders at my company have communicated a vision that motivates me
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Drivers of Engagement for Engineers
2
I have confidence in the leaders at my company
1
The leaders at my company have communicated a vision that motivates me
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
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I believe there are good career opportunities for me at my company My company is a great company for me to make a contribution to my development
74% 60% 78% 63%
NEW TECH NON NEW TECH
Growth & Development Scores
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I believe there are good career opportunities for me at my company. My company is a great company for me to make a contribution to my development
75% 60% 80% 66%
MALE FEMALE
+6 +5
The Gender Gap
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People who left were 38% more likely to feel that there was not a career opportunity for them at the company.
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Share opportunities for development within your organisation.
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People whose job contributes to their development are 21% more likely to stay.
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Support learning by providing stretch roles.
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People who stayed were 24% more likely to say they had access to the learning and development they needed.
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Enable lifelong learning by providing personal coaching.
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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
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Ideas to try
Stretch Roles Internal Jobs Board Clearly defined internal transfer process Personal coaching
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Thank You!
@jocranford