$4,129 Average cost-to-hire -SHRM 42 Days 72% CEOs concerned about ability to Average time to fill open role hire key skills -PwC - SHRM 6.7 million U.S. Job openings (June 2018) -Bureau of Labor Statistics Hiring new people is expensive, time consuming, and competitive. 59
93% > one-half Employees report trust in their Employees reporting they would 70% boss is essential to remaining turn down a 10% pay increase satisfied at work to stay with a great manager -PwC -Ultimate Software Variance in engagement scores attributable to 3X 50% managers Likelihood of engagement from Employees who quit jobs who employees who regularly meet - Gallup cite a bad manager as the with managers reason -Gallup -Gallup Managers have a huge impact on engagement and retention. 60
2/3 employees who strongly agree that their manager helps them set >50% work priorities and goals are engaged employees “strongly agree” manager is open and > Two-thirds approachable are engaged employees who strongly agree their manager focuses on their strengths or positive characteristics are engaged Managers can improve engagement with specific communications-based behaviors. 61
Communication Audits
Communication Audits • Different than engagement surveys • About listening and gaining feedback • Get to what is and isn’t working with communications • In this case – with manager communications • Can be robust or simple • Provide a great baseline to build upon 63
Quantitative and Qualitative Research Quantitative Qualitative • Several tools available • Focus groups are easy and effective • Check response rates • Manager vs. individual contributor groups • online and offline processes available • Group similar levels in organization • Classify responses • Diversify otherwise • Double check for bias/leading language • Ask probing questions • Make everyone contribute 64
Focus Groups • 10-12 people = ideal size • Mix by department, office, etc. • But separate by individual contributor vs. people manager • Follow “Vegas rules” – and require everyone has to participate • Ask probing questions – this is a chance to get to the heart of things • Often helpful to have one person lead, one make notes • Compile notes and feedback quickly while still fresh 65
Audit Example 66
Audit Example – Transport/Energy Company • Conducted in compressed timeline – on purpose • Economical – comms team legwork, Survey Monkey, plane tickets • Survey (online and offline), and focus groups • All key geographies, employee types, multi-language • Key results shared, action plan implemented 67
Key Research Takeaways (I) Progress noted, but Limited awareness Intranet key to room to improve of major programs solution • Most staff positive on • Inconsistent • Intranet has reach & communication, but knowledge about key potential, but seek improvement programs, policies lacking, unreliable • Low morale, trust • Briefing tools not • Upgraded intranet impacts some sites used consistently seen as biggest win • Content not localized, practical or sustained
Key Research Takeaways (II) Cascade process Relevance Challenge to key, but uneven missing piece reach mobile, remote staff • Managers key but • Want/need more outreach, impact functional, regional • Major info gap mixed content beyond SLT, HQ sites • Senior leaders much • Priority is info to do • Remote staff limited better informed jobs vs. corporate by routine, distance, • Divisional outreach • Language key issue infrastructure inconsistent in some locations
Potential Additions to FY13 Plan • Expand production/posting of timely program info, CHC news • Establish governance to manage content relevance & quality Reboot Intranet •Good way to introduce critical “pull” tool & multi -media content • Supports strategy to increase global relevance, reach • Lack of awareness at all levels about communication options • Develop toolkit to publicize, promote tools (purpose, tips, Communication 101 access) Primer • Leverage tool to drive efficiency (e.g. email etiquette, SM policies) • Expand, formalize efforts to develop global network • Leverage local contacts to guide local cascade (translation) Global Communication • Build capability to obtain, share representative employees Network stories • Use editorial team to identify, address regional issues, questions •Build on efforts to “export” Town Hall content, program announcements to locations outside HQ Expand & Formalize SLT • Involve other Global Leaders, RDs as appropriate Outreach • Informal visits, discussions can have positive impact • Leverage global team to ensure outreach is locally relevant
Getting Into the Minds Of Our Managers
Frontline Fran
Middle Management Mike
Executive Ellen
Salesperson Sally
Influential Ian
Frontline Fran What can we expect • Non-desk, shift work • Regular in-person meetings • Give it to me quick and make it easy How can we help • Move beyond email • Content that is quick, easy to use • Take advantage of regular interactions 77
Middle Management Mike What can we expect • More likely traditional office • Competing for attention • Ready to put context to work How can we help • Give some background to work with • Emphasize time for communications • Share the big picture 78
Executive Ellen What can we expect • Likely has opinions and own voice • Manager of managers • Large degree of influence How can we help • More personalized/bespoke approach • Understand objectives – match those • Listen for the voice – help amplify it 79
Salesperson Sally What can we expect • On the go • Always focused on meeting goals • More time with customer than team How can we help • Make it easy, share information verbally • Tie back to the goals • Make her a storyteller 80
Influential Ian What can we expect • Informal but a leader • Knows the pulse of the organization • May be a good translator How can we help • Share information with context • Collaborate • Leverage the ambassador role 81
Questions? 82
Suggested reading Gallup: State of the Global HBR: If Humility is so HBR: What Great 1 6 4 Workplace 2017 Important, Why Are Managers Do To Engage https://www.gallup.com/workp Employees Leaders so Arrogant? lace/238079/state-global- https://hbr.org/2018/10/if- https://hbr.org/2015/04/what workplace-2017.aspx humility-is-so-important- -great-managers-do-to- why-are-leaders-so-arrogant engage-employees Gallup: State of the 2 Forbes: Employees Don’t American Manager 5 WSJ: How Bosses Waste 7 https://www.gallup.com/servi Trust Their Managers and Their Employees’ Time it’s Hurting Your Bottom ces/182138/state-american- https://www.wsj.com/articles/ manager.aspx Line how-bosses-waste-their- https://www.forbes.com/sites/ 50 Recruitment Stats for HR employees-time- 3 forbestechcouncil/2018/02/0 pros 2017 1534126140 8/employees-dont-trust-their- https://devskiller.com/50- managers-and-its-hurting- recruitment-stats-hr-pros-must- your-bottom- know-2017/ line/#7719a4f81f33 83
Suggested reading 84
Additional Info: Overcoming Manager Objections 85
Finding the Time • Engagement = productivity • This is about working smarter • Employees want this • Your managers expect it • Imagine: Less time recruiting and interviewing! 86
We’ll Help and Support • Best “selling point” for training • We want you on message I have no idea what to say • We have the content • This is about listening too • A more informed team is a more engaged one! 87
You Are Rewarded • Finding good people costs $$$$ • Opportunity cost of productivity • Audit results – sell with data • Part of “how” you work, not just another thing to do! 88
Your Team Expects It • Good leaders communicate • Productivity, engagement gains • Why the training is here • We’ll make it easy! And, we have a vested interest in your success! 89
That’s why we’re here • Manager audit results • Leadership expectations • Part of manager development • Imagine your team more engaged and aligned! 90
Don’t worry • Consistency is key • Lots of mediums available • Imagine – being a great communicator and never speaking in public! 91
Yes, but… • This is a partnership • Employees looking to you • Your leadership expects it • It could be the key to keeping good people around longer! 92
Providing Managers With Great Content
Key topics for managers to cover ▪ HR-type topics ▪ Organizational change ▪ Company strategy alignment/enhancement ▪ Organization wins ▪ Team news/priorities 94
Adding Manager Element to All IC ▪ Pre-briefings ▪ Manager-only briefings ▪ Additional “cuts” of existing content ▪ Ready-made presentation material ▪ Let managers share the news ▪ Leverage manager network to enhance conversation in all-hands, etc. 95
Considering Manager Audiences ▪ Think in elevator-pitch, summary, and conversation cuts of info ▪ Consider briefings that work ▪ Help managers learn storytelling – make it easy to contribute ▪ Add the FAQ ▪ Be explicit with the “how to” instructions ▪ Make it easy to access information ▪ Don’t overcomplicate it 96
Repurposing Content – Both Ways ▪ Executive presentations re-purposed ▪ Turn team stories into organizational ones ▪ Develop “meeting minutes” ▪ Create content once, use many different ways ▪ Help introduce managers – keep a human element 97
Modeling Good Behavior ▪ Manager spotlights ▪ Manager peer groups / best practices ▪ Manager-generated content in company channels ▪ Competitive element – if it’s fun/productive 98
Some examples 99
FY15 Performance Management – Meeting Minute • PMP is underway -- importance: – Opportunity for two-way dialogue with manager – Feedback to help you achieve personal and team goals – Investment in your career • Current deadline: Self-evaluations (due by May 15) – Does not take long to complete – Prepares you for live discussion meetings • Participation: – All CHC people welcome – Requirement for non-CLA team members GO FURTHER. DO MORE. COME HOME SAFELY. CONFIDENTIAL Page 100
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