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ENGAGEMENT
ENGAGEMENT IS:
Improved
Better company
individual performance
Engaged performance –
employees giving
- Satisfied discretionary
Great effort
- Committed
managers
and - Proud
supportive - Willing to
work advocate
environment
Engagement is measured with Employee
Surveys
What do surveys measure? What do we use the information for?
Constant Care
Humbleness
Uprightness
Our Employees
Our Name
Employee engagement trend
• A 10 year journey of progress
• Maersk Group has now reached the top quartile benchmark for engagement for the first time since 2012
• The increase in engagement is mainly caused by an increase among blue-collar, seafarer and offshore
employees
Strengths and concerns
• Employees’ perception of how Maersk Group upholds it’s values has improved by 4 points in 2015 and is a
significant contributor to the higher engagement level
• Other strengths are survey follow-up and clarity of strategy
• Only two questions have less positive results compared to 2014 and both are below the external benchmark
Concerns
My job allows me a healthy work-life balance -3% -2%
My job makes good use of my abilities -1% -3%
A program to build long-term
capability
Communicate
results first Begin with quick wins
8 ways HR can
help managers
start to take
action Help them get in Deep-dive on
front of their team complexity
Check-in with individuals Keep engagement on agenda Required behaviours/values Goals and Targets
• Are you clear what is - Update • Do you check in on yourself • Use survey results to set
expected from you? - Refer to key results in from time-to-time? personal goals
• How are things going since decisions • Do you ‘live the values’?
the last time we met? - Ask how people are feeling?
Lessons from the Maersk Group
Stick at it – engagement is a long-term game
Strong leadership – upholding values and clarifying strategy and
direction
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Collaboration through Connections is Changing the Way we
Work
INSPIRATION
Back to Thomas Edison
Thomas Edison
FMCG company attends to subtle messages
Situation:
• Global Fast Moving Consumer Goods (FMCG) company with a
long-standing emphasis on creativity and entrepreneurship was
moving away from private ownership via share offering
• New performance-based psychological contract – more
centralised, market-disciplined, measured
• Survey showed confidence in leadership, but a 2% decline in
perceptions of innovation – this was treated as a red flag
Response:
• They did not ignore this signal
• Deep-dive on innovation – where are concerns concentrated?
• Consultation on obstacles to innovation
• Crowdsourcing initiative launched - in specific categories
• Communication of innovation as key response to survey – a
commitment to traditional company value of entrepreneurship
PSYCHOLOGICAL CONTRACT DEFINITION
The psychological contract refers to the unwritten set of
expectations of the employment relationship as distinct
from the formal, codified employment contract. Taken
together, the psychological contract and the employment
contract define the employer-employee relationship.
Questions about HumanKind added to the Leo Burnett Worldwide employee survey:
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Lessons – helping
you build better
engagement
The lessons for your engagement
program
Stick at it – engagement is a long game
Gain leadership buy-in
Perspiration
Inspiration
Pay attention to the details – do not ignore subtle messages in the data
Inspire others by making an impact
HAPPY VALENTINE'S DAY