Webcast:
As the economy recovers, what do engagement metrics say about the future of the organization? What are the possible responses organizations can take to these measures and position beleaguered workers for revival in 2011 and beyond? While most organizations use some type of employee satisfaction score, it often lands and sits unused on a desktop. How can employee engagement, satisfaction and overall feedback be used to revive business performance?
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Presenters
RJ Milnor is the Managing Partner of CallMe! Consulting. CallMe! provides expert support to companies at every stage of the talent lifecycle – from recruitment to performance management, engagement, and retention. As Managing Partner, RJ has overall business responsibility for the strategy, operations, and client engagements of the global consulting practice.
RJ is an expert in improving profitability through effective human capital management. He has helped hundreds of companies maximize their performance – increasing revenue and reducing operating expense – by unlocking the full potential of their workforces. A trusted advisor to executives around the world, RJ has spoken at over 750 events in 31 countries. Areas of specialty include human capital analytics, HR metrics & measurement, performance management, employee engagement, recruiting effectiveness, and employee retention.
Prior to joining CallMe!, RJ was the Director of HR Analytics at Citrix Systems where he created a Center of Excellence to measure, report, and predict workforce trends at the global software firm. At Citrix, RJ developed human capital metrics and business intelligence to clearly show the state of a growing 6,000 person workforce and inform strategic business decisions. He was also responsible for the company’s annual employee engagement survey – for which he oversaw its construct, survey design, technology, implementation and action planning.
Before Citrix, RJ was Senior Director with Corporate Executive Board – a research and advisory firm serving the world’s largest and most respected organizations. In 2007 he launched the HR Leadership Academy, an executive education program that builds critical business capabilities for HR professionals. Prior to launching the Academy, RJ was Senior Director with the Corporate Leadership Council where he advised senior executives around the globe on human capital issues. RJ partnered with over 1,000 organizations (including 80% of the Fortune 500) on how to better attract, retain, develop and engage their employees – combining best-practices with quantitative analysis.
RJ began his career as an investment banker with Salomon Smith Barney in New York. It was there that he first began studying the impact of human capital on financial performance. This background has been invaluable in helping clients understand the real business impact of workforce decisions, and continues to inform his thinking on metrics development and quantitative modeling for human capital.
RJ holds Master’s Degrees in International Relations and International Finance from The Johns Hopkins University School for Advanced International Studies, and a Bachelor’s Degree in International Studies cum laude from Rhodes College.
RJ resides in Miami, Florida. Outside of his work at CallMe!, RJ enjoys reading history and spending time with his wife and family diving, fishing, and skiing.
Peter-
My organization has found that there are actually three levels, or buckets, into which employees fall: Actively Engaged, Ambivalent, and Actively Disengaged. While it is true that the Actively Disengaged population, which unfortunately makes up 13 percent of the workforce, is very hard to re-engage, the Ambivalent population (60 percent of the workforce) can indeed be drawn back into the organization. It is important to measure Engagement so one can identify exactly where employees in your organization fall, such that you can address the Ambivalent population before they become Actively Disengaged. Exposing the Ambivalent population to Actively Engaged individuals, ensuring they are recognized for a job well done, contributing to their career development - these are but a few options to re-engage your employees. Measuring Engagement is the first step, but turning this data into meaningful action plans is the most important factor in increasing Engagement.
Kevin Sheridan
www.hrsolutionsinc.com
I agree that an individual has either signed on or off with regards to engagement.
Engagement usually takes place at 3 different levels. Engaged by my job; my team; my organization. As always, the manager/leadership plays a major role and has engagement impact at each level. Curiously it is my experience that individuals may be engaged by their job but not necessarily by the team and the organization. However, if there are serious enough issues with the team and/or the organization e.g. ethics, Gen X and Y will not remain engaged regardless of how engaged s/he may be with the job. Magic takes place when the engagement is at all 3 levels. In any event need to look at each when you are measuring.
The meaning of engagement, what it is and what it isn't are important issues as Peter indicates.
I have a video about engagement on my website for those interested in how to create it.
Ben
http://www.bensimonton.com
People tend to be engaged or not, if they are engaged the difference is so astonishing it is clear that measuring how engaged they are is superffluous.
If they are not engaged no amount of measurement will change that and if you don't know how to engage people no metric in the world will show you how to do it.
When the boss tells you that you should be doing something about engagement and you don't know what to do, measure it!
It won't make any difference but it makes it look as if you know what you are doing.
Peter A Hunter
www.breakingthemould.co.uk