Stepping up to the challenge

Transcription

1 Stepping up to the challenge Leading and engaging staff Presented by: Kari Scrimshaw Title: Engagement Practice Lead APAC, Right Management 2012 Right Management. All Rights Reserved.

2 Thought starters for today 1. Employee Engagement Overview 2. Overall NZ Results 3. Key Trends across NZ and Healthcare 4. Recommendations and Takeaways 2

3 Our Employee Engagement Measurement 8 key measures across both Job and Organisational engagement Why? Because the two are not always aligned as we will see 3

4 Some background to our 2012 benchmarking study Stratified sampling of employee opinions Sample of employees that matched the workforce population (in each country) on several factors, including: Industry Size of Organisation Gender Age Self employed excluded Survey Instrument 100 items, grouped into themes 10 demographics Survey Response January February 2012 n= 7,310 Australia n = 5, 330 New Zealand n = 1,980 4

5 NZ Engagement Trends

6 Only a third of NZ employees are currently positioned for peak performance at work Engaged 6% 36% Star Down from 42% in 2009 ORGANISATION ENGAGEMENT Benchwarmers Disconnected 46% 12% Up from 7% in 2009 Not Engaged Free Agents Not Engaged Engaged Base: 1,980 New Zealand employees (2012) JOB ENGAGEMENT

7 In NZ, while we stayed engaged with our jobs, the connection to our organisations declined significantly 69% 66% 59% Health care 35% 42% 36% Health care 51% 49% 48% Health care 40% 53% 42% 2012 High Performing Overall Engagement Job Engagement Org Engagement Base: 1,980 (2012), 1,119 (2009), 246 (Healthcare) 7

8 The industries with the widest percentage point gap between Job and Organisational engagement are... Communication Construction* Education No Gap Hospitality Healthcare and Social work Agriculture, Forestry & Fishing Transport & Logistics* Banking, Finance & Insurance* Local, Regional & Nat Govt. Manufacturing Business Services Not For Profit* Retail & Trade Largest Gap 9 * Caution smaller sample sizes These industry categories represent 1900 of the total population surveyed Healthcare n=246

9 NZ Engagement Trends and the Implications for Healthcare Leaders

10 Trend 1 - The divide between the engagement of Leaders and Doers is increasing 60% 55% 57% 50% Senior Manager 45% 40% 45% 40% 25% points difference 35% 32% Health care 36% No mgt responsibilities 30% 25% 2009 ENGAGEMENT 2012 ENGAGEMENT 11

11 Item Looking further into the gaps between the two, show NZ Leaders may overestimate their authentic leadership abilities Percentage Gap Leaders Mean Doers Mean My organisation is effective at retaining talented people Senior leaders lead by example -20% -18% My opinions count My personal work objectives are linked to my work area's business plan My organisation promotes employees who deserve it -18% -17% -17% I receive the training and development I need to do my job well People in my organisation are held accountable for their actions My current workload is manageable 0% 0% 2%

12 The good news is that in Healthcare we saw an increase in the perception of leadership capability and strategic decision making.....but it isn t just what they do, it is how they do it that matters. 13

13 Trend 2 - Talent shortages will require going beyond development to career management If you are not doing something to help your organisations better manage their employee s career you are setting yourself up for failure now and in the future. Low performance on our Career Management Index is a barrier to Engagement. 89% of people that disagree or strongly disagree across the 5 Career Management items are not engaged. Base: 1,980 New Zealand employees

14 Organisations need both a clear approach to Career Management and managers equipped to have those discussions The Good Around 40% of healthcare respondents feel that there are career opportunities for them at their organisation 15 The Bad 70% of healthcare respondents said that their managers didn t regularly discuss their career with them!

15 Trend 3 - Our changing workforce demographic are going to present some unique challenges Ratio <65: : : : :1 NZ has nearly twice as many older workers than Australia. By 2051 New Zealanders in the 65+ age group are predicted to represent up to 10% of the workforce) Source: The Business of Aging, Ministry of Social Development 16

16 Yet our organisations are struggling to engage this experienced population 50% % 45% 40% 41% 39% 42% 37% Since 2009 Boomers saw a: 13% Decline in Job Engagement 30% Decline in Org. Engagement 35% 33% 30% Gen Y Gen X Boomers Base: 1,980 New Zealand employees (2012) 17

17 Managers hold the key to engagement, and their support is a consistent driver of engagement across generations. Others are: 18

18 A call to action...moving from Data to Application What can Clinical Leaders do differently in light of this? 1. Reconnect leaders with their followers Available and visible Build an environment of openness and trust Create a compelling vision for the organisation and how it connects employees to their work 2. Ensure managers and leaders are placing a higher value on career discussions 3. Seize the opportunity to do something with the data and start engaging those around in discussions on how to drive engagement Engagement doesn t cost, disengagement does! 19

19 20 Any questions?