Employee

Engagement:
Inspiration or
Perspiration?
A light bulb moment

“Genius is one percent

inspiration, ninety-nine
percent perspiration.”

Thomas Edison
Thomas Edison also said…

“Many of life's failures are

people who did not realize
how close they were to
success when they
gave up.”

Thomas Edison
The rule of David Tong

“Achieving an engaged workforce is:

• 20 percent inspiration
• 30 percent collaboration
• 50 percent perspiration”
A closer look at
engagement and how
we measure it
The virtuous cycle of engagement
Engagement is:

‘The extent to which employees are motivated to

contribute to organisational success and are
willing to apply discretionary effort to
accomplish tasks important to the achievement
of organizational goals’.
Improved
Better company
individual performance
Engaged performance –
employees giving
discretionary
- Satisfied
effort
Great - 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?
The level of engagement in the workforce To understand employee sentiment

How engagement varies across

departments, countries, job levels, To identify best practices and ‘hot spots’
demographic groups etc.

To set priorities to guide decisions and

What issues underpin engagement
organisational change

To open a dialogue with employees to

Views and opinions on management
create engagement and focus on areas
practices and other issues
of most concern
50% Perspiration:

A case study
 page 9

Maersk Group overview

• Operate mainly in the transport Companies of particular Strategic investments:

and energy industries strategic importance:
• Approx. 89,000 employees
• 2014 revenue: USD 47 billion TRANSPORT ENERGY Maersk Container Industry
Maersk Line Maersk Oil Höegh Autoliners
APM Terminals Maersk Drilling
APM Shipping Services
 page 10

Time honoured values

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

Diff to Diff to External

2014 Top 25%
Strengths
Company upholds the Maersk values 4% --
Confident that action will be taken as a result of survey 2% 8%
Clear understanding of my company’s strategy 0% 3%

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

Recorded training modules

Open Q&A ‘surgeries’ to take questions
Available for HR Business partners and and discuss solutions
line managers

HR Business partners are challenged to ‘Know your Managers’

- providing the support where it is needed most
‘Manage the tail’ – support for managers

Low High

Engagement Level
 Know your Prioritise to focus
manager effort

8 ways HR
Communicate
can help results first Begin with quick wins

managers
start to Help them get in Deep-dive on
complexity
take front of their team

action
Delegate to share Be creative – make
the load it personal
Not just a program – get engagement into the culture

1:1 talks Team meetings Role model PDP

Check-in with individuals Keep engagement on agenda Required behaviours/values Goals and Targets

• Are you clear what is - EES 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

 Build capability – invest in your long-term programme through HRBPs

and Line Managers

 Manage the tail – focus support where it will deliver

 HR - know your managers
 Managers – make engagement personal for your team
30% Collaboration
Four collaborative steps to turn data into action
1 2 3 4

Understand your Conduct Develop Follow up

results feedback action plans and
meetings
manage

Discuss with Transparent Delegated Communicate

trusted sharing of teamwork progress
colleagues results
Using
Discuss collaborative
implications technology
Deep-dive on
complex
issues
What happens when you do not follow these steps?
100%
89%
90%
82%
% Favourable Engagement
80%

Engagement 70%
62%
falls if people 60%

think you will 50% 47%

40%
do nothing 32%
30%

20%

10%

0%
Very unconfident about Unconfident about Unsure about survey Confident in survey Very confident in
survey follow-up survey follow-up follow-up (N=10627)
follow-up follow-up (N=25808)
follow-up survey follow-up
(N=2748) (N=4680) (N=12439)
Collaboration through Connections is Changing the Way we Work
Engagement
Community

Engagement
Communit
y
20% Inspiration
Back to Thomas Edison

“Negative results are just what I

want. They’re just as valuable to
me as positive results.”

Thomas Edison
FMCG company attends to subtle messages
Situation:
• Global 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
Inspiration from social listening
Five products presented in a Social
Listening dashboard that provides
more in-depth and regular insights
about your organisation

IBM’s Employee Listening Daily

platform pulse

Social
JAMS
pulse

Social Mini
analytics pulse
Case Study: Leo Burnett Worldwide

Questions about HumanKind added to the Leo Burnett Worldwide employee survey:

• These questions reinforced the importance of the initiative, and

• Generated measures of impact, giving managers a data point to move forward from
Leo Burnett – Inspiring by ‘Making a Difference’

Perceptions of Offices fostering an Turnover rates 8.2%

HumanKind emerged innovative and lower in offices with
as the best predictor challenging highest engagement
of Best Agency score environment are 2.2 x levels
– judged on financial more likely to meet
and creative metrics margin goals

$
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

 To engage your teams – first engage your managers

 To engage your managers – make them accountable and give them the
tools and support to do the job
 Understand the issues – find out what is driving engagement
 Focus your efforts – on priority issues and priority populations
 Bring an engaging style into your daily work
Collaboration

Inspiration

 Get inspiration from collaboration with colleagues

and

 Pay attention to the details – do not ignore subtle messages in the data
 Inspire others by making an impact