© 2012 Right Management. All Rights Reserved.

Stepping up to the challenge

Leading and engaging staff

Presented by: Kari Scrimshaw

Title: Engagement Practice Lead APAC, Right Management

Thought starters for today

1. Employee Engagement Overview

2. Overall NZ Results

3. Key Trends across NZ and Healthcare

4. Recommendations and Takeaways

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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

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Some background to our 2012 benchmarking study

Survey Instrument

Survey Response January – February 2012

n= 7,310

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

• 100 items, grouped into themes

• 10 demographics

Australia n = 5, 330

New Zealand n = 1,980

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NZ Engagement Trends

Benchwarmers

6% 36%

46% 12%

JOB ENGAGEMENT

Not Engaged

Engaged

Not Engaged Engaged

Free Agents

Disconnected

Star

ORGANISATION

ENGAGEMENT

Only a third of NZ employees are currently positioned for peak performance at work

Base: 1,980 New Zealand employees (2012)

Down from 42%

in 2009

Up from 7% in 2009

In NZ, while we stayed engaged with our jobs, the connection to our organisations declined significantly

59%

69% 66%

42%

49%

53%

36%

48%

42%

Overall Engagement Job Engagement Org Engagement

2012 High Performing

2009

2012

Base: 1,980 (2012), 1,119 (2009), 246 (Healthcare)

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Healthcare 35%

Healthcare 51%

Healthcare 40%

The industries with the widest percentage point gap between Job and Organisational engagement are....

11 10 9 8 7 6 5 4 3 2 1 0 -1

Local, Regional

& Nat Govt.

Hospitality

Healthcare and

Social work

Not For Profit*

Education

Manufacturing

Business Services

Retail & Trade

Transport & Logistics*

Banking, Finance & Insurance*

Agriculture, Forestry & Fishing

Communication

Construction*

Largest Gap

No Gap

* Caution smaller sample sizes These industry categories represent 1900 of the total population surveyed Healthcare n=246

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NZ Engagement Trends and the Implications for Healthcare Leaders

45%

57%

40%

32%

25%

30%

35%

40%

45%

50%

55%

60%

2009 ENGAGEMENT 2012 ENGAGEMENT

Senior

Manager

No mgt

responsibilities

Trend 1 - The divide between the engagement of “Leaders” and “Doers” is increasing

25% points difference

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Healthcare 36%

Looking further into the gaps between the two, show NZ Leaders may overestimate their ‘authentic’ leadership abilities

2%

0%

0%

-17%

-17%

-18%

-18%

-20%

Item

My organisation is effective at retaining talented people

Senior leaders lead by example

My opinions count

My personal work objectives are linked to my work area's business plan

My organisation promotes employees who deserve it

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

‘Leaders’ Mean

‘Doers’ Mean

3.34 2.78

3.77 3.19

3.83 3.25

4.06 3.46

3.27 2.80

3.46 3.46

3.29 3.30

3.60 3.68

Percentage Gap

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The good news is that in Healthcare we saw an increase in the perception of leadership capability and strategic decision making…..

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....but it isn’t just what they do, it is how they do it that matters.

Trend 2 - Talent shortages will require going beyond development to career management

Base: 1,980 New Zealand employees

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.

Organisations need both a clear approach to Career Management and managers equipped to have those discussions

The Bad

70% of healthcare respondents said that their

managers didn’t regularly discuss their career with them!

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The Good Around 40% of healthcare respondents feel that there are career opportunities for them at their

organisation

Trend 3 - Our changing workforce demographic are going to present some unique challenges

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

Ratio <65:65+

2006 5:1

2020 4:1

2030 3:1

2050 2:1

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Yet our organisations are struggling to engage this experienced population

Base: 1,980 New Zealand employees (2012)

41% 42%

45%

39%

37%

33%

30%

35%

40%

45%

50%

Gen Y Gen X Boomers

2009 2012

Since 2009 Boomers saw a:

13% Decline in Job Engagement

30% Decline in Org. Engagement

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

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A call to action...moving from Data to Application

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!

What can Clinical Leaders do differently in light of this?

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Any questions?

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