Upload
dr-rica-viljoen
View
15
Download
0
Embed Size (px)
Citation preview
Employee EngagementA multi-cultural approach
The Benchmark of Engagement (BEQ)
Dr Rica ViljoenMandala Consulting
I-Engage
We-Engage
They-Engage
Assumptions AboutWe
Assumptions About They
Assumptions About
Me
RespectSelf RegardResilience
Personal ResponsibilityCorporate Citizenship
SupportLeadershipAlignment,
Valuing DiversityAccountability
TrustBusiness OrientationAdaptability to change
InclusivityEthics
Within the context of the country:
Constructs for the BeQ
3
Re-wiring the organisation to have innate momentum to perform sustainably
Disconnected30%-44%
Apathetic45-59%
Involved60-74%
Engaged> 75%
Vicious Cycle:DisengagementAbsenteeismStaff TurnoverApathyLow moraleNegative BehaviourPoor service deliveryIncidents and accidents
Virtuous Cycle:Unleashing voiceProductivityStaff RetentionEmployee SatisfactionCreativity / InnovationValue based behaviourCustomer ExperienceSafe behaviourStakeholder Experience
Human Energy in the System to perform
What makes the BeQ multicultural sensitive?
Spiral Dynamics described by dr Don Beck Human applied as Human Niches as described by Dr Loraine Laubcsher
The Ghana Case
From: Peet van Schalkwyk Sent: 14 March 2013 09:04 AMTo: Corporate Head OfficeSubject: RE: Use of BeQ in MENA and Eurasia Region
I fully support continuing with the BeQ in my region. I was exposed to this specific strategic organisational diagnostic tool since 2002 and I have seen the energy it can unleash! I am not an HR specialist but this tool allowed me to achieve record safe production in Mali and Tanzania. At Damang it was the vehicle I used to turn around a dying unsafe mine to give it 10 years more life with an unbelievable turnaround in safety behaviour, winning the Gold Fields Chairman Safety Award in 2008. Then at Tarkwa, I also managed to use this tool to get the employees to make a mind shift towards safe production, to the extent that Tarkwa received the Mine Inspectors Best Improved Mine Award.
BeQ is a fantastic tool to change the people to enjoy journey to meet our operational challenges!
Best Regards
Peet Van Schalkwyk | Executive Vice President & Head of MENA & Eurasia | Gold Fields
Why it worked in Ghana
• An Organisational Development Approach was followed• It was used as diagnostic – the BeQ was used• As many people as possible participate – even the contractors• Everybody that participates get a chance to co-create action plans on how to improve the identified issues
• The culture in Ghana is collective – the way in which we intervened was collective• Real issues were identified and real solutions were provided so processes are trusted as recent post modular assessments of operational leadership programme indicated
• HR was trained and accredited in the use of the model, skills transfer happened and they were very involved
• All intervention (few and focused) specifically addressed development spaces• Year on year data and baseline (longitudinal both qualitative and quantitative)• Integrate issues into organisational strategy• Integrated in HR strategy• Driven by Strategic HR as organisational culture form part of organisational transformation
• Supported by Top Management.
9
• 82350 people participated• 9 industries• Translated in 8 languages• 6 Continentss• Overall engagement score in South Africa in services industries – 61,25• Leadership Council found that internationally 28% of talent engage• Viljoen (2015) finds that in emerging economies only 20% of talent engage• Case study of IBL – Henk van Zyl
Some Statistics