Kellogg: Organizational Development Dialogue
Staff Engagement, Retention, and Recognition
July 21, 2010
Agenda
Topic for Discussion
Kellogg’s Needs: Rewards and Recognition
Overview of Employee Engagement
Overview of Rewards and Recognition
Foundational Elements for Success
Rewards and Recognition Next Steps
Kellogg’s Needs in Regard
to Rewards and Recognition
The Model: Burke-Litwin Model of
Organizational Performance and Change
Overview of Employee Engagement
Overview of Employee Engagement
Emotional
commitment
Cognitive
commitment
Behavioral
commitment
Employee
Engagement
Employee engagement is a heightened emotional and intellectual
connection that an employee has for his/her job, organization manager,
or co-workers that, in turn, influences him/her to apply discretionary
efforts to his/her work.
Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006
Drivers of Employee Engagement
Drivers of Employee Engagement – 8 Factors
Trust &
Integrity
Line of Sight
Career
Between
Pride In
Nature of Job Individual &
Growth
Organization
Opportunities
Company
Performance
Coworkers/
Team
Members
Employee
Development
Relationship
with
Supervisor
Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006
Role and Importance of Management
Employee
Engagement
ole of
employee in
organization
Employee
Enablement
Rewards
and
Recognition
Enabled
employee
Overview of Rewards and Recognition
Building a Successful and Responsible
Rewards Strategy
Building a Successful Rewards Strategy
1.
Enables the long-term sustainable success of the organization.
2.
Pays out over the same timescale that organizational value is created in.
3.
Is linked to a bundle of performance measures that reflect the impact of the activity not only
On organizational value but on the bigger picture.
4.
Does not enrich management and employees to the detriment of the organization.
5.
Takes account of the extent to which performance is driven by external factors beyond
management or the employee’s control.
6.
Takes account of the risks inherent and capital employed in the business, and the impact this
has on the returns required by the university.
Building a Successful and Responsible
Rewards Strategy Continued
Building a Successful Rewards Strategy
7.
Achieves an appropriate balance between individual, team, and School performance.
8.
Is competitive enough to attract the talent the School needs.
9.
Encourages rational thinking about the unique combination of economical and societal
responsibilities of the School.
10.
Is justified in differentiating between the highest and least well paid by impact, workload,
intensity, and personal risk.
11.
Is actively, effectively, and repeatedly communicated to employees and organizational
stakeholders.
12.
Recognizes that reward is more than pay.
Review Client Indentified Concerns
Regarding Employee Engagement and
Effective Rewards & Recognition
Review Client Indentified Opportunities
Regarding Employee Engagement and
Effective Rewards & Recognition
First Line
Leaders
New Dean’s
Impact on
Organizational
Design and
Performance
Ability to
Measure
Performance
and
Contributions
Foundation
for
Initiative’s
Success
Addressing Client Indentified Concerns
Regarding Employee Engagement and
Effective Rewards & Recognition
Data Gathering
Data Gathering: A Suggested Approach
Research
Best Practice
• TBD
Data
Gathering
• Higher Education General and Business
Schools
• Higher Education - NU
• Industry - General Market
• Industry - Chicago Market
Analysis
Data Gathering/Research/Analysis
Implementation
Proposal
Evaluation
Questions and Next Steps