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Hi!

 

     Here's the March 2012 issue of Psyche-Selling TM eNewsletter, and we are making it more concise for your easy reading.

 

     Spring is coming after an unusually cold winter, and hence it's time to get full speed into business.

 

     Spring is also the time when many of our current employees are leaving, and some new ones may be joining.  This is the time where we all lament about is there employee loyalty or real engagement.

 

     Hence, the topic for this month:

 

Only 6% of Chinese Employees are Highly Engaged due to
the Predominance of Hierarchical Corporate Cultures

 

    In brief:

  • Despite outperforming the US in 75% of Talent Management & Development benchmarks, only 6% of China's employees are highly engaged, as compared to 19% in the US;

  • As little as 3% - 4% of Chinese employees recommend their companies as a great organisation to work for;

  • As high as 52% of the highly engaged employees in China come from an Enterprising Corporate Culture, where achievement and talent drive success, and where internal contests of creativity and intelligence are very much in evidence.  Read on... ...  

 

     To read the rest of this newsletter, pls. click here (http://www.psycheselling.com/page4.html).

 

    In the meantime, do join us on 13 April 2012 for our Building a High-Performance Culture in China conference.  Seats are limited, and the first 3 readers of this newsletter who respond will get a one-for-one special offer.  e-mail info@directions-consulting.com for details.

 


Only 6% of Chinese Employees are Highly Engaged due to the 
Predominance of Hierarchical Corporate Cultures

by c.j. Ng

 

     Despite outperforming the US in 75% of Talent Management & Development benchmarks, only 6% of China's employees are highly engaged, as compared to 19% in the US, based on studies conducted by LeadershipIQ in China and USA in 2011.  That's less than one-third by comparison.

 

 

 

 

 

 

 

 

 

 

(Employee Engagement in China)

 

     In the study, it is found that between only 22% - 31% of Chinese employees believe that their colleagues give 100% effort at work, and as little as 3% - 4% of Chinese employees recommend their companies as a great organisation to work for.

 

     This is despite companies in China outperforming the US in 75% of the surveyed talent management benchmarks such as:

  • Building employee buy-in and support for change initiatives;

  • Helping employees grow and develop in their careers;

  • Effectively motivating employees etc.

    The study shows that the key driver of employee engagement is corporate culture.

 

 

 

 

 

 

 

 

 

 

(Breakdown of 
Highly Engaged Employees
in China by Corporate Culture)

 

     As high as 52% of the highly engaged employees in China come from an Enterprising Corporate Culture.  Enterprising cultures are a meritocracy where achievement and talent drive success, and where internal contests of creativity and intelligence are very much in evidence.  Leaders in an Enterprising culture tend to be driven by a sense of adventure, and they value employee creativity.

 

    In contrast, as much as 40% of China's disengaged employees come from Hierarchical Corporate Cultures.  Hierarchical Cultures are supported by formal structure and a typically unwavering adherence to titular command.  Leaders within Hierarchical cultures gravitate towards power, order and structure as they closely organise and monitor those below them.

 

     Initially, LeadershipIQ had expected to find that employees would be most

 

 

 

 

 

 

 

 

 

 

(Breakdownof
DisengagedEmployees
inChinabyCorporateCulture)

 excited about being in a Social environment, where everyone gets along with

one another, says Mark Murphy, the firm's Chief Executive.  Not so.

 

     "Employees wanted meritocracy and competition more than they were concerned with everything being very collaborative and harmonious," says Mr. Murphy.

 

     The lesson is quite clear for companies operating in China.  Enterprising cultures have higher levels of employee engagement than other types of corporate cultures in China.  Employers in China should think less about ensuring employee obedience, or making sure everyone has a great friend at work, and more about creatinganadventurousmeritocracy.

 

    Want to find out more about our research reports, as well as how to build a high-performance culture for your company?  Simply join our webinar below, or e-mail info@directions-consulting.com or call +86-136 7190 2505 or Skype: cydj001 and arrange to buy me a mocha.  All information shall be kept in confidence.


Interactive Webinar: 13 Mar 2012

How to Drastically Improve Employee Engagement in China and Asia

  • Highlights of China's Employee Engagement levels According to Our Survey in 2011

  • Key Drivers to Boost Employee Engagement Levels in China; and

  • Tips on Building a High-Performance Culture in China!

 

DATE: Tuesday, 13 Mar  2012


TIME: 14:00 - 15:00 hrs (Beijing, Hong Kong, Singapore time, GMT +08:00 hrs)

 

PRICE: FREE!

 

      Please register by clicking http://www.anymeeting.com/PIID=EC53DD878949

 

     Pls. check out our web sites www.directions-consulting.com and www.psycheselling.com/page4.html for more inspiration.


Need a Keynote Speaker for your Annual Conference?

 

     Whether you are holding a conference for your regional staff, resellers or even customers, we have the right speaker who can help you deliver the spirit of your conference, and effect positive changes to meet your goals.

 

     The topics our speakers can speak on include:

 

    • How to Hire the Right Staff with the Right Attitude!

    • Building a High-Performance Culture for Your Organisation

    • Using the Six Thinking Hats to Resolve Conflicts and Build Synergy

    • How to Spend Less Time and Get More Results for Your Sales Coaching

    • Price is NOT the Reason Why You Lost the Deal

    • Why Some Sales People Succeed While Others Fail?

    • How to Lure Away Your Competitors' Key Accounts, and Make Them Buy from You Instead?

 

     Simply e-mail your requests to info@directions-consulting.com or call +86-21-6219 0021 for enquiries.  Sample video and audio recordings available upon requests.

 


 

Despite outperforming the US in 75% of Talent Management & Development benchmarks, only 6% of China's employees are highly engaged, as compared to 19% in the US, based on studies conducted by LeadershipIQ in China and USA in 2011.  That's less than one-third by comparison.

This is despite companies in China outperforming the US in 75% of the surveyed talent management benchmarks such as:
  • Building employee buy-in and support for change initiatives;
  • Helping employees grow and develop in their careers;
  • Effectively motivating employees etc.
The study shows that the key driver for employee engagement is corporate culture.  As high as 52% of the highly engaged employees in China come from an Enterprising Corporate Culture, while as much as 40% of disengaged Chinese employees are found in Hierarchical Corporate Cultures.

In this 1-Day Conference on "Building a High-Performance Culture in China", we invite best-practitioners and experts to provide insights on how we can build and develop high-performance cultures in China  in practical and systematic ways.

Simultaneous translation in English and Chinese are available in this conference.
      VENUE:
Regal International East Asia Hotel Shanghai, 516 Hengshan Road

DATE:
Friday, 13 April 2012
(08:30 a.m. - 17:30 p.m.)

Contact Us:
400-677-6093
joyce@directions-consulting.com
alice@directions-consulting.com
info@directions-consulting.com

Simultaneous translation in English and Chinese are available in this conference.

 
  08:30 - 09:00 Registration
  09:00 - 09:15
Welcome and Ice-Breaking by the MC
c.j. Ng (Managing Consultant, Directions Management Consulting)
 
 
 
 
 
  10:00 - 10:15
Key Note: How Enterprising Corporate Cultures Foster and Boost Employee Engagement in China
Mark Murphy (Founder and CEO, Leadership IQ)
 
This presentation is based on data from Leadership IQ’s Global Talent Management Survey which assesses and compares the talent management practices of companies from the United States and China. Respondents assessed their company’s performance on a broad range of talent-related topics, including recruiting, leadership, engagement, retention, organizational culture and more.

This study shows why most corporate cultures in China are counter-productive, and why most employee engagement programmes will NOT work in China despite being implemented for the past 10+ years.
 
  10:15 - 10:30 Tea Break
  10:30 - 11:00
Hiring Top Talents with the Right Attitude
Mark Murphy (Founder and CEO, Leadership IQ)
 
89% of hiring failures are a result of new hires having the wrong attitude, or could not fit into the corporate culture. Hiring top talents with the right attitude is also critical in developing a high-performance culture for your organisation.

In this session, you will get key insights on how hiring for the right top talents with the right skills and attitude in practical ways.
 
  11:00 -11:45
Instilling Accountability in Your Employees
Grace Xu (Training Director, Ctrip College)
 
When targets are not achieved or when deadlines are missed, do employees find ways to improve their performances, or do they simply lay blame on others or find excuses? High-performance organisations have employees who are willing to be accountable for results, and are willing to be role models for all to follow.

In this session, you will understand how managers and leaders can play an important role to instil accountability in employees, whether for old employees young Gen Y new hires born in the 80's and 90's.
 
  11:45 - 12:15
Building Synergy between Different Departments and Teams
Gyorgy Endes (VP HR China, Bristol-Myers Squibb)
 
As companies and organisations grow and expand, many functional departments lose sight of their overall common goals. As such, many cross-functional teams end up becoming confrontational teams, and instead of working together, they work against one another.

Having a high-performance culture means different departments and teams will have to build synergy and resolve conflicts to pursue common goals, even when it meant competing for scarce internal resources. In this session, you will learn how how synergy can be built, and conflicts be resolved, so that the focus is to achieve high performance for all.
 
  12:15 - 13:15 Lunch
  13:15 -14:00
Communicating Expectations and Providing Meaningful Feedback
Maxwell Yu (HR Director, BlueScope Steel China)
 
All talented people, even those who are perpetually on the edge of innovation, need guidance, clear goals and effective leadership. Even the best performing talents need to have feedback on how they are doing, and why they are doing such things, especially when they need to undertake risks to deliver greater results. Talents will also need to provide meaningful feedback to their manager, so that these managers understand what's happening on the ground.

In this session, you will find out how leaders and managers can have meaningful 2-way communication with their teams, so as to achieve mutually-agreed, high-performance targets.
 
 14:00 - 14:45
Utilising Training & Learning as a Tool to Build High-Performance Cultures
Michael Gan (Regional Learning & OD Manager, Asia Pacific, CH2M Hill)
 
One of the key objectives of corporate training is to identify which behaviours need to be changes, and what kinds of behaviours your employees need to change into. Since cultures are made up of behaviours and habits, training and learning will hence play a large role in shaping the culture, beliefs and attitudes of the organisation.

In this session, you will gain insights on how you can plan and measure training effectiveness, and monitor if the behavioural changes after each training can be made permanent.
 
  14:45 - 15:00 Tea Break
 15:00 - 15:45
Enabling Your Team to Embrace Change
Raymond W. Phoon (Principal Consultant, Powerup Academy)
 
As Jack Welch puts it, "If the external changes are faster than your internal changes, the end is near!" In this hyper-competitive age where the only constant is change, organisations that can respond to and embrace changes readily are more likely to out-perform those who don't. They key thing is how you can enable your team to embrace necessary changes.

In this session, you will get insights on what are the resistors to embracing change, and what practical steps you can take to help your people welcome and initiate changes.
 
 15:45 - 16:30
Building a Strong Pipeline for Future Leaders
Shawn Liu (Boehringer Ingelheim (China) Organization Development & Learning Director)
 
Given the high staff-turnover (even for senior managers) in China, a high-performance culture can only be sustained if its future leaders are identified and groomed to shape its culture in the near future.

In this session, you will learn the critical success factors in hunting and developing high-potentials who can lead your organisation .right through the future.
 
  16:30 - 17:15 Panel Discussion: Overcoming the Challenges in Building a High-Performance Culture in your Organisation
  17:15 - 17:30 Closing Remarks
 


About Directions Management Consulting

 

Directions Management Consulting is the partner of LeadershipIQ in China and Asia.  LeadershipIQ helps more than 125,000 leaders every year through the facts drawn from one of the largest ongoing leadership studies ever conducted is used to help companies apply resources where the best possible results be achieved.

 

In addition, Directions Management Consulting is a leading provider of sales performance, innovation and experiential learning solutions in China and many parts of Asia.

 

Psycheselling.com is the sales performance arm of Directions Management Consulting specialising in conducting training, research and consulting services for sales managers and their team.

 

Raybattle is the strategic partner of Directions Management Consulting specialising in experiential learning events and management retreats.

 

Currently, Directions Management Consulting has served clients such as InterContinental Hotels Group, Bristol-Myers Squibb, Roche, Philips Lighting, Carrier, Ingersoll Rand, Freudenberg etc.

 

Through collaboration with consultancies such as Forum Corporation, MTI, de Bono China, ProWay etc., the consultants in Directions Management Consulting have served clients such as PwC, Air Products, Evonik, Wacker, Epson amongst others.

 

Directions Management Consulting will increase its efforts to conduct leadership studies in China and other parts of Asia, so that more companies apply resources where the best possible results be achieved in this part of the world.

 

Enquiries and suggestions, pls. e-mail info@directions-consulting.com or visit www.directions-consulting.com

 


 

Mailing Address: Shui Cheng Nan Road 51 Lane No. 9 Suite 202 Shanghai 201103 China