Our presentation on The Engagement Game: Creating a culture of growth, engagement, and workforce agility. Presented by Anne Fulton, Organizational Psychologist, author of The Career Engagement Game (2015), and co-founder of Fuel50.

1. Commercialinconfidence,nottobedistributed.
The engagement game
Creating a culture of growth, engagement and workforce
agility
CareerEngagementGroup
Anne Fulton
Organizational Psychologist
Author: The Career Engagement
Game
Co-Founder: Fuel50/ CEG

2. 79%of employees leave due
to a lack of career
development?

3. Career Engagement Group

4. From Career Engagement Group
• Top drivers of engagement AON Hewitt 2013
Top Drivers of
Engagement
2013
(Global)
2014
(Global)
2015
(Global)
Asia
Pacific
Europe
Latin
America
North
America
Career opportunities 1 1 1 1 1 1 1
Organisation
reputation
3 2 3 2 3
Pay 3 4 2 3 4
Recognition 2 4 4 2 5
Communication 4 5 5 3
Managing
performance
5 2 5 5 2
Innovation 4
Brand alignment 3 5 4
CareerDevelopmentisthe
#1driverofengagementglobally
Aon Hewitt 2015

5. Commercialinconfidence,nottobedistributed.
Did you know
81% of employees
feel their skills aren’t being
fully utilized at work?

6. Did you know
Only 30% of employees are satisfied
with their future career opportunities at
their organizations.
Reference: CEB 2015, Infographic of the Quarter

7. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Our Career Pathing Research
The Career Agility &
Engagement Report 2014
research reflects the online responses of over 1,000
individuals from all over the globe
The Career Practices Global
Benchmarking Report 2015
research reflects the responses of over 100 organizations

8. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Career acceleration
want to accelerate their careers or dial up
want to decelerate or dial-down their career
want more work responsibilities and believe
they can contribute more
want less responsibility at work
of all respondents would use their own time to further their career and
take on additional learning that would benefit them at work
31%
14%
35%
10%
75%

9. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Flexible work patterns
What flexible work practices do
employees want?
People who are happy with their work-life
benefits are also likely to:
Work 21% harder
33% more likely to stay
at that organization

10. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
9%
Leadership aspiration
and the diversity agenda
15% Percentage of men and women who aspire to leadership positions
of all respondents want to lead at the most senior level in an organization11%
Younger people have higher leadership aspirations overall, so you
may find more Millenial females are leadership aspirant

11. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Retention and
career development
want to leave their current organization in the coming year17%
plan to leave in the next three years50%
planning to leave within the next five years60%
who will you be left with in 2020??

12. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Less than 20% are very
satisfied with their
career development
opportunities…
...those who were very satisfied with
their career development
opportunities were more likely to plan
to remain with their current employer
(r= .345**)
however

13. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Global Best Practices Research 2015:
The 3 E’s of career engagement
Employee Empowerment
Leader Enablement
Organizational Execution

14. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Career
engagement drives
business outcomes
Career engagement practices score
• Internal recruiting
• Lateral moves
• Engagement
• Reduced recruitment
costs
• Sufficient internal
talent
• Ability to fill key role
• Voluntary attrition
• Absenteeism
• Revenue growth per
employee (r=.258**)
• Overall revenue
growth (r=.321**)
r=.22* r=.421** r=.322**
r=.486** r=.367**
HR processes HR outcomes ROI
*correlation is significant at a confidence level of .05
**correlation is significant at a confidence level of .01

15. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Career paths of the future

16. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
both for the business and
the individual.
Career pathing across the talent lifecycle
Career pathing is about
profitable growth,

17. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
The career pathing game
redefined
#1 Enable employees to own & grow their careers
#2
#3

18. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.

19. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.

20. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
The career pathing game
redefined
#1 Enable employees to own & grow their careers
#2 Drive engagement through supporting leaders
to deliver better quality growth conversations
#3

21. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.

22. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.

23. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
The career pathing game
redefined
#1 Enable employees to own & grow their careers
#2 Drive engagement through supporting leaders
to deliver better quality growth conversations
#3 Customize career propositions & targeted
experience-growth to support workforce agility

24. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Search for talent
Leader Insights to drive retention and engagement

25. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
The career pathing game
- a working example
Michael Martin - IngersollRand

26. Ingersoll Rand – Fuel50 Pilot
Overview
January 28, 2016

27. Commercialinconfidence,nottobedistributed.
Key Facts
Company Headquarters
• Ingersoll Rand is incorporated in Swords, Ireland.
• Ingersoll Rand’s North American Headquarters
and Corporate Center is located in Davidson,
North Carolina.
New York Stock Exchange
• Ingersoll Rand has been listed continuously on the
New York Stock Exchange since October 11, 1906.
• Ingersoll Rand is the 16th oldest company and the
12th oldest continuously listed company on the
NYSE.
• Ingersoll Rand’s stock ticker is IR.
Company History
• Ingersoll Rand is 143 years old. The company was
founded when Simon Ingersoll patented the
steam-powered rock drill in 1871.
• The Ingersoll-Rand Company was first
incorporated on June 1, 1905.

28. Commercialinconfidence,nottobedistributed.
Ingersoll Rand Communities and Our People
World-Class Talent in Every Market
• More than 40,000 employees globally.
Global Footprint and Ingersoll Rand Locations
• More than 792 facilities around the world.
• We have 66 manufacturing facilities around the world.​

29. Commercialinconfidence,nottobedistributed.
Our Brands
Industrial Brands
Climate Brands

30. Career Development Needs & Fuel50
Pilot

31. Commercialinconfidence,nottobedistributed.
Employees want more focus on career
development:
Employee engagement survey results consistently
tell us we have opportunity to improve important
growth and development areas, including:
I can achieve my career goals at this
company.
The company has effective processes for
developing people.
I am supported in taking advantage of
available career opportunities.
31
Career Development: An Existing Need

32. Commercialinconfidence,nottobedistributed.
Supply a foundation for more
focused development planning
and career guidance
Provide greater visibility to
career options
Encourage flexibility to gain
new experience and grow
Create clarity on job expectations
and requirements
32
Desired Future State

33. Commercialinconfidence,nottobedistributed.
Piloted Fuel50 with employees in
Engineering and Global
Procurement
 Approximately 170 invited to
participate
 Mix of individual contributors
and people leaders
 Located in multiple countries
 Provided access to the 5
Fuel Factor Assessments
and summary reports
Implemented prior to our
development planning activities
in March 2015
33
Fuel50 Pilot

34. Commercialinconfidence,nottobedistributed.
2015 Ingersoll Rand employee engagement
results confirmed our positive qualitative
feedback
Results show a statistically significant difference
in the improvement of Fuel50 participants*
compared to their peers
34*109 Fuel50 participants who completed all 5 assessment modules
Fuel50 Pilot – Impact on Engagement

35. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Additional significant improvements seen on
specific questions for Fuel50 participants
compared to their peers
35
Fuel50 Pilot – Impact on Engagement Cont.

36. Commercialinconfidence,nottobedistributed.
Based on the results from the pilot we are expanding
the usage of Fuel50 across the enterprise as part of a
broader career development initiative
Late Q1 2016 – will provide access to My Career
Navigator driven by Fuel50 to 20,000+ salaried
employees globally
Late Q2 2016 – will implement career path
information / functionality
Q4 2016 – will be providing access to translated
versions of My Career Navigator
36
Post Pilot Activities

37. CareerEngagementGroupCareer agility and engagement Commercialinconfidence,nottobedistributed.
Questions?

38. Commercialinconfidence,nottobedistributed.
AnneFulton
Career Engagement Group
Mike Martin
Ingersoll Rand