…top 10 Google search results yield 9 different answers: •Empowerment •Leadership •Recognition •Employee well-being •Ability to grow and develop •Strong developmental relationship between a leader and subordinates •Managers •Senior Management’s interest in employee well-being •Trust

1. Daiga Ergle
SVP HR
airBaltic Corporation
Latvia
A Cook-Book for Your Unique
Employee Engagement Menu

2. 1
Is There a Universal Menu?

3. 2
The ♯ 1 Driver of Emloyee Engagement is …
…top 10 Google search results yield 9 different answers:
• Empowerment
• Leadership
• Recognition
• Employee well-being
• Ability to grow and develop
• Strong developmental relationship between
a leader and subordinates
• Managers
• Senior Management’s interest in employee well-being
• Trust

4.  Personal growth
 Ambassadorship
 Recognition
 Feedback
 Relationship with colleagues
 Relationship with managers
 Happiness
 Wellness
 Satisfaction
 Company Alignment 3
10 Key Metrics Of Employee Engagement
(Officevibe)

5. What drives engagement to the
company
4
69%
70%
70%
71%
Business goals are communicated
company wide and understood
Individuals have a clear understanding of
how their jobs contributes to the overal
strategy
Senior leadership continually updates
and communicates Strategy
Recognition of high performance
Harvard Business Review: The impact of employee engagement on performance, 2013

6.  involvement in decision making
 the extent to which employees feel able to voice their
ideas, and managers listen to these views, and value
employees’ contributions
 the opportunities employees have to develop their jobs
 the extent to which the organisation is concerned for
employees’ health and wellbeing.
What drives engagement to they
company
The Drivers of Employee Engagement, Robinson D, Perryman S, Hayday S. Report 408, Institute for Employment Studies, 2004

7.  1 Do I know what is expected of me at work?
 2 Do I have all the tools I need to do my work right?
 3 Do I have opportunity to do what I do best every day?
 4 In the last 7 days did I receive recognition or praise?
 5 Does my supervisor care about me as a person?
 6 Is there someone at work encouraging my development?
 7 Do my opinions seem to count at work?
 8 Does the mission/purpose of my company make me feel my job is important?
 9 Are my coworkers committed to doing quality work
 10 In the last 6 months has someone at work talked to me about my progress?
 11 Do I have a best fried at work?
 12 This last year, have I had opportunities at work to learn & grow?
6
…and then there’s Gallup’s 12 …

8. Only 13 % of employees globally are
truly engaged with their organizations
WHY?
7
We know it all. Still…

9.  Looking for the right solution, perhaps, is ...
?
8
Lack of knowledge is not the problem…

10.  Different generations
 Different values
 Different income
 Different family situations
 Different experiences
 Different national mentalities
 Different characters
 Different …
9
Your Employees have different
engagement drivers

11. Conceptual Age Requires Androgynous
Minds (6 senses by D. H. Pink)
 Design
 Story
 Symphony
 Empathy
 Play
 Meaning

14. 13
What is Gen Z?
Gen X = 1962 – 1977/79
Gen Y (Millenials) 1978/80 – 1994/96
Gen Z (0) = 1995/97 – 2010/12

15. 14
Why Care?
Conceptual Age (D. Pink)
Concerns of global managerial thought (teachers, managers, marketing
professionals)
Engagement issue
Workforce retention
Organizational competitiveness
• (resources are scarce, everyone wants the best)

16. 15
Characteristic of Gen Z (R. Branson, J.
Oelwang, 2014)
Remote work options
Personal development
Continual feedback
Rapid career progression & flexibility
Results driven
Less face-to-face communication, more social media
Most socially networked in history
Able to instantly access, consume and digest large quantities of information
Expect immediate responses to questions
Will go directly to decision makers
Likely to change jobs frequently
Interested in starting own businesses

17. Comparison of Y & Z
(partly based on J.C.
Meister, K. Willyerd)
Gen Y
• Community service, CSR
• Cyberliteracy
• Tolerance, open society
• Diversity
• Confidence (to the extent of overconfidence)
• Work as a lifestyle element
• Ok with authority that earns their respect
• Speed – five minutes ago
• Learning – specific, relevant to me information in
a visually attractive, diverse format
Gen Z
• Mobility
• Grown up in a hyper-networked world
• Life online starting in pre-school
• Books on e-readers
• Work anywhere, whenever, less motivated by
money
• like a workplace where there is stimulation for
idea sharing and contributions
• Hightened requirements and digital expectations
of what they want of employer
• No respect for authority, need openness and
honesty from leaders
• Speed – right now
• Learning – large amounts of personally relevant
information consumed and processed fast but in
«short portions»

18. 17
Findings – Focus Group Discussions
20 students, born 1995
Questions asked about
• Learning experience
• Work experience
• Expectations about work environment

19. 18
Findings – Learning Experience
No clear goals defined for studies
Career as a process of continuous development
Study choice driven by motive of interesting content & network of alike thinking peers
Most valued:
• Networking
• inspirational instructors
• Individual feedback
• Access to knowledge through technology
• Open book approach
Most Disliked:
• Verbal instruction
• Memorizing info
• Disciplined structures, rules & regulations
• Closed book exams, tests
• Ban for mobile device using
• Arrogant tutors (no respect for formal authority)

20. Findings - Work Experience & Expectations
1. I highly value remote work options
2. I care about personal development very much
3. I expect frequent, continual feedback
4. I expect rapid career progression and flexibility at
workplace
5. I’m driven by results at work
6. I prefer less face-to-face communication and more
communication through social media
7. I prefer instant access, consumption and digestion
of large quantities of information
8. I expect immediate responses to my questions
9. I disregard hierarchies at workplaces and go
directly to decision makers when needed
10. I expect to change jobs quite frequently during my
professional career
11. I’m interested in starting own business
8,35
9,25
9,3
9,15
7,85
6,4
9,3
9,45
8,8
8,3
9,3
1
I highy value remote work options
I care about personal development very much
I expect frequent, continual feedback
I expect rapid career progression
I’m driven by results at work
I prefer less face-to-face communication
I prefer instant acess, consumption and digestion
I expect immediate responses
I disregard hierarchies at workplaces and go directly
I expect to change jobs quite frequently
I’m interested in starting own business

21. Findings – HR View
Questions
Top 3 HRM related challenges in their
organizations today
Unpcoming top challenges within next 2 – 3 years
What are differentiating characteristics of gen Z
representatives
How (if at all) organizations get prepared for
onboarding gen Z
What is not done today but should be done asap
to prepare better
Answers
Finding/retaining top talent; Employee
engagement
+ attraction/ development/ retention of
generation Z
Short attention span; no respect for authority,
power, structures; work = play; no loyalty,
extremely social, hyper-connected; sceptic about
formal education
Valid information is missing in Latvia
Thorough research into gen Z values, drivers &
engagement drivers

22. 21
Findings – Teachers’ View
Inability/ unwillingness to keep focus for a longer period of time
Disrespect for rules & regulations
Disrespect for power & authority
«attached» to their mobile devices
Weak test results for closed-book type of assignments
Prefer easy way of doing things, unwilling to invest effort
Insufficiently serious about study process and future
Require frequent individual feedback
Extremely sensitive about ethics and fairness
Unusually high involvement of parents
Eager to learn when learning process suits their preferences

23.  …is there a Universal Solution possible?
22
With all these diverse influencers…

24. 23
27.05.2014

25. 24
24
Among TOP 10 innovative airlines
First
airline
accepting
Bitcoin
Meal
selection
during
online
check-in

26. airBaltic Engagement Issue

27. Employee Demographics
44% 46% 43%
36% 36% 38%
11% 10% 11%
9% 8% 9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012 2013 2014
Employees by Age %
>50
40-50
30-40
<30
Average age = 33 (2014)

28. Projects Ask a
colleague
Airbaltic
challenges
Account
290
Pins
Profile:
Right predictions
Wrong predictions
Likes
Answers
Rank
10
0
22
11
345
Glenda
Lucky Guesser
FAQ & Rules Account Dashboard

29. 28
A Sample Project and Forecast

30. How should we deal with over capacity
Glenda
Lucky Guesser
FAQ & Rules Account Dashboard
Show my suggestions
summary
Total suggestions
Likes
Top suggestion
1
35
1
Challenge score: 185 ?
LIKE12
Likes
Glenda
•What about a commercial action where students can sign in to a flight
via Facebook and the more of their friends join in the same flight the
cheaper it gets.
Professor Farnsworth
•I think that maybe employees of airBaltic could get a list of the planes
that are not full and sell tickets to friends and family with a special
discount.
Bender
•What about giving the spare seats away to a Latvian game show and
get them to say it was offered by airBaltic
35
Likes
LIKE7
Likes

31. Coalition Rewards

32. FFP SFP Coalition
SHOPPER FLYER PROGRAM
Shopper Flyer Program
• Shared currency between airline and
partners, various branded card designs
• Shared database access, governed by
database principles
• Independent loyalty operator
• Tiering in program for members who are
frequent flyers
• SKU level data provided by participating
retailers, allowing POP branding and
SKU level promotions
• Strong & independent brand, not strongly
associated with any particular partner
• Yield management, earn / redemption
Airline owner of the database, common value
proposition for multiple partners
• Platform for scalable points reselling
• Broad consumer reach, high-income target
• Tier levels and benefits for frequent flyers
• High frequency / corporate travellers
• Limited operational cost for partners
• Yield management, earn / redemption
• Prone to control disputes
• Limited data sharing with partners
• Reduced actionable insight for partners
Shared currency, database, and customer
relationships
• SKU level data available from retailers,
thereby allowing ongoing product level
promotions
• Best customer value proposition for daily
shoppers
• Retailers willingly promoting brand on
POP level in-store
• Strong data asset
• Shared program expenses
• Higher spend penetration (e.g. >60% of
sales penetration with grocery partner)

33. Vision:
To be the most successful
coalition loyalty company in
Northern Europe & selected
other markets, servicing
customer-centric Retailers,
Travel Companies and
Financial Institutions
Mission:
To grow our Partners’
businesses by bringing
exceptional value to
Members by rewarding their
loyalty

35. 0
20
40
60
80
100
2011 2012 2013 2014 2015 2011 2012 2013 2014 2015
34
Coalition Rewards Engagement Issue
Base: n=694
airBaltic
n=591 n=572
High Employee
Commitment
Low Employee
Commitment
5048
53
n=26
Coalition Rewards
n=22 n=31
66
55
7270
n=15
65
n=811
48
n=601
73
n=38

36. 35
How Officevibe helps CR Team

37.  Personal growth (6.6)
 Ambassadorship (6.4)
 Recognition (7.2)
 Feedback (7.9)
 Relationship with colleagues (6.4)
 Relationship with managers (6.6)
 Happiness (6.6)
 Wellness (5.5)
 Satisfaction (6.3)
 Company Alignment (7.3) 36
10 Key Metrics Of Employee Engagement
(Officevibe)

38. 37
General Improvement Areas with Future in Mind
Research
• Gen Z needs to be further researched with the same rigor as gen Y has been surveyed
Learning Process
• Education system ought to do a better work adjusting teaching methods to fit the
learning style of gen Z
• Move away from classroom learning to self-directed, online & peer-to-peer learning
Organizational
Structure
• Move from fixed towards flexible, «fluid» organizational structures to both, maintain
market competitiveness, and retain gen Z (Y) employees
Job Design
• Design the jobs and outline career paths that suit the needs of gen Z (Y) for rapid
progression, quick learning, diverse career opportunities
Internal Processes
• Reverse mentoring, inspiring leadership
• Frequent feedback & office networking, crowdsourced performance management,
gamification at work
• Inspiring purpose & vision, flexible working
1
2
3
4
5

39.  Employee Engagement cook-book needs to be rewritten
 Frequently
 With every new employee
 With every significant change in business
 To minimize the effort
 Hire people whose engagement drivers comply with what you can
offer
 Choose (and develop) leaders who possess the senses of
Conceptual Age
38
Bad News / Good News?

40. 39
Your Unique Menu …

41. 40
daiga.ergle@airbaltic.lv