You are receiving this email because of your relationship with Directions Consulting. If you do not wish to receive any more emails, you can unsubscribe at the bottom of this e-mail How to Drastically Improve Employee Engagement in China (Download the presentation of our previous webinar: www.directions-consulting.com/Drastically_Improve_EE.ppt) 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 The study shows that the key driver of employee engagement is 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. 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. Find out how else you can drastically improve employee engagement in your company by building a high-performance, enterprising culture below:
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.
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|  08:30 - 09:00 | Registration |
| | | 09:00 - 09:15 |
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| | Welcome and Ice-Breaking by the MC | | c.j. Ng (Managing Consultant, Directions Management Consulting) | | | | | | | | | | |  |
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| | | 09:15 - 10:15 |
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| | 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.
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| | | 10:15 - 10:30 | Tea Break |
| | | 10:30 - 11:00 |
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| | 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.
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| | | 11:00 -11:45 |
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| | 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.
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| | | 11:45 - 12:15 |
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| | 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.
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| | | 12:15 - 13:15 | Lunch |
| | | 13:15 -14:00 |
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| | 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.
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| | | 14:00 - 14:45 |
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| | 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.
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| | | 14:45 - 15:00 | Tea Break |
| | | 15:00 - 15:45 |
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| | 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.
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| | | 15:45 - 16:30 |
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| | 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.
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| | | 16:30 - 17:15 | Panel Discussion: Overcoming the Challenges in Building a High-Performance Culture in your Organisation |
| | | 17:15 - 17:30 | Closing Remarks |
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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 
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| Mailing Address: Shui Cheng Nan Road 51 Lane No. 9 Suite 202 Shanghai 201103 China |
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