Hanging on to High Performers - Aon Canada

1 Prepared by Aon Hewitt 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. TALENT RETENTIONH anging on to high Performers : Building and engaging Great LeadersWednesday, March 7, 2012 Part one of a three part webcast seriesAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 2 Our SpeakersAndree Mercier, PartnerAon HewittFrancine Tremblay, Senior AssociateAon HewittStephane Rivet, Senior AssociateAon HewittAon Hewitt| 2012 Aon Consulting Associates Corp.

2 (Aon Hewitt). All Rights Reserved. 3 Three Part Webcast Series Part One - Building and engaging Great leaders Part Two - Manager Effectiveness March 29 Part Three - Connecting with Employees through Social Media April 24 Aon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 4 Agenda Why Leadership Matters How Canadian leaders Fare What About You? How Top Companies Build and Support the Right leaders Top Five Things to ConsiderAon Hewitt| 2012 Aon Consulting Associates Corp.

3 (Aon Hewitt). All Rights Reserved. 5 Why LeadershipMattersAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 6 Why Leadership MattersThere is a strong link between business performance and leadership : Hewitt s Double Digit Growth Research39% of the variance in business results is a function of engagement R = of the variance in engagement is a function of leadership effectiveness R = Leadership effectivenessEmployee engagementBetter business results People don t leave leavebad bosses!

4 Aon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 7 How Canadian LeadersFareAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 8 How Canadian leaders Fare 2012 Best EmployersResearch Research is based on the 2012 Best Employers in CanadaStudy participants consisting of over 267 organizations with feedback from over 118,000 employees and 2,500 executive team membersResearch GoalsUnderstand relationships between leader effectiveness, engagement and other work environment factorsSupportAssess the perceived level of support people leaders receive12 AlignmentDegree of alignment on leader effectiveness and support between employees.

5 People leaders and executive teams3 EffectivenessAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 9 How Canadian leaders Fare52%76%Top Team sperception of support given to leaders70%87%Top Team sperception of leaders effectiveness36%45%Organizations with LOWengagement68%73%Organizations with high engagement% of leaderswho feel well supportedby their organisation% of employeeswho view their leader to be effectiveSource: Aon Hewitt Best Employers Database (2012) leaders feel engaged when they feel supported ( correlation)Do some Top Teams have a blind spot ?

6 leaders in high engagement organizations feel more supported andare viewed to be more effective by their peopleAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 10 What Specifically Makes Employees View Their leaders As Effective? Employees want regular, meaningful feedback and advice from their leaders about four things:1. How they re doingagainst what s expected2. Why their contribution is appreciated3. What they could do to develop their skills4. What they should be doing to advance their careersAon Hewitt| 2012 Aon Consulting Associates Corp.

7 (Aon Hewitt). All Rights Reserved. 110%10%20%30%40%50%60%70%80%90%100%I get the support Ineed to successfullymanage others ( , development,coaching, tools, time,resources)I have enough timeeach day to coach anddevelop my teamI have the tools andresources I need toprovide valuablecareer advice toindividuals on my teamI have the training /development /coaching I need toprovide valuablecareer advice toindividuals on my teamI receive effectivefeedback from mymanager on how myleadership styleinfluences my teamI get the support Ineed to help people onmy team improve theirperformance ( , development,coaching, tools,resources)How Canadian leaders Fare.

8 Level of Support Two weak linksSource: Aon Hewitt Best Employers Database (2012) high Engagement (65% and above)*Moderate Engagement (45% to 65%)*Low Engagement (Below 45%)*% Strongly Agree / AgreeAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 12 QuestionsAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 13 What About You?Aon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 14 What About You?Ensure it will have enough of the right leaders to meet its evolving needs?

9 Develop its leaders at all levels using a variety of methods?Select the right leaders ? Evaluate the feasibility of its leaders to deliver what s expected of them? Deliver the right level of support to each leader?Measure the effectiveness of its leaders ? This is a StrengthWe re OKWe Need to ImproveHow well does your Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt). All Rights Reserved. 15 How Top CompaniesBuild Support and the Right LeadersAon Hewitt| 2012 Aon Consulting Associates Corp. (Aon Hewitt).

10 All Rights Reserved. 16 How Top Companies Build and Support The Right leaders Top Companies for leaders (TCFL) is the most comprehensive longitudinal study of talent management and leadership practicesaround the globe There is a clear link between financial success and great leadership practices This is the 6thTCFL study that Aon Hewitt, Fortune and RBL Group have collaborated 478 Companies from 25 countries participated in 2011 88 item questionnaire 182 were selected as finalists Followed by in-depth/structured interviews of senior leaders and HR Finalists evaluated by an esteemed panel of judges including authors.