1. Kellogg: Organizational Development Dialogue Staff Engagement, Retention, and Recognition July 21, 2010

2. Agenda Topic for Discussion Kellogg’s Needs: Rewards and Recognition Overview of Employee Engagement Overview of Rewards and Recognition Foundational Elements for Success Rewards and Recognition Next Steps

3. Kellogg’s Needs in Regard to Rewards and Recognition

4. The Model: Burke-Litwin Model of Organizational Performance and Change

5. Overview of Employee Engagement

6. Employee Engagement Cognitive commitment Emotional commitment Behavioral commitment Employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organization manager, or co-workers that, in turn, influences him/her to apply discretionary efforts to his/her work. Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006

7. Drivers of Employee Engagement Drivers of Employee Engagement – 8 Factors Trust & Integrity Nature of Job Line of Sight Between Individual & Company Performance Career Growth Opportunities Pride In Organization Coworkers/ Team Members Employee Development Relationship with Supervisor Gibbons, John. Employee Engagement: a Review of Current Research and Its Implications. The Conference Board, 2006

8. Role and Importance of Management ole of employee in organization Enabled employee Employee Engagement Employee Enablement Rewards and Recognition

9. Overview of Rewards and Recognition

10. Building a Successful and Responsible Rewards Strategy Building a Successful Rewards Strategy 1.Enables the long-term sustainable success of the organization. 2.Pays out over the same timescale that organizational value is created in. 3.Is linked to a bundle of performance measures that reflect the impact of the activity not only On organizational value but on the bigger picture. 4.Does not enrich management and employees to the detriment of the organization. 5.Takes account of the extent to which performance is driven by external factors beyond management or the employee’s control. 6.Takes account of the risks inherent and capital employed in the business, and the impact this has on the returns required by the university.

11. Building a Successful and Responsible Rewards Strategy Continued Building a Successful Rewards Strategy 7.Achieves an appropriate balance between individual, team, and School performance. 8.Is competitive enough to attract the talent the School needs. 9.Encourages rational thinking about the unique combination of economical and societal responsibilities of the School. 10.Is justified in differentiating between the highest and least well paid by impact, workload, intensity, and personal risk. 11.Is actively, effectively, and repeatedly communicated to employees and organizational stakeholders. 12.Recognizes that reward is more than pay.

12. Review Client Indentified Concerns Regarding Employee Engagement and Effective Rewards & Recognition

13. Review Client Indentified Opportunities Regarding Employee Engagement and Effective Rewards & Recognition Foundation for Initiative’s Success New Dean’s Impact on Organizational Design and Performance First Line Leaders Ability to Measure Performance and Contributions

14. Addressing Client Indentified Concerns Regarding Employee Engagement and Effective Rewards & Recognition

15. Data Gathering

16. Data Gathering: A Suggested Approach TBD Data Gathering Higher Education - General and Business Schools Higher Education - NU Industry - General Market Industry - Chicago Market Research Best Practice Analysis

17. Data Gathering/Research/Analysis ProposalImplementationEvaluation

18. Questions and Next Steps