Workshop W2 Developing Effective Employee Engagement Strategies for Business Success

Transcription

1 Workshop W2 Developing Effective Employee Engagement Strategies for Business Success

2 Developing Effective Employee Engagement Strategies For Business Success

3 Session Outline Introducing employee engagement The business case How do you do it? Building an engagement strategy for business success Define engagement Clarify your goals and your outcomes Determine drivers and plan Measure Sustaining engagement Communicating the programme

4 Reflection on engagement What is happening within your organisation?

5 What is employee engagement?

6 What is Employee Engagement? It can be seen as a combination of commitment to the organisation & its values plus a willingness to help out colleagues organisational citizenship It goes beyond job satisfaction & is not simply motivation Engagement is something that the employee has to offer and cannot be required as as part of the employment contract. Simply put, it is The extent to which people feel personally involved in the success of a business

7 What is employee engagement? CHANGE Employee engagement is a process by which people become personally involved in the success of a business Employee values Org n values BUSINESS OUTCOME

8 Some definitions The Engage for Success website defines engagement as: A workplace approach designed to ensure that employees are committed to their organisation s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being The CIPD, in their work with the Kingston Engagement Consortium, define employee engagement as being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to other.

9 What is employee engagement Bard Case Study The why of engagement: Purpose and meaning The what of engagement: The role I do The who of engagement: People I work with

10 Breakout What is your definition of employee engagement?

11 Transactional to transformational Transactional engagement Act on feedback from survey Set of activities and targets Reactive engagement Is an add on, separate activity Not integral to business Set of transactions Transformational engagement A way of doing business Employees integral Pro-active Insight regularly sought, harnessed and acted on Integrated

12 Breakout time! Moving from transactional to transformational engagement breakout session

13 Key points There is no single, universally agreed definition of employee engagement It can be viewed as an attitude, a behaviour or an outcome, with each having an impact on the other The lack of an agreed definition creates an opportunity for organisations to spend some time working out what it means for them There are different approaches to engagement: transactional and transformational Transactional engagement tends to be a reactive set of transactions often in response to a survey Transformational engagement is pro-active and part of the leadership philosophy and culture of an organisation

14 The Business Case Why is employee engagement important?

15 The business case There are proven benefits to both the business and the employee Happy Employees Happy Customers Less Absenteeism Customer Loyalty Employee Loyalty Greater Productivity Ability to attract high quality staff Sears employee customer profit chain Ability to win new customers 5 pt. Increase in employee attitude 1.3 increase in customer satisfaction 0.5 increase in revenue growth

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17 Get ready for Glassdoor

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19 Breakout Time Why are you focusing on employee engagement? For what purpose? So what are your goals and outcomes?

20 Practical Employee Engagement - How do you do it?

21 The surprising truth about what motivates us Dan Pink

22 Engage For Success the enablers of engagement Strategic narrative a clear, compelling narrative of where the organisation is going and why Line Management employees know what is expected of them, feel appreciated, are given autonomy and receive training Employee Voice the employee voice is offered and heard up and down the organisation, people feel their voice counts Integrity most organisations espouse values, all have behavioural norms. Any gap results in is distrust and trust is at the heart of employee engagement

23 Strategic Narrative It is not simply enough for employees to be motivated simply because the orgsanisation provides them with a job. Providing a compelling purpose at work, or strategic narrative, can help create meaning for employees which contributes towards employee engagement.

24 What does an engaging manager look like?

25 Employee Voice Employees views are sought out; they are listened to and see that their opinions count and make a difference. They speak out and challenge when appropriate. A strong sense of listening and of responsiveness permeates the organisation, enabled by effective communication

26 Integrity Organisational integrity is about ensuring the words of an organisation match the behaviours.

27 Involvement

28 Breakout Part 1 - The employee engagement health check Part 2 Which enablers do you need to focus on?

29 Does this sound familiar? survey action plan black hole The results? Dwindling response rates Lack of buy-in Cynicism, low trust No real change achieved Low ROI Is it time for a change?

30 30 Time for a new approach but what does this look like? What can we learn from positive psychology?

31 Focus on the (positive) psychology of engagement The current paradigm: Work harder More Success Happier/ Engaged

32 But this formula is scientifically broken Every time we have a success the goalposts change: we reach our sales targets, so we get set higher targets So we re continually pushing happiness over our cognitive horizon And in fact. The opposite is true positive brains perform significantly better than negative, neutral or stressed brains So if we focus on creating happy, positive, engaged brains, or people, we are more successful Research shows increases in intelligence, creativity and energy when we are in a positive state This translates into business outcomes

33 Positive thinking Lyobomirsky 2005 found: 31% increase in productivity Improved resilience Less burnout Less employee turnover Increased sales by 37% When your brain is in a positive state it performs better then in a neutral, negative or stressed state

34 Why is this? The formula is the wrong way round Happier/ Engaged Work harder More Success Being in a positive brain state releases Dopamine This makes you feel happier But it also turns on all your learning centers in your brain

35 Introducing the engagement toolkit

36 Taking a strength based approach to engagement using appreciative inquiry Definition what frames our inquiry Framing Discovery the best of what is Appreciating Destiny How will we get there Sustaining Dream What could be Envisioning Design What should be Co-constructing

37 The employee engagement toolkit CHANGE SEE THE DIFFERENCE BE THE DIFFERENCE IMAGINE THE DIFFERENCE SHAPE THE DIFFERENCE

38 Trying it out Peak experience

39 Bringing it to life Everest case study Challenging trading conditions Need to reduce costs Low survey participation the situation at Everest Lack of trust the change? to transform Everest into a great place to work

40 Involving employees in creating a great place to work Action workshop with champions Leaders action workshops Quick wins Activity happening immediately Employees making it happen All employee action workshops

41 Did it work? 87% of employees voluntarily signed a consent form to reduce salaries if required potential 1.2 million saving Survey response rates increased from 50% to 94% Improved engagement scores across the board Contribution towards 2.5 million reduction in operating costs Volume of local activity focusing on reducing costs and increasing sales An example of best practice, finalist CIPR Pride awards and Personnel Today awards

42 Your strategy roadmap Key areas for action Strategic themes

43 Measuring Engagement

44 The measurement challenge What are we actually measuring? this is why our definition is so important! you sort of smell it don t you? What goes on in meetings, how people talk to each other. You get their sense of energy, engagement, commitment, belief in what the organisation stands for Lord Currie, Dean of Cass Business School you know if when you see it David MacLeod

45 The Survey Useful as a foundation for insights for action Health warning it is only a small part of the jigsaw! There are a whole range of different survey tools out there, exactly what aspect of engagement these tools analyse will vary: 1. Level of engagement as a scale or percentage allows benchmarking 2. Identification of key drivers of engagement via regression analysis 3. Pre-conditions of engagement 4. Outcomes of engagement 5. Attitudes

46 What do the different surveys out there look at? Towers Perrin: Extent to which employees put discretionary effort into their work Gallup: Involvement with & enthusiasm for work Hewitt: Intellectual & emotional commitment to the organization Hay Group: stimulating employees enthusiasm for their work and directing it toward organizational success

47 Your strategy roadmapevaluating your impact

48 You role sustainable engagement

49 Communicating your strategy Using your strategy roadmap We need a consortium engagement doesn t sit neatly in one place Who will help you bring your strategy to life? What do they need to think, feel and do to support your strategy?

50 What next for employee engagement? Engagement to experience? Wearable technology and real time measures will trump surveys Big data Enterprise 2.0 or Social Business Software will accelerate engagement Engagement will detach from a narrow focus on the role of employee Engagement will be woven into the fabric of management and tapestry of leadership Engagement levels will increase

51 Your personal commitments What next? You have a choice

52 And finally.

53 Thank you

54 Workshop W2 Developing Effective Employee Engagement Strategies for Business Success