141
2
A warm welcome
Perry Timms &
Lisa Sibley
3
A day totally devoted to employee
engagement…
Network…talk, listen, connect to engage
Share knowledge and experience
Time out to reflect and have fun!
4
Gratitude to today’s sponsors
and supporters
5
10.50am - Cuppa/break
12.45pm to 1.30pm - Eat, drink, connect
3pm - Comfort break
4pm - Event closes
Event timings overview
6
Handouts on tables for reference
Slide decks will be made available post event
Say cheese….photographer in the house
Let’s spread the word – Twitter #EngageEssex
Event essentials
7
Employee engagement –
a vital driver of economic success
Robert Overall
Essex County Council
8
Getting to know each other –
and the employee engagement
ingredient, what’s yours?
Engage for Success
Nita Clarke
Essex practitioner event
26 April 2013
10
KEEP IT SIMPLE….
‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’
Professor David Guest
‘It’s the people, stupid!’
with apologies to James Carville
11
IT’S NOT…..
THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 12
THE BIGGER PICTURE
03/05/2013 Engage for success 13
The context for WHY Employee Engagement is critical: The 20th Century model was “Business as Usual”. MAKE EFFICIENT – aligned but not engaged, central direction, command and control.
THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 14
THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 15
THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 16
BARRIERS
‘Spare me another **** HR/comms initiative’
‘Don’t you know there’s a recession on?’
‘I’ve not got time for the soft and fluffy stuff’
Spreading good practice
Leaders modelling behaviour
Command and control
Micro-managing
People skills for the line
Takes time, application, consistency and effort
Transactional – ie survey – rather than transformational – ie culture change
17
DISENGAGEMENT IS NOT INEVITABLE
Research shows that how an organisation deals with redundancy has greater effect on employee engagement than job losses themselves (Roffey Park 2011)
Engagement has stayed high in high performing companies through the recession. Among results of engagement:
improved product quality
more technical innovation
Better internal co-operation
managers encourage people to learn from their mistakes
goals clearly defined
career opportunities and performance management strengthened
(Towers Watson July 2010)
19
KEY ENABLER 1: STRATEGIC NARRATIVE
Strong, visible, empowering leadership provides a strong strategic narrative about the organisation, where it’s come from and where it’s going.
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
The past You are here The future
20
KEY ENABLER 2: ENGAGING MANAGERS
They:
focus their
people, offer
scope and enable
the job to get
done
treat their people
as individuals
coach and stretch
their people
21
KEY ENABLER 3: INTEGRITY
There is organisational integrity – the values on the wall are reflected in day to day behaviours.
These expected behaviours are explicit and bought into by staff.
Keep it real – staff see through corporate spin quicker than customers or the public.
Integrity enables trust: no engagement without trust
22
KEY ENABLER 4: EMPLOYEE VOICE
There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem.
23
A government sponsored, employer led Task Force (TF), to spearhead a movement
to enhance levels of employee engagement across the U.K. workforce.
Launched at No 10 Downing Street by the Prime Minister and BIS’s Ed Davey in
March 2011.
ENGAGE FOR SUCCESS - THE NEXT STAGE
Supported by a high level sponsor group and by Guru and practitioner groups. TF already looking in more depth at barriers and practical challenges to engagement. Practitioners’ national network and major website
MOVEMENT STRUCTURE
03/05/2013 PRESENTATION TITLE IN FOOTER 25
Lord O'Donnell, Former Head of Home Civil Service Marc Bolland, CEO, M&S Mark Elborne, CEO, General Electric, North Europe Sir Martin Sorrell, CEO, WPP Martin Temple, Chairman, EEF Moya Greene, CEO, Royal Mail Nigel Stein, CEO, GKN Paul Drechsler, CEO, Wates Group Peter Cheese, CE, CIPD Sir Peter Housden, PS for Scotland Peter Rogers, CEO, Babcock Peter Sands, CEO, Standard Chartered Peter Searle, CEO, Adecco Group UK & Ireland Richard Baker, Chairman, Virgin Active Rob Devey, CE, Prudential UK and Europe Ronan Dunne, CEO , O2 Rona Fairhead, Group CE, Financial Times Group Simon Walker, Director General, IoD Sir Stephen Bubb, CE, Acevo Stephen Howard, Chief Executive, BITC Steve Elliott, Director General, CIA Steve Mogford, CEO, United Utilities Tim Melville-Ross, Chairman, HEFCE Tim O’Toole, CEO, First Group Will Hutton, Executive Vice Chair, Work Foundation Sir Win Bischoff, Chairman, Lloyds Banking Group
Adam Balon, Innocent Adam Crozier, CEO, ITV
Adrian Brown, UK and Western Europe CEO RSA Alex Gourlay, CEO, Alliance Boots Amyas Morse, Auditor General, NAO Andy Harrison, CEO, Whitbread Anthony Jenkins, CEO, Barclays Dame Barbara Stocking, CEO, Oxfam Barbara Frost, CE, WaterAid Sir Bob Kerslake, Head of the Civil Service Brendan Barber, General Secretary, TUC Carolyn Downs, CE, Local Govt Assoc Charlie Mayfield, Chairman, JLP Chris Browne, MD, Thomson Airways Chris Hyman, CEO, Serco David Evans, CE, Grass Roots Group Ed Sweeney, Chairman, ACAS Ian King, CEO, BAE Ian Livingston, CEO, BT Ian Powell, Chairman & Senior Partner, PwC Ian Sarson, CEO, Compass Group Jane Wilson, CE, CIPR John Cridland, Director General, CBI John Hannett, General Secretary, USDAW John Neill, Group CE, Unipart John Walker, Chairman, FSB Karen Boswell, MD, East Coast Rail
Engage for Success Sponsors
CEO BREAKFAST
03/05/2013 CEO BREAKFAST 27
Nita Clarke [email protected]
Employee Engagement report & recommendations:
Engage for Success – www.engageforsuccess.org
03/05/2013 ENGAGE FOR SUCCESS 28
29
Time for a break and
opportunity to network!
30
Engaging leadership perspectives
Jon Salkeld
Anglia Ruskin University
Engaging Leadership Perspectives
The Context
Prediction
Reality
The future changes you, not you change the
future
Emergence
Strategy is considered as emergent or evolutionary “a pattern in a stream of decisions”
(Mintzberg, 1978)
Leadership in Crisis
Dictate
Accelerate
Fixate
Overcompensate
Berate
Leadership on Track
Reframing
Recharging
Redirecting
Surfing
Finally…
The crisis of today is the joke of tomorrow
48
Let’s talk, listen, connect to
engage – and share to take action
49
Engagement to delight v disengagement
to disappoint your customers
Brian Weston
Institute of Customer
Service
Institute of Customer Service
Employee Engagement:
The Business Impact
Brian Weston
Director, Marketing and Communications
about the Institute of Customer Service
• UKCSI
• Benchmarking
• Accreditation
• Customer Service Training and Professional Qualifications
• Research
• Conference and networking
• UK Customer Satisfaction Awards
www.instituteofcustomerservice.com
2013 UK Customer Satisfaction Awards
Objective HR
Employee Engagement
Strategy of the Year
Winner
• High retention rates
• Ex-employees returning
• Lower absence rates
• Higher customer satisfaction
• Productivity and growth Finalists
Ageas Insurance
LV=
New Charter Housing Trust Group
RHP
Star Technology - A Claranet Group Company
UKFast
customerserviceconference.co.uk
heightened importance of emotional
intelligence
Economic insecurity Diverse customer segments
Less deference Social Media
explosion
customer satisfaction is up
65.6
69.4
71.2 72.0
75.2 75.6
76.7 77.3 77.4
78.0
Jan 08 Jul 08 Jan 09 Jul 09 Jan 10 Jul 10 Jan 11 Jul 11 Jan 12 Jul 12
UKCSI wave
the day to day service experience 1 2 3 4 5 6 7 8 9 10
Friendly
Knowledgeable
Helpful
Enthusiastic
Interested in meeting my needs
Passionate about doing a good job for me
Enjoying their work
Seemed proud to work for the company
Bored
Banks
Insurers
High St Retailers
Utilities
Using a scale of 1-10, where 1 is completely disagree and 10 is completely agree, score these statements about customer service staff you regularly encounter at…
memorable customer experiences
29% of customers said they had a memorable service experience
differentiators between “good” and
“bad” customer experiences
Employee behaviour Differential between customers
who had good and bad
experiences
Seemed interested in
meeting the customers’
needs
6.1
Seemed helpful 5.7
Seemed passionate about
doing a good job 5.6
Seemed enthusiastic 5.3
outcomes of good and bad service
experiences
Since this experience, have you…
what customers complain about
34.3%
31.1%
31.0%
23.7%
22.5%
21.7%
17.5%
13.2%
13.2%
Quality or reliability of goods/services
Staff attitude
Staff competence
Late delivery or slow service
Suitability of goods/services
Cost
Availability of goods/services
Organisation not keeping its promises andcommitments
Other
frequency of first point of contact
behaviours
impact of first point of contact behaviours
employee engagement is a driver of
business performance
“Good” and “bad” service experiences
• Customer satisfaction
• Complaints and complaint handling
• Recommendation
• Repeat purchase
64
Eat, drink and connect!
www.gomadthinking.com 4/26/13 65
Go MAD Thinking
Pocket Gate Farm
Off Breakback Road
Woodhouse Eaves
Leicestershire
LE12 8RS
T: 01509 891313
Go MAD about Employee
Engagement
A Results Focused Approach
Rob Huntington – Thinking Engineer
www.gomadthinking.com
Where in the world are we?
4/26/13 66
Europe
United
Kingdom
www.gomadthinking.com 4/26/13 67
Go MAD Thinking Headquarters
Discovering 3 Things
1. How to create the conditions to release the
potential of people to think and act in a more
engaging and results focused way.
Discovering 3 Things
2. A guaranteed way to add value to the top and
bottom line of your organisation
Employee Engagement – what it
looks like
So what is employee
engagement?
Definitions of Employee
Engagement – the missing link
• The psychological investment people have in their organisation and its goals (Modern Survey)
• The employees drive to use all of their ingenuity and resources for the benefit of the organisation (Best Companies)
• Emotional and intellectual commitment to
their organisation and its success (Work
Foundation)
The Business Case for Employee
Engagement
……is well made
Innovation, Productivity, Customer Service,
Sales, overall financial performance
The Business Case for Employee
Engagement
5,370,000 results
2,005 books
www.gomadthinking.com
Engagement
Capability Direction
4/26/13 75
Peak
Organisational
Performance
Impact on Performance
A Quick Quiz • What percentage of your managers truly understand the
concept of employee engagement? • Considering your Company’s employee engagement
efforts, what percentage is directed towards survey activity versus genuinely improving engagement?
• What percentage of employees in your organisation have absolute zero interest in improving themselves or their situation versus those that will make the best of any situation?
• How many of your employees are disengaged right now? • How many of your employees appreciate that they have a
choice about their engagement levels?
A Quick Quiz
• What percentage of your managers truly understand the concept of employee
engagement?
• 40%
• Considering your Company’s employee engagement efforts, what percentage is
directed towards survey activity versus genuinely improving engagement?
• Typically it is 80:20 – this needs reversing!
• What percentage of employees in your organisation have absolute zero interest
in improving themselves or their situation versus those that will make the best of
any situation?
• 10% versus 5% - an 85% opportunity!
• How many of your employees are disengaged right now?
• Around 35% to 50% (McClean and Company)
• How many of your employees appreciate that they have a choice about their
engagement levels?
• ???
www.gomadthinking.com 4/26/13 78
Employee Engagement
Groundhog Day
The link to results
Assumed Imposed Expected
THINKING ACTIONS RESULTS
Changing the
thoughts and
emotions that
people have about
work at an
individual and
leadership level
Changing the
thinking leads to a
new set of
behaviours and
actions
New and better
results achieved
through different
actions and
behaviours
generated
through different
thinking
Discovering 3 Things
3. Thinking with Ropes
THE RULES
•The rope must remain on your wrists exactly
as it is at the moment
•You cannot cut or break the rope
82
What were you saying to yourself /
your partner?
There must be a way..
Some Thinking Statistics
Q. People talk to themselves, on
average, how often?
A. Every 11 seconds
Some Thinking Statistics
Q. How many thoughts do we have
each day?
A. Approximately 6,000
Some Thinking Statistics
Q. Of those 6,000 thoughts, what
percentage of those are the same
as previous thoughts?
A. 90%
Some Thinking Statistics
Q. Of the things that people worry
about, what percentage are actually
real?
A. 8% - although 4% are out of
your control
www.gomadthinking.com
The 4 thinking components
4/26/13 87
Statements
Recalled Experience
Questions Imagined
Future
• Self
• Others
• Situation
Helpful • Focus
www.gomadthinking.com
The 4 thinking components
4/26/13 88
Statements
Recalled Experience
Questions Imagined
Future
• Self
• Others
• Situation
Hindering • Focus
www.gomadthinking.com
The 4 thinking components
4/26/13 89
Statements
Recalled Experience
Questions Imagined
Future
• Self
• Others
• Situation
Helpful
Helpful or Hindering?
Summer Holidays
Helpful or Hindering?
Your next Birthday
Helpful or Hindering?
Politicians
Helpful or Hindering?
Customers
Helpful or Hindering?
The last Work Christmas
meal/outing/party/?
Helpful or Hindering?
The Brazilian
Beach Volley Ball team
Helpful or Hindering?
A team trip
to Paris
Helpful or Hindering?
Senior Leadership
Helpful or Hindering?
What you did last week
Helpful or Hindering?
What you’ve got to do the
rest of this week
Helpful or Hindering?
The only way is Essex?
www.gomadthinking.com 4/26/13 101
What are you?
Which best describes you at the moment?
If you reviewed you last week at work, what
evidence could you provide for each?
How would your colleagues describe your
engagement?
Po – I = Pe
100% - 40% = 60%
www.gomadthinking.com
Original research (4000 hours in
1998)
Question:
What is the simplest way of explaining the
success process that people naturally use
when making a difference?
Answer:
Go M.A.D.® a Solution Focused Thinking™
System
104
www.gomadthinking.com 105
Take Action
& Measure
Results
Self
Belief Personal
Responsibility
Involve
Others
Plan
Priorities
Define
Goal
Reason
Why
The Go M.A.D.® Framework
Application levels for Solution
Focused Thinking™
Helping you
to think
(Personal Effectiveness)
Helping others to think
(Coaching)
Helping teams to think
(Projects, meetings & team development)
Helping organisations to think
(Leadership thinking & cultural transformation)
www.gomadthinking.com
The Go M.A.D.® Leadership
Thinking Framework
107
Culture
(Collective
Beliefs)
Leadership
Responsibility People
Organisational
Reason Why
Vision &
Objectives
Management
Thinking &
Planning
Take Action and Measure
Results
Client Experiences
• Co-operative Pharmacy – 7 point shift in employee engagement scores in 6 months, ‘unexplained’ KPI uplift
• Kraft - Over $15m difference
• Lloyds Banking Group – 15 people identified savings of £15m (300k implementable immediately)
• Vaultex – 30-40% uplift in engagement scores and associated efficiencies and improvements to the value of £500,000 identified in a 90 day period
Possibility Thinking –
Mindstorming
What could I possibly do to improve levels of
employee engagement in my organisation ?
Taking Action…….
• Employee Engagement Open Programme – 20% discount – 22nd & 23rd May 2013
A taster of the things you will learn: • The Go M.A.D.® systems thinking approach to improving
employee engagement
• 65 High Quality Questions that enhance leadership thinking to drive increased employee engagement
• How to think creatively and widely about employee engagement...
• ...to generate more than 100 new ideas to take away
• How to create your bespoke employee engagement umbrella goal with prioritised actions to apply instantly back in the workplace
Go MAD Research & Consulting Group
Some free gifts from me as a thank you
• Over 100 “Thinking for Success” podcasts can be accessed through iTunes business section
• Free Go MAD Thinking App
www.gomadthinking.com 4/26/13 113
Book available –
First come, first
served.
A Closing Thought…….
“Whistle while you work.” – The Seven
Dwarves
Employee voice matters – let’s get
loud!
Dr Martin Reddington
Engage for Success Essex 26 April 2013
“…An insight-driven function…In this way HR uses much of the
work from its core activities to further inform the organisation
about challenges, course correction and big opportunities.”
“….A Business Savvy function.. We wanted to get into a
conversation with practitioners about what they think business
savvy is…”
Four ‘foundations’ that help build business savvy in HR
professionals and their teams…..
(CIPD, 2011)
High Performance HR
Comfortable with social media and its uses in organisations
Understanding people performance recipes and employee
engagement
Using ‘big data’ to optimise organisational effectiveness
More individualisation of the relationship with top management
and high potentials
High Performance HR
© Dr Martin Reddington (2013)
‘NEW’ OE
The heart of
organisation
al
development
Conversational
Practice
Paradox &
Ambiguity
Leadership &
Management
Language
& Action
Authenticity
& Mutuality
© Dr Martin Reddington (2013)
Job Pressure
Performance Conversations
Solutions Conversations
Workplace Tensions
Conversation-
in-Action
© Dr Martin Reddington (2013)
Expression of Tensions
© Dr Martin Reddington (2013)
www.skillpill.com/cipd
© Dr Martin Reddington (2013)
Apple Device
123 © Martin Reddington 2012
Value
Android Device
© Dr Martin Reddington (2013)
Question Public/
Voluntary
Private
1) I have useful conversations with my line
manager about improving my performance 68 63
2) I have useful conversations with my line
manager to find practical solutions to workplace
tensions
83 66
3) I actively take opportunities to exchange views
about work-related issues with other members of
my team
85 79
4) My line manager encourages conversations
within the team about improving our performance 78 63
5) I constantly experience excessive pressure in
my job 73 48
En-Gauge Pilot – CIPD members
© Dr Martin Reddington (2013)
Enabler Category (MacLeod & Clarke, 2012) Percentages
1)Visible, empowering leadership providing a strong strategic
narrative about the organisation, where it’s come from and
where it’s going
17
2) Engaging managers who: focus their people and give them
scope; treat their people as individuals; coach and stretch
their people
53
3) There is employee voice throughout the organisation, for
reinforcing and challenging views; between functions &
externally; employees are seen as central to the solution
22
4) There is organisational integrity – the values on the wall
are reflected in day-to-day behaviour. There is no “say-do”
gap
8
En-Gauge Pilot – CIPD members
Job Pressure
Performance Conversations
Solutions Conversations
Workplace Tensions
Example 2013
83
70
70
76
68
© Dr Martin Reddington (2013)
Psychological Contract
Perceived Organisational Support
Job Engagement
Efficacy
Organisational Engagement
Representation
of Employment
Deal
© Dr Martin Reddington (2013)
Line Manager Relationships
© Dr Martin Reddington (2013)
Line Manager Heat Map
© Dr Martin Reddington (2013)
Best Thing Sentiment
© Dr Martin Reddington (2013)
Impact of
Different
Deals
© Dr Martin Reddington (2013)
Play a full and active role in creating better conversational
arenas
Understanding people performance recipes that underpin
employee engagement
Doing the basics brilliantly – using technology where you can
Urgent and Important Steps for HR
© Dr Martin Reddington (2013)
134
Engagement and You!
Lisa Collins &
Angela Pearson
Objective HR
What will you do
differently?
You, Your Team, Your
Organisation and Essex
What’s going to stop?
What do you need to consider?
What are you going to do?
So What?
What are the tangible
benefits?
How will I measure this?
What investment will it require and what
return will my business get from the
investment?
What are the intangible
benefits that I should be
highlighting?
138
Event reflections and
gratitude…
139
140
Let’s keep engaging and connecting
www.engageforsuccess.org
@Engage4Success
Engage for Success
Thank you for listening
@LisaSib
07501466981
Talk, listen, connect to engage
- don’t hesitate to get in touch!
