Employee Engagement
Cathy Brown – Engage for Success
WELCOME
Introduction
Engage for Success
The Evidence for Engagement
Engagement in Adversity
@engage4success
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ENGAGE FOR SUCCESS
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MOVEMENT STRUCTURE
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THE EVIDENCE FOR ENGAGEMENT
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Employee Engagement: The Evidence
CEOs call on UK to deliver
GDP growth
by better engaging employees at work.
A high-level task force of some of the UK’s most recognisable organisations is calling for every leader and manager across the economy to play their part in tackling the UK’s employee engagement deficit.
Analysis of the evidence shows that: Only around a third of UK employees say they are actively engaged at work. 20 million workers are not delivering their full capability or realising their potential at work. of people said they have more to offer in skills and talent than they are currently being asked to demonstrate at work. UK productivity was 20% lower than the rest of the G7 in 2011.0
Employee Engagement: Statistics and Case Studies
REVENUE GROWTH
Organisations in the top quartile of engagement scores demonstrated revenue growth 2.5 times greater than those in the bottom quartile.
CUSTOMER SATISFACTION
Companies with top quartile engagement scores average 12% higher customer advocacy.
PROFIT
Companies with engagement scores in the top 25% had twice the annual net profit.
Employee Engagement: Statistics and Case Studies
PRODUCTIVITY
Organisations in the top quartile of employee engagement scores had 18% higher productivity.
INNOVATION
59% of engaged employees said that their job brings out their most creative ideas.
EMPLOYEE TURNOVER
Companies with high levels of engagement show turnover rate 40% lower than companies with low levels of engagement.
Employee Engagement: Statistics and Case Studies
HEALTH & SAFETY
Organisations with engagement in the bottom quartile average 62% more accidents than those in the top.
EFFICIENCY
An insurance company found that teams with higher engagement had 35% less down time between calls – equivalent to one ‘free of charge’ employee to every eight employees.
ENGAGING THROUGH ADVERSITY
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HOW CAN ENGAGEMENT HELP IN TIMES OF CHANGE AND TROUBLE?
As part of the Employee Engagement Task Force, representatives from the Public and Private sectors and the TUC came together to develop a toolkit for maintaining employee engagement during restructuring, change and adversity.
The video is freely available of the Engage for Success website at www.engageforsuccess.org
Case studies and good and bad experiences from councils, police forces, small businesses and large corporates were explored and some key questions to ask yourself and your organisation were highlighted.
Everyone interviewed felt that times of change, if handled well, represented great opportunities for their organisations to go from strength to strength. And that developing cultures where engagement is ‘just the way we do things around here’ is how to do it
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Strategic
narrative Bob Kerslake – Civil Service “be open, be clear, let people know what’s open for influence and what isn’t”
Stephen Hughes – Birmingham City Council “you can never do enough communication” – Stephen learnt that he could have gone out earlier, more often and more personally to his people to help them understand and form the changes in direction BCC had to make
Sally Hopson – Pets at Home “Uncertainty cripples people” – be honest about the plans, bad news
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Strategic
narrative
Trust your people, people can deal with most things life throws at them
Are you willing to be open and honest, even if you don’t have all the answers yourself?
How confident are you that your strategic narrative, for you, your team and the organisation, is understood?
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Engaging
managers
The line management role in any change is vital BAE – “it’s easy to do one way communication” but actually you need to be out and about talking with people (not to them) and understanding where people are in their acceptance and understanding of what’s happening. Don’t presume that you know. Find the pockets of frustration and anxiety – don’t dent their existence but let people talk One of the Trade Union Conveners in BAE commented that the policy of consistent and regular communication even when there was nothing new to announce helped people become less anxious In BCC, the emphasis on line management support kept people enthused about the end goal The TUC have seen an acknowledgment of the key role of managers in building engagement and supporting change, and also investment in giving managers the skills they actually need (resilience, empathy, listening, preparation)
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Engaging
managers
Everyone’s different… Are you confident that you have all the information available, as people absorb it and formulate questions at different paces – treat them as individuals Is the management population equipped with the skills and information they need? What do you need? A question to explore later… Remember, sometimes the awareness is enough. Treat people as you would like to be treated
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Employee
voice The West Midlands police force, they found that the more input people had to what was going on, the higher levels of satisfaction they saw “they can see their own footprint” Bob Kerslake again – “be honest if you are getting it wrong” – don’t be afraid to respond to feedback and change direction if necessary. Loose the defensiveness and embrace the fact that your people might well have better solutions that you’ve come up with… You said, we did – listen and action the feedback Surveys – take the bad with the good. Don’t respond, reflect (Eric Collins, Nampak, BCC) Sally Hopson – don’t fall into the trap of thinking that you’re ‘doing engagement’ because you’ve run a focus group. It’s a state of mind, not a one off event
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Employee
voice Speak to the people who can make the difference, and listen to what they say… Have you got the right mechanisms in place for people’s voices to be heard? How do you know? Do they trust the organisation enough to speak out?
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Integrity Stella Power – Cabinet Office – you need consistency between values and behaviour, what is said and what is done Bob Kerslake “you need a sense of humility” – change is hard! Fran O’dowd (Accord Union) – be honest about the good, the bad and the changes to the change Innocent Drinks – live by your values, especially in the tough times BK – people need to see and trust that changes are fair, transparent, professional Accept that you will need to re-energise the change process in order to make it sustainable
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Integrity Role model at all levels of the organisation, become the change you want to see It’s all about trust What mechanisms do you have in place to build trust? What group is the conscience of your organisation through this time?
What gets in the way?
Attitudes:
> ‘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’
Not sharing good practice – where it’s working, showcase and share
Leader behaviours don’t model the VALUES
Command and control – it’s easier!
Micro-managing – it’s stifling and drains everyone’s energy
People skills for the line – this is tough, they may need help
Too impatient – this needs time, application, relentless focus and effort
Transactional around a survey, rather than transformational around the culture
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LEVEL 1 – TRANSACTIONAL: We act on employee feedback through surveys
LEVEL 2 – TRANSFORMATIONAL: It is a way of doing business
Compartmentalised Thinking
NB: CIPD: 75% of Employee Engagement focused as above Reactive engagement. About discretionary effort
SERVICES AND SECTOR STRATEGY
STRATEGY FOR: IT; ESTATES; CAPITAL ETC
EMPLOYEE / HR STRATEGY Survey & act on it eg Performance management, communications, listened to etc
It is a way of running and doing business
“ONE PAGE”: Services Strategy, Country, Positioning Strategy AND Values/Behaviours to deliver it
WE TRACK PROGRESS OF STRATEGY
WE MEASURE: Concerns, commitment, feedback
People give continual VOICE
People help shape strategy
People at heart of delivery and at heart of strategy
NB: CIPD: 25% of Employee Engagement focused as above
About proactive engagement
TWO-WAY
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THE RESOURCES
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GET ENGAGED!
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Questions, thoughts, comments…
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