Regionalpractitionerslidepacknovember2013novideos

Engage For Success

Practitioner Event

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Welcome

>Introduction & Welcome

>Engagement & Engage for Success

>The Practitioner Group

>The Four Enablers of Engagement

>Our Engagement Challenges

>How to get involved

>Q&A

>@engage4success

>#E4S

26/11/13 ENGAGE FOR SUCCESS 2013

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The bigger pictureThe 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.

ENGAGE FOR SUCCESS 201326/11/13

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Movement structure

ENGAGE FOR SUCCESS 2013

Engage for Success is a movement committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work.

26/11/13

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What is engagement?

>‘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

>OR, IN OTHER WORDS…….

>‘It’s all about the people!’


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It’s not…..


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Get Engaged!


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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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What’s happening right now?


Employee Engagement:The Evidence

CEOs call on UK to deliver

GDP growthby better engagingemployees 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

ENGAGE FOR SUCCESS 2013 1026/11/13

Employee Engagement:Statistics and Case Studies

REVENUEGROWTH

Organisations in the topquartile of engagement scoresdemonstrated revenue growth 2.5 times greater than those in the bottom quartile.

CUSTOMERSATISFACTION

Companies with topquartile engagementscores average12% higher customer advocacy.

PROFIT

Companies withengagementscores in the top25% had twice theannual net profit.

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PRODUCTIVITY

Organisations in the top quartile of employeeengagement 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 rate40% lower than companies with low levels of engagement.



HEALTH & SAFETY

Organisations with engagement in the bottom quartileaverage 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.

26/11/13

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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


http://www.engageforsuccess.org/

Your company’s engagement journey, where are you?

Source: Towers Watson - adapted from MacLeod D & Clarke N (2009) Engaging for Success: A Report to Government. Dept for Business, Innovation and Skills.

LOW ENGAGEMENT

HIGH ENGAGEMENT

TRANSACTIONAL

ENGAGEMENT

•Estimated by the CIPD to be about 75% of

organisations currently running Employee

Engagement programmes.

•Engagement is associated with the

survey and its follow-up action plans. In more

capable organisations, these are well integrated

with their business planning cycle and

performance management tools, and

with high level sponsorship from the top.

•Communications around engagement will relate

primarily to survey results or action plans.

TRANSACTIONAL ENGAGEMENT

•Estimated by the CIPD to be about 25% of

organisations currently running Employee

Engagement programmes.

•There is a focus on sustaining and growing

engagement that is integral to the

organisation’s culture.

•While the survey is a key measurement tool, it is not

at the core of the engagement programme, and more will be made of

techniques in the workplace to instil a

culture of engagement permanently.

TRANSFORMATIONALENGAGEMENT


The practitioner group

>Why we’re here>Share and help each other with engagement challenges >Learn about the task force areas of focus and contribute>Get connected – grow & accelerate our practitioner movement

Regional Ambassadors & regional steering groups

Support from the central E4S team


Practitioner events

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1212

1717

2525

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69 Practitioner Events to date

11 more by the end of 2013

20-90 participants per event


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The four enablers of engagement


The four enablers video


Your task

>Share your successes and barriers in the context of the four enablers.


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The four enablers of engagement


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Engagement challenges


Our engagement challenges

What are our engagement challenges?

Where are we?

Transactional to transformational

High engagement

to low engagement

Bringing it together

What’s common?

What’s surprising?Key themes

What’s your challenge?

1 minuteDon’t speak

Get feedback

5 minsMove on


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Next steps


What can you offer?

>Let’s get talking…

>What you are looking for, what you have to offer

>Set up a date! Or two!

Buddying

Small, informal support groups,

meeting on a regular basis to provide

support, challenge and inspiration

Open Days

Organisations opening their doors to non-

competing organisations to come and see how

they work, sharing their methods

Mentoring

Structured friendships on a one to one basis to gain

expertise and support


Ways to get ‘socially’ involved

• Events coverage• Community events, master classes, webinars etc

• Community activity• Role model online activity on LinkedIn, Facebook, Twitter,

• Activate topic groups on E4S web

• Encourage others to get involved too

• Content sharing • Articles for Voice - our online magazine

• Buddy up with a project group to help ‘socialise’ the work• Blogging, tweeting, article writing, topic groups etc

• Insert your ideas here…


Resources

>


How can I join in locally?


Evaluation

> WHAT DID YOU ENJOY ABOUT THE EVENT?

> WHAT WILL YOU TAKE AWAY?


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Engage For Success


Date post:	13-May-2015
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