Northern Ireland Branch Committee
Driving Employee Driving Employee Engagement 2012Engagement 2012
Supported by:
A Word from our A Word from our Sponsor….Sponsor….
Eamonn DawsonEamonn DawsonHead of Business DevelopmentHead of Business Development
Northern Ireland Branch Committee
Driving Employee Driving Employee Engagement 2012Engagement 2012
Supported by:
CIPD – Northern Ireland
The steps to build and sustain social engagement of staff at work
Derek Mowbray
The Wellbeing and Performance Group:OrganisationHealth – www.orghealth.co.ukThe Management Advisory Service – www.mas.org.uk The Resilience Training CompanyLifestyle@Work
Outline of this presentation
The problems at work
The solutions
Explaining engagement
Steps to build and sustain social engagement
The problems at work
Setting the scene – why is this important?
trust
communicationinvolvement
team working
career opportunity
commitmentvalues
job challenge
pay
openness
encouragement
performanceappraisal
worklifebalance
trainingdevelopment
engagement
poorrelationships
ambiguity
poorleadership
quickfix
harassment
intimidation
conflictisolation
excessdemand
insecurity
boredom
presenteeism
escape
bullying
procedures occupationalhealth
policies employeeassistance
Engagement andhigh
performance
Presenteeism andpoor
performance
No performance
Explaining engagement
Loyalty previous good, supportive relationships between employer and employee
EconomicCosts and benefits of remaining compared to leaving current employer
Types of engagement
SocialPsychological ‘flow’, Strong psychological contractCommitmentTrust‘feeling at one with the world’FocusedSatisfiedHappy
Types of engagement
What is engagement?
A positive, fulfilling, work-related
sense of attachment that is characterised by:
•Vigour•Dedication•Absorption
High levels of energy and mental resilience whilst working,
a willingness to invest effort into one’s workand persistence in the face of difficulties
Vigour
Strongly involved in one’s workand experiencing a sense of significance,
enthusiasm, inspiration, pride and challenge.
Dedication
Fully concentrated and happily engrossed in one’s work,
whereby time passes quickly and one has difficulties in detaching oneself from work
Absorption
The solutions
A Change model
Baking a cake model
1. What kind of cake?2. Ingredients3. Mixing ingredients4. Oven temperature5. Duration of cooking6. Testing progress7. Is it a good cake?
TrustTrust CommitmeCommitmentnt EngagemeEngageme
ntnt
CommitmentTrust
Engagement
Organisational Culture
Leadership and
ManagementStyle
Personal ResilienceLifestyle@Work
Th
e
Org
an
isati
onCharacteristics
of a resilient andhealthy organisation
Ingredientsto create and
sustain a resilient and
healthy organisation
A buzz with high level performance
A capacity to respond effectively to internal and external pressures faster and more effectively than their competitors
A capacity to renew themselves rapidly
A capacity to determine their own future and shape their own destiny
A capacity to be ‘ambidextrous – deliver effective and efficient products and services at the same time as adapting to changes in their environment.
Unambiguous purpose Vision Values aligned to personal values Culture aligned to wellbeing and performance Corporate strategy with the workforce at its centre Structure – flat as possible Rules that promote wellbeing and performance Problem solving capacity Strong and important partners
MAS
Lead
ers
hip
Lead
ers
hip
Characteristicsof effectiveleadership
Ingredientsof an effective
leader
Awareness Markets Economics Politics Emotions
Setting scenes Accessible Persuades followers Shares responsibility Resilience Prevents distress Resolves conflicts Accountable Delivers results
Self awareness Ability to share responsibility, motivate and engage with followers Ability to persuade Ability to provoke commitment and trust Integrity Resilience
Lif
esty
le@
Wo
rk
Characteristics of a positive
Lifestyle@Work
Ingredients to create and sustain
Lifestyle@Work
• Fit, healthy and smiling staff• Palpable energy• Customer focus• Healthy physical environment• Healthy social environment• Healthy technological
environment• Life made easy to live• Busy • Smart casual• Courtesy
Nutrition Exercise Team working Ergonomically designed workplace Information technology Effective job design Time management Training and development Manager meetings Ease of access
Characteristics of a resilient individual
In
div
idu
al
Enthusiasm for life and work.
Capacity to see the future and ‘to go for it’.
Capacity to cope with threatening events without experiencing disabling distress.
Attitude towards life and work that is positive, full of energy and determination.
Capacity to see the options, and to adapt effectively to meet and overcome challenges.
Ingredientsfor a resilient
individual
Self awareness Determination Vision Self confidence Organisation Problem solving Interaction Relationships
©Derek Mowbray 2011
Steps to build and sustain social engagement
CommitmentTrust
Engagement
Organisational Culture
Leadership and
ManagementStyle
Personal ResilienceLifestyle@Work
Characteristics of a healthy organisation
A buzz with high level performance
A capacity to respond effectively to internal and external pressures faster and more effectively than competitors
A capacity to renew themselves rapidly
A capacity to determine their own future and shape their own destiny
A capacity to be ‘ambidextrous – deliver effective and efficientproducts and services at the same time as adapting tochanges in their environment
A Charter for wellbeing and performance
Mowbray Corporate Resilience Development Framework
Purpose‘Big Idea’
Architecture
Flat Rules
Vision Values CultureStrategy RecruitmentJob Challenge PayTeams InvolvementOpenness CommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship
Behaviour
Attentive TrustworthyWisdom Assertive
Intelligence with humourPassion
Committed ambitionTension Needs
Nurture
Resilience
Self awareness DeterminationVision Self confidence
Organisation Problem solvingInteraction Relationships
Actions
NutritionExercise
Team workingErgonomics
Information technologyTime management
MeetingsAccessibility
Big Idea
Purpose
Mowbray Corporate Resilience Development Framework
Purpose‘Big Idea’
Architecture
Flat Rules
Vision Values CultureStrategy RecruitmentJob Challenge PayTeams InvolvementOpenness CommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship
Behaviour
Attentive TrustworthyWisdom Assertive
Intelligence with humourPassion
Committed ambitionTension Needs
Nurture
Resilience
Self awareness DeterminationVision Self confidence
Organisation Problem solvingInteraction Relationships
Actions
NutritionExercise
Team workingErgonomics
Information technologyTime management
MeetingsAccessibility
Structure
Mowbray Corporate Resilience Development Framework
Purpose‘Big Idea’
Architecture
Flat Rules
Vision Values CultureStrategy RecruitmentJob Challenge PayTeams InvolvementOpenness CommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship
Behaviour
Attentive TrustworthyWisdom Assertive
Intelligence with humourPassion
Committed ambitionTension Needs
Nurture
Resilience
Self awareness DeterminationVision Self confidence
Organisation Problem solvingInteraction Relationships
Actions
NutritionExercise
Team workingErgonomics
Information technologyTime management
MeetingsAccessibility
Long, medium and short timescales
Rules - Vision
PeoplePersonnel
MoneyCommitment
TrustEngagement
Rules -Values
Values are the drivers of the organisation and its people
Rules - Culture
CommitmentTrust
CitizenshipWellbeing and Performance
Rules - Culture
Rules - Corporate strategy
PreventionOrganisation health
Adaptive leadership and managementCorporate and Personal resilience
Lifestyle at work
Prevent deteriorationStress risk surveys
Policies and proceduresOccupational health
General practiceTherapy
Absence managementEmployee assistance
RestorationReturn to work initiatives
Occupational healthGeneral practice
TherapyAbsence managementEmployee assistance
PalliationTherapy
Return to work initiativesVoluntary work
Next generationOrganisation healthManager behaviour
ResilienceLifestyle at work
Rules
Mowbray Corporate Resilience Development Framework
Purpose‘Big Idea’
Architecture
Flat Rules
Vision ValuesCultureStrategyRecruitmentJobChallengePayTeamsInvolvementOpennessCommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship
Behaviour
AttentiveTrustworthy
WisdomAssertive
Intelligence with humourPassion
Committed ambitionTension Needs
Nurture
Resilience
Self awarenessDetermination
VisionSelf confidenceOrganisation
Problem solvingInteraction
Relationships
Adaptive Leadership style
Elephants in the room – resolved Shared responsibility for the organisation
Independent thinking encouraged Leadership capacity increased
Institutionalised learning
Behaviour
Behaviour
Behaviour
Mowbray Corporate Resilience Development Framework
Purpose‘Big Idea’
Architecture
Flat Rules
Vision Values CultureStrategy RecruitmentJob Challenge PayTeams InvolvementOpenness CommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship
Behaviour
Attentive TrustworthyWisdom Assertive
Intelligence with humourPassion
Committed ambitionTension Needs
Nurture
Resilience
Self awareness DeterminationVision Self confidence
Organisation Problem solvingInteraction Relationships
Actions
NutritionExercise
Team workingErgonomics
Information technologyTime management
MeetingsAccessibility
Lifestyle@Work Manager actions
Nutrition
Energy creating food
Management
Co-ordinationPlanning ControlMeetings Teams
Performance appraisal
Exercise
Walking
Ergonomics
Office design for purposeEquipmentInformation technologyUse of spaceAccessibility
Mowbray Corporate Resilience Development Framework
Purpose‘Big Idea’
Architecture
Flat Rules
Vision Values CultureStrategy RecruitmentJob Challenge PayTeams InvolvementOpenness CommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship
Behaviour
Attentive TrustworthyWisdom Assertive
Intelligence with humourPassion
Committed ambitionTension Needs
Nurture
Resilience
Self awareness DeterminationVision Self confidence
Organisation Problem solvingInteraction Relationships
Actions
NutritionExercise
Team workingErgonomics
Information technologyTime management
MeetingsAccessibility
‘the capacity to mobilise personal features that
enable individuals, groups and communities
(including controlled communities such as a workforce) to have an attitude to tolerate,
overcome and be strengthened by adverse events and experiences’. (Derek Mowbray 2010)
What is resilience?
©Derek Mowbray 2010
Personalcontrol
overoneself
Personalcontrol over responses to
events
Personalcontrol overresponses to
people
A Change model
Baking a cake model
1. What kind of cake?2. Ingredients3. Mixing ingredients4. Oven temperature5. Duration of cooking6. Testing progress7. Is it a good cake?
Thank you
Northern Ireland Branch Committee
Driving Employee Driving Employee Engagement 2012Engagement 2012
Supported by:
Northern Ireland Branch Committee
A Local Case Study…A Local Case Study…Ann-Marie SlavinAnn-Marie Slavin
Opt2VoteOpt2VoteSupported by:
Northern Ireland Branch Committee
Driving Employee Driving Employee Engagement 2012Engagement 2012
Supported by:
Engage For Success
David Macleod
Cathy Brown
WELCOME
Introduction
The big picture for work
Where did Engage for Success come from?
Who are we and where are we going?
The Practitioner Group
How to get involved
Q&A
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THE BIGGER PICTURE
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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.
WHERE WE CAME FROM
>On March 29th, 2011, the Prime Minister gave his backing to a new independent Employee Engagement Task Force during a launch event at 10 Downing Street.
>
>The Task Force is supported by the Department for Business Innovation & Skills because its work supports two of the UK Government’s top priorities – delivering sustainable growth for the UK, and promulgating new approaches to help people improve their wellbeing.
>The Task Force has spearheaded a movement that brings together the experience of leading practitioners, the ideas and research of leading academics, and the findings of think tanks, to share learning, ideas and practical guidance on ‘the what, the why and the how’ of employee engagement. It builds on the report ‘Engaging for Success’, which David MacLeod and Nita Clarke produced in 2009 for the Department for Business, Innovation and Skills.
>
>The Engage for Success movement is widely supported across the UK, involving the public, private and third sectors, in the belief they can learn a lot from each other. Organisations supporting the movement account for more than 2,000,000 people.
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OUR SPONSORS
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MOVEMENT STRUCTURE
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ENGAGE FOR SUCCESS PROJECT & COMMUNITY GROUPS
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OUR PURPOSEEngage 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.
What Engage For Success does
>Raises awareness of employee engagement
>Equips people to develop and deploy employee engagement approaches
>Evidences points of view and provides practical ideas and tools for action
>Provides access to and support from like-minded communities
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THE FOUR ENABLERS OF ENGAGEMENT
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HOW DO I JOIN IN?
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THE PRACTITIONER GROUP
Why we’re hereShare and help each other with engagement challenges Learn about the task force areas of focus and contributeGet connected – grow & accelerate our practitioner movement
Core Practitioner Team
Sharon Darwent, BTStella Power, Cabinet OfficeDavid Littlechild – Lloyds Banking GroupMark Gregory – BAE SystemsRaffaela Goodby – Birmingham CouncilRichard Hortop – Serco
Cathy Brown – Community Manager
IN OUR OWN WORDS
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Highlands/Islands
GlasgowSunderland
ManchesterPresto
n
Birmingham
Kent
London
Bristol/Exeter
Cornwall
Cardiff
Belfast
Falkirk
Leeds
Practitioner Events11 have been held, – just over 250 peoplehave been able to attend an event in the last 12 months
New Events Planned:
PRACTITIONER EVENTS
Where When
Stirling November
Glasgow January
Belfast January
North Wales December
Preston November
Highlands/Islands Spring 2013
Portsmouth November
Sheffield December
Brighton Spring 2012
Edinburgh
Stirling
Second Events PlannedFirst Events Planned
North Wales Sheffield
Portsmouth
CONNECT WITH US
@Engage4Success #E4S
Engage for Success Youtube channel sharing updates and other videos
Company page and 4 groups •Task Force 13 •Practitioners 211,•Gurus 176•Open group 85
Blog - sharing updates, guest bloggers and more
Early days – reaching out to individual employees
Various sharing sites - being where our audience is.
Supporting the development of our community and aiding communications
Copyright @Engage For Success 2012
Copyright @Engage For Success 2012
Join
HOW TO GET IN TOUCH
Email us at [email protected]
Look us up at www.engagingforsuccess.org
Thank you, and any questions?
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Cathy Brown
ENGAGE FOR SUCCESS
Northern Ireland Branch Committee
Q & AQ & A
Supported by:
Northern Ireland Branch Committee
Supported by:
Thank You
www.cipd.co.uk/branch/nireland