engaging employees for organisational success

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Engaging employees for organisational success Kevin Ruck

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Presentation given to CIPR Education and Skills Group at SOAS on 17 September 2010

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Page 1: Engaging Employees For Organisational Success

Engaging employees for organisational success

Kevin Ruck

Page 2: Engaging Employees For Organisational Success

A study for CIPD (Truss, 2006, p. xi) found that only 35 per cent of UK employees were actively engaged with their work.

But what is this thing we call engagement?

Page 3: Engaging Employees For Organisational Success

What would you choose to do to engage people?

1. Give people a five per cent pay rise2. Take your team out for a meal3. Tell people what is going on in the organisation4. Introduce a new suggestion scheme5. Say “well done” for a good piece of work

Page 4: Engaging Employees For Organisational Success

What would you choose to do to engage people?

1. Give people a five per cent pay rise2. Take your team out for a meal3. Tell people what is going on in the organisation4. Introduce a new suggestion scheme5. Say “well done” for a good piece of work

Page 5: Engaging Employees For Organisational Success

CIPD survey (2006)• 49 per cent of employees feel fairly well informed about

important organisational issues• 29 per cent said they received only a limited amount of

information• 13 per cent reported they received not much at all

In terms of employee engagement, there are three key factors:

1. Opportunities for upward feedback

2. Being well informed

3. Thinking that your manager is committed to the organisation.

Page 6: Engaging Employees For Organisational Success

1. LEADERSHIP - provides a strong strategic narrative which has widespread ownership

and commitment from managers and employees at all levels. The narrative is a clearly

expressed story about what the purpose of an organisation is, why it has the broad

vision it has, and how an individual contributes to that purpose.

2. ENGAGING MANAGERS are at the heart of this organisational culture– they facilitate

and empower rather than control or restrict their staff; they treat their staff with

appreciation and respect and show commitment to developing, increasing and rewarding

the capabilities of those they manage.

3. VOICE An effective and empowered 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.

4. INTEGRITY Behaviour throughout the organisation is consistent with stated values,

leading to trust and a sense of integrity.

MacLeod and Clarke (2009) Engaging for Success

Page 7: Engaging Employees For Organisational Success

A focus either on the individual role or the work activity with both approaches incorporating behavioural-energetic (vigor), emotional (dedication) and cognitive (absorption) dimensions

Work engagement

Organisational engagementA communicative approach whereby employees are informed, have a voice that is heard and acknowledged, and where managers show commitment consistent with organisational values.

Page 8: Engaging Employees For Organisational Success

Level v Credibility of Information

Low/med High

Believe information communicated

Low/med

High

Feel informed

CIPD (2006)

Page 9: Engaging Employees For Organisational Success

Downward v Upward Communication

Low/med High

Have opportunity for upward communication

Low/med

High

Feel informed

CIPD (2006)

Page 10: Engaging Employees For Organisational Success

Defining the values of the workforce has enabled Strathclyde Fire and Rescue Service to launch a bold three-year employee engagement strategy.  The HR team visited every full time station and carried out a focus groups with more than 800 employees to talk about what motivated them in their jobs and also what causes frustration. The focus groups were followed up with a service-wide staff survey. In their feedback, firefighters said that they wanted to be listened to and consulted with more and to have more communication from senior leaders. These conversations have helped inform the three year engagement strategy which will see a wide ranging review of communication between management and staff. Initiatives include new staff recognition and suggestions schemes, action by line managers to promote discretionary effort and more leadership and management development training.

From: People Management 8 April 2010

Page 11: Engaging Employees For Organisational Success

How to engage people

Smythe (2007)

Telling the many what has been decided by the few

Telling the many what has been decided by the few

Selling to the many what Has been decided by the fewSelling to the many what

Has been decided by the few

Inclusion – driving accountability down by implicating

people as individuals (giving people the time, space and

process to apply the change/decision to their own work, regardless of the degree of

delegation)

Inclusion – driving accountability down by implicating

people as individuals (giving people the time, space and

process to apply the change/decision to their own work, regardless of the degree of

delegation)

Co-creation – judging who will add value if included in front-end

decision forming and change/strategy development

(not to be confused with a laissez-faire culture which is poor at closure

and ill-disciplined. Co-creation takes robust governance and skill).

Co-creation – judging who will add value if included in front-end

decision forming and change/strategy development

(not to be confused with a laissez-faire culture which is poor at closure

and ill-disciplined. Co-creation takes robust governance and skill).

hooligans or spectatorshooligans or spectators compliant collaboratorscompliant collaboratorsoutcomeoutcome

willing collaboratorswilling collaborators personally committed reformerspersonally committed reformersoutcomeoutcome

Page 12: Engaging Employees For Organisational Success
Page 13: Engaging Employees For Organisational Success

Can you distil employee engagement to six words?

Ernest Hemingway wrote the quintessential six word story: For sale: baby shoes, never worn. The six word story format has become quite popular. Here are some examples:

1.I am interested in your work.2.I trust you, make it happen3.First, take care of your people.4.Empower the team, hold them accountable.5.Eventually she understood what really mattered.6.Most importantly, learn to ask questions.

Can you distil employee engagement to six words?

Ernest Hemingway wrote the quintessential six word story: For sale: baby shoes, never worn. The six word story format has become quite popular. Here are some examples:

1.I am interested in your work.2.I trust you, make it happen3.First, take care of your people.4.Empower the team, hold them accountable.5.Eventually she understood what really mattered.6.Most importantly, learn to ask questions.

http://employeeengagement.ning.com/

Page 14: Engaging Employees For Organisational Success

Leadership and excellent organizations

Ben Page Ipsos MORIBen Page Ipsos MORI

Leaders in best performing local authorities place a high importance on communication – that is doing it not just talking about it.

Leaders in best performing local authorities place a high importance on communication – that is doing it not just talking about it.

http://www.youtube.com/watch?v=_9-9A3uM-Yw

Page 15: Engaging Employees For Organisational Success

Using social media for engagement

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Making video part of your online strategy

Just three years ago, most of the internal videos we made were for conferences, but we can reach a bigger audience online, helping to support critical initiatives.

To make it easy to find and use our videos, we created Deloitte TV, a web portal available to all Deloitte member firms through our global intranet.

Employees and partners can watch videos live, download high resolution versions to play at conferences, or even download a version for their iPod.

http://www.melcrum.com/offer/scm/09J/deloitte.shtml

Page 19: Engaging Employees For Organisational Success

Much more in Exploring Internal Communication

www.exploringinternalcommunication.com