measuring employee engagement [compatibility mode]
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Fourth International Conference "Successful Communication Starts from Within 2010: Engaged Employees - the Organization's Added Valuehttp://apeironacademy.com/conferences/conferences_eng.htmlTRANSCRIPT
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Measuring employee engagement
Kevin Ruck
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England football teamWorld Cup 2010
Engaged?
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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?
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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
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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
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Work engagement
A focus either on the individual roleor the work activity with both approaches incorporating behavioural-energetic (vigor), emotional (dedication) and cognitive (absorption) dimensions.
Employee engagement is a multi-dimensional construct
•Most surveys are focused on work engagement and are quantitative•This diminishes the importance of organisational engagement
Organisational engagement
A social and communicative approach whereby employees are informed, have a voice that is heard and acknowledged, and where managers show commitment consistent with organisational values.
Conclusion
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Saks found (2006, p. 612) that, “…there is a meaningful distinction between job and organization engagement” and “organization engagement was a much stronger predictor of all the outcomes than job engagement”.
Wieseke et al found (2009) that found the higher the level of organisational identity of sales managers the greater the sales quota achievement.
Peccei at al (2010, p.432) “information disclosure does, in fact, seem to have a positive effect on financial performance”.
Leiter and Bakker (2010, p. 2) affirm that “Employees’ responses to organizational policies, practices and structures affect their potential to experience engagement”.
Millward and Postmes (2010, p. 335) conclude from an academic study involving business managers in the UK that “The fact that identification with the superordinate grouping of “the organisation” was particularly relevant to performance is important for theoretical, empirical and pragmatic reasons”.
The academic case for organisational engagement
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Typical engagement survey questionsOnly two of the Gallup 12 questions are linked to wider organisational engagement.
One is about the organisational missionThe other is about whether your opinions count
Typical communication survey questionsICA survey focuses on the “amount of information” received. Others commonly focus on availability of information systems and influence of supervisor. Feeling well informed is different from the volume of information received and little attention is paid to opportunities for upward feedback.
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LEADERSHIP
Provides a
strong strategic
narrative.
CO
MM
UN
ICAT
ION
Engagement
ENGAGING
MANAGERS
Facilitate and
empower.
VOICE views are
sought out; people
see that their
opinions count.
INTEGRITY
Behaviour is
consistent with
stated values.
MacLeod and Clarke (2009) Engaging for Success
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Three components of organisational employee engagement
Feeling well informed.
Manager commitment
Opportunities for upward feedback
(Truss, 2006, p. xi)
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(Truss, 2006, p. xi)
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Level v Credibility of Information
Informed Doubters (1%)Fully/fairly well informed but lack of belief in information
received
Informed Believers (47%)Fully/fairly well informed and
believe information communicated
Uninformed Doubters (11%)Little/no information and lack
of belief in information received
Uninformed Believers (13%)Little information but believe
that received
Fence sitters (28%)
Low/med HighBelieve information communicated
Low/med
High
Feel informed
Truss (2006)
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Feeling really well informed.
Professional
Timely, clear, accurate, pertinent, consistent, sincere, concise, business-like. Reinforces believable values and narrative.
Propaganda
Content is biased and does not reflect reality.
Reinforced by managers who show commitment to the
organisation.
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Upward feedback
Advanced
Based on people feeling well informed in the first place, face to face, actions taken as a result or reasons why action not taken provided.
Basic
Surveys, suggestion schemes, email boxes.
Reinforced by managers who are
open to critical feedback.
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Downward v Upward Communication
Informed Non-Communicators (6%)Fully/fairly well informed but little opportunity to feed information
upwards
Informed Communicators (32%)Fully/fairly well informed and have
opportunity for upward communicationTHIS GROUP IS HIGHLY ENGAGED
Uninformed Non-Communicators (18%)
Little/no information and lack of opportunity for upward feedback
Uninformed Believers (5%)Little information but have opportunity
to feed information upwards
Fence sitters (39%)
Low/med HighHave opportunity for upward communication
Low/med
High
Feel informed
Truss (2006)
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Defining the values of the workforce has enabled Strathclyde Fire and Rescue Service to launch a bold three-year employee engagement strategy.
Focus groups were carried out at every fire station 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.
From: People Management 8 April 2010
In their feedback, firefighters said that they wanted to be listened to and consulted with more and to have more communication from senior leaders.
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Organisational engagement
Integrity
Engaging managers
Voice
Leadership
Internal Corporate CommunicationRelational - Relationship management, symmetric communication.Organisational - Timely, clear, accurate, pertinent, consistent, sincere, concise, business-like.
Team communicationProject/peer or line manager
Clarity, consistency, involvement.
Informed employee voice
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I identify with the organisation and
am engaged in my work and in
achieving wider organisational
objectives.
I have regular opportunities to have my say and feel comfortable about being
critical.
I am fully aware of
what is going on in the
organisation
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Thanks for listeningwww.pracademy.co.ukwww.exploringinternalcommunication.com