valuentis employee engagement in organisations: where next? hr directors summit 300115 final
TRANSCRIPT
Employee Engagement: Where next?
HR Directors Business Summit Birmingham, UK
Feb 3rd 2015
Nicholas J Higgins CEO, VaLUENTiS Ltd & Dean, International School of HCM (‘ISHCM’)
Professional Services
www.valuentis.com
Smart. Smarter. Smartest...
‘PEOPLE SCIENCE®’
Organisation Intelligence
to improve organisation performance
• Human Capital Management Evaluation
• Employee Engagement
• Talent Management
• Workforce Productivity & Performance
• HC Analytics
• HC Forensics & Risk
• HR Function ROI Analysis
• Organisation Measurement
• Management Education
• Organisation Strategy
SOLUTIONS
‘The leading human
capital management
specialists’
“As evidence-based management practitioners, our purpose is to enhance effective people management (and its impact on productivity/performance) in organisations, whilst enabling greater individual managerial professionalism.”
THE EE
PLAYBOOK
Line of sight
Work environment
Operating culture
Development
Reward (equity)
Performance link
What we bring…
Employee Engagement Solutions Evidenced based definition,
understanding and application
Measurement wisdom and
expertise
On-line tools and analytics
Employee survey design expertise
and processing
Project management
expertise
Actioning strategies and
tactics
Frontline blended learning
‘License to manage’ programmes
Senior management feedback sessions and group management coaching
Global reach
‘Twelve years of innovation…’
Team productivity/ performance
modelling
6
Psychological Conditions of Personal Engagement and Disengagement at Work
William A. Kahn
Academy of Management Journal 1990
“Personal Engagement is the simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive and emotional), and active, full role performance.”
The concept of Employee Engagement ‘EE100’: A synthesis of antecedent theories and empirical evidence - 100 years in the
making
Source: The antecedents of Employee Engagement, Nicholas J Higgins & G Cohen, VaLUENTiS technical paper 2003
Wider Group
Immediate Team
Organisation Individual
•Group theory
•Trust theory
•Teams theory
•Conflict theory
•Decision-making theory
•Motivation theory
•Goal setting and task theory
•Equity (justice) theory
•Trait theory
•Expectancy theory
•Commitment theory
•Needs theory
•Social cognitive/ self efficacy theory
•Cognitive dissonance
•Wellbeing/Burnout
•Job satisfaction
•Organisation Citizenship Behaviour
•Learning theory
•Behaviourism
•Emotional Intelligence
•Psychological contract
•Leadership theory
•Organisational ‘fit’ theory
•Other I/O psychology contributions
•Organisation performance & measurement*
Human Capital Management practice/systems:
•Training & Development
•Performance management
•Reward & recognition
•Resourcing & selection
•Organisation communication
•Talent management
•Leadership
•Organisation culture
•Employer brand
•Human capital retention
•Organisation design
•Workforce diversity
•High performance work systems
•Fayol - Principles of management
•Taylor - Scientific management
•McGregor Theory X/Y
•Mayo/Hawthorne studies
•Tavistock – Socio-technical systems
•Lewin (MIT) - group dynamics/behaviour
•Munsterberg - Industrial psychology
•Follett - Management relations/integration
•Hertzberg – Two factor theory
•Drucker – Practice of management
•Kahn – Personal engagement
•Likert – Management system/measurement scale
‘Higher Employee Engagement and modes of productivity’
More likely to embrace ‘set
values’ and act accordingly
Less likely to suffer stress
(but more likely to suffer burn-out)
More likely to ‘own’ their development
More inclined to input into ideas/
innovation
More likely to give discretionary effort above contractual
obligations
Less likely to move employer
Less inclined to take days off
Each job role/family has its own ‘context’ and ‘specificity’ which impact on individual productivity and collective
performance
9
Sub-optimal performance, i.e. less than achievable
Or
Sub-optimal costs, i.e. higher than necessary
Or
Both
Impaired Employee Engagement: Impact on individual and team productivity/performance
Employee Engagement in Organisations: 3rd Annual Report 31st January 2015
in collaboration with
Authors: Nicholas J Higgins & Graeme Cohen
Does your organisation/business unit use a
definition of employee engagement?
Yes No
Don't know 2%
47% 51%
How do we know what we are measuring is
employee engagement?
Don't measure/ No answer provided
Answer provided doesn't explain
Use assumed model/advice of
consultants
Part research explanation but vague
*Note: Categories derived from open text reclassification
23%
42%
13
Embedding working EE definition for communication and understanding
More accurate measurement and focus with technical underpinning and checking of underlying premises
A maturing in terms of generic concepts backed up with technical definitions to provide organisational ‘stickiness’ (analogy with accounting)
Where next…?
Once a year (census)
Twice a year (census)
Once every two years (census)
Every quarter (pulse) including annual (census)
4%
12%
Our organisation conducts an employee survey....
53%
Don’t conduct employee
surveys As and when required
Our survey question set includes how many questions...?
[< 20]
[20-40] [41-60]
[61-80]
[> 80]
38%
17%
16
The move towards an ‘integrated’ system of annual (census) and interim ‘pulse-type’ surveys on blended media channels
Question sets ‘audited’ for balance and ‘fit for purpose’ together with analytics expertise
Technical expert ‘process ownership’ to protect against ‘objective hacking’ or ‘instrument morphing’
Where next…?
Yes 54% No
41%
Don't know 5%
As an organisation/business unit,
we link our employee survey data
with other people data
(e.g. appraisals, exit, absence
etc)?
Yes 41% No
54%
Don't know 5%
As an organisation/business unit,
we link our employee survey data
with other performance data
(e.g. sales, customer/patient/team
productivity, safety etc)?
Where next…? “EE BIG-small analytics…”
New (re)hire data
Performance appraisal data
Case data
Other internal survey/assessment data
Exit data
Organisation event log data
Critical incident data
Social media data
Customer/client/patient/citizen/ passenger data
Employee/management survey data
With regard to the evaluation/measurement of people management in
your organisation/business unit, which one of the following statements
is the most accurate?
Don’t know/Can’t decide
We don’t measure on an ongoing basis
We use a sophisticated mix of measurement approaches…
We have a basic scorecard of HR metrics like absenteeism, turnover etc
We have basic scorecard of HR metrics plus employee engagement scores…
We have some form of evaluation across the various supporting people processes/systems…
41%
23%
19%
7%
7%
2%
DIVERSITY
EMPLOYEE CENTRICITY
EMPLOYER BRAND
HR GOVERNANCE
HR OPERATIONAL EXCELLENCE
LEADERSHIP
ORGANISATION CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION DESIGN
PERFORMANCE ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT MANAGEMENT
LEARNING & DEVELOPMENT
796
813
742
674
615
431
487
642
628 594 603
684
657 599 416
‘Out-performing’ (world class)
‘Out-performing’ (peer)
‘Comparable’ (peer)
‘Under-performing’ (peer)
Where next…? Advanced management analytics: Management Pathfinder®
Client example (extended HR
function version)
Which of the following statements describes our organisation/business
unit’s approach to embedding employee engagement infrastructure?
We don’t have any recognisable support infrastructure
We use employee surveys and other measurement instruments, linked with performance/ productivity data and actioning initiatives
We use employee surveys and other measurement instruments, linked with performance productivity data, backed up with L-M education and actioning initiatives
It’s basically in the guise of an action plan off the back of the employee survey
35%
26%
22%
16%
Where next…? Actioning Employee Engagement Infrastructure
Supportive top leadership and ‘signalling’…
‘Interactive’ people management evaluation process map
Multi-survey mapping and
planning overlay
EE related development/
learning programmes & workshops
People Manager evaluation/
appraisal (regular
‘practice runs’)
Defined ‘how to’ strategies around engagement elements
‘Live’ Employee Engagement adapted QFD (‘House of Quality’)
Dedicated internal focus team or nominated ‘on-point’
person
Nominated People Manager Engagement line
champions
Organisation event logs Links into wider
organisation intelligence analytics
Wider communications/
branding
Does your organisation/business unit utilise an ‘Employee
Engagement playbook’…?
Yes, in full 2% Yes, in part
13% Currently under
design 4%
No 72%
Don’t know 9%
Mo
del
s St
rate
gies
Im
ple
men
tati
on
Le
arn
ing
Contents
1. Engagement strategies
2. Engagement operating ‘system’ models and analytics templates
3. Question-statement selection and construct design
4. Measurement index construction, maintenance and reporting
5. Engagement Driver Factor (EDF) analysis
6. Engagement ‘forcefield’ analysis
7. EE project management methodology and flowcharts
8. Engagement ‘issue work-through’ tools
9. Management learning programme design and evaluative criteria
10. Engagement Transformation Programme (ETP) methodology
11. Core applied theory summary capsules
12. Human Capital Management framework
EE playbook 4
Where next…? The EE playbook
Does your organisation/business unit operate a ‘License to
Manage’ threshold for managers to become people managers?
Yes
No
75%
Don't know
26
Much more attention given to ‘manager’ engagement scores and their impact, based on deeper analysis
More pro-active, streamlined and frequent learning for managers to upgrade competency (or remove responsibility)
‘License to Manage’ to become the default setting within most, if not all, operating cultures
Where next…?
The ‘Six Pillars’…leading to strategy
EE PLAYBOOK
1. Grounded understanding of Employee Engagement
2. Working definition of Employee Engagement
3. Measurement wisdom
4. Actioning infrastructure
5. Dynamic EE-Performance ‘playbook’
DELETE 6. Competent leadership/management
Organisations and employee engagement:
The ‘4-ball’ success model
Play down
‘We don’t...’
Play act
‘It’s all about PR…’
Play safe
‘At least we audit/ benchmark...’
Play make
‘We do it…’
The four progressive states of employee engagement
embeddedness in organisations
Employee Engagement in Organisations
Play Safe
Play Make Play Down
Play Act
30
‘Playmakers’ continue to best leverage their employee engagement in organisation performance terms, i.e. ‘best in class’
‘Playsafers’ go one of two ways – either kick-on to PlayMaker™ level or eventually regress to Playactor level
‘Playactors’ look to transform to playmaker level or remain stuck in a ‘false PR loop’
‘Playdowners’ have the opportunity, with the right leadership, to transform to Playmakers or remain where they are.
Where next…?
Nicholas J Higgins [email protected] VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108 M: +44 (0)7811 404713 www.valuentis.com www.ISHCM.com www.NicholasJHiggins.com