Attraction and Commitment Drivers in the State Sector

Clare Bennett

Note: Several slides with organisational engagement data and comparative measures have been removed as some of this information is not for wide public release at this time. I am happy to talk through the results with you if you would like to contact meClare.bennett@ird.govt.nz

Models of attraction and engagement

NZ State Sector

Case Study

◦ Recommended areas of focus

◦ The models in practice

Competitive employment market for the right people

Costs of turnover

Costs of Disengagement and lost productivity

Attraction and Commitment DriversCorporate Leadership Council

Manager Quality

Collegial Work

Environment

Compensation

Organisational

Stability

Development Opportunities

Future Career Opportunities

Respect

TOP ATTRACTION DRIVERS TOP COMMITMENT DRIVERS

0 10 20 30 40 50 60

Manager Quality

Empowerment

People Management

Ethics/Integrity

Product/serviceQuality

Recognition

Job InterestsAlignment

Location

Respect

DevelopmentOpportunity

Stability

Compensation

Future CareerOpportunity

Work Life Balance

%Percentage of Respondents Rating Attributes in Top 5 Most Important

NZ Benchmark

World wide benchmark

Two way mutual process

More than 50 definitions

Focus can be on attitude, behaviour or

outcomes

Engaged employees stay longer and are

more productive etc

“The extent to which employees are psychologically connected to something or someone in the organisation, how hard they work and how long they stay as a result of this commitment”

Engagement Hierarchy

What do I get?

What do I give?

Do I belong?

Howcan wegrow?

Ownership

I have materials and equipment I need to do my work right

I know what is expected of me at work

Someone at work encourages my developmentSupervisor/someone at work caresRecognition last seven daysDo what I do best every day

I have a best friend at workCoworkers committed to qualityMission/purpose of organisationAt work, my opinions seem to count

Opportunities to learn and growProgress in last six months

Growth

Teamwork

ManagementSupport

BasicNeeds

The Q12® items are protected by copyright of The Gallup Organization, 1992-1999

“The level of personal 'connectedness' an employee feels towards their organisation”

http://www.johnrobertson.co.nz/nzworkplacesurvey/climate-engagement-survey

“Engagement is the extent to which employees commit to something or someone in their organization and how hard

they work and long they stay as a result of that commitment”

https://clc.executiveboard.com

Surveys tap into various aspects of engagement

Attitude, behaviour and outcomes are all important

Common themes..Ensuring employees are committed to:◦ organisations goals & values ◦ motivated to organisational success◦ able to enhance own sense of wellbeing

What orgs do with the results is more important than the tool

Age Gender Ethnicity Job Characteristics Disability Length of service Work patterns

Job Characteristics

Leadership

Orientation to Organisational Objectives

Retention

Productivity

Profitability

Customer Loyalty

Safety

Recommend to others

Sick leave

Cambridge City Council (UK)

Visa (Europe)

DHL

VERO, GHD, Porirua City Council, Southern

Cross Health Insurance

Leadership Effective management Open, two way communication Pay and benefits Fair and equal treatment Employing the right workforce Career development and training Working hours Health and Safety

Leaders ensure a strong, transparent and explicit culture which gives employees a line of sight between their job and the vision and aims of the organisation

Managers offer clarity, appreciation of employees contribution and effort, who treat their employees as individuals and who ensure work is organised effectively so that employees feel they are valued and equipped to do their job

Employees feel able to voice their ideas and be listened to, with joint sharing of problems and challenges and commitment to arrive at joint solutions

MacLeod & Clarke 2009

in 2007-08…

Low attraction

Skill Shortages

Turnover 15-19%

Top Factors that are considered when looking for employment vsTop Factors that influence continued commitment to employment - All Inland Revenue

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Organisational Stability Work-life Balance Future Careeropportunities

Developmentopportunities

Respect Compensation

Consider Employment

Continued Commitment

Inland Revenue - Delivery of EVP Factors by Tenure less than three years

0%

10%

20%

30%

40%

50%

60%

70%

80%

Stability Future CareerOpportunities

DevelopmentOpportunities

Work-Life Balance Location

<12 months 1 to 2 years

Manager Quality

◦ Know what expected

◦ Line of Sight

◦ Valued

◦ Development

One size plus

Action Planning to effect change

Orientation and job induction provide clear line of sight and alignment with vision and

values set clear expectations about roles and responsibilities

Coaching and career support Identify development opportunities within the

organisation skills individuals need to develop to advance How to build these skills Recognition consistently and regularly recognise employees for their

good work

Accountability Ensure employees understand and accept expectations

AREAS OF FOCUS