Engagement February 2010
-
Upload
timothy-holden -
Category
Business
-
view
287 -
download
0
description
Transcript of Engagement February 2010
Engagement
by Fluid
February 2010
Page 2
Contents3-4 Introduction to Fluid5-6 Definition7-9 Dealing with poor performance10-11 Dealing with a newcomer’s poor
performance12-13 Engagement and performance14-15 Give feedback, get back
performance16-17 Five traps of performance
measurement18-19 Benchmarking performance20-21 Conducting performance or
performing conduct22-23 The corporate prisoner24-25 Fuelling the fire26-27 How can HR and Training raise
performance?28-29 Case study-Mantech30-34 High performing organisations35-39 Finishers, maxperformers, elite
performersand star teams
40-42 Crystal ball time43-44 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
Definition
Page 6
Definition• WHAT IS ENGAGEMENT, WHY IS IT IMPORTANT
AND HOW DOES AN ENGAGED EMPLOYEE BEHAVE?
• Engagement is measurable and its drivers can be identified
• Different employee groups and organisations will present their own particular challenges
• The two key engagement drivers are job satisfaction/autonomy and feeling valued/involved
• Reward may cause disengagement but not engagement
• Long-serving employees typically have low engagement
Page 7
Benefits
Page 8
Benefits• Profit-related pay• Sabbaticals• Home working• Flexible benefits• Duvet days• Gifted days
Page 9
Working in harmony
Page 10
Working in harmony 1 of 3• Do your employees know who they work
for?• Communicate well and early• Work hard to get your message across• Induct employees properly• Don’t stop after the induction• Appoint a mentor• Avoid heroes• Treat employees as a separate audience
Page 11
Working in harmony 2 of 3• INFORMING KEY PEOPLE• Organisation strategy and business goal• Products and services• Company interaction• Values and ethos• Performance expectations
Page 12
Working in harmony 3 of 3• TOP TIPS• Adopt a marketing mindset• Ensure information presented to
employees is credible• Individuals need opportunities to step
outside their comfort zones and speak to colleagues from other teams
• Encourage dialogue and forward planning between managers
• Capitalise on new technology
Page 13
Engagement drivers
Page 14
Engagement drivers• BUSINESS AIDS TO UNDERSTAND ENGAGEMENT
DRIVERS• Realistic job previews• Screening questionnaires• Ability tests• Personality and motivation questionnaires• Assessment exercises• Exit questionnaires
Page 15
Top and bottom of the league
Page 16
Top and bottom of the league 1 of 2
• TOP 10 SECTORS• Animal welfare 67%• Charity/voluntary 66%• Architecture/art & design 64%• Business/professional services 61%• Property 61%• Archaeology 60%• New and online media 60%• Construction 57%• Education 57%• Arts and entertainment 55%
Page 17
Top and bottom of the league 2 of 2
• BOTTOM 10 SECTORS• Retail 42%• Distribution 42%• Automotive 44%• Wholesale trade 45%• Government and civil service 45%• Manufacturing 46%• Hospitality 46%• Travel and tourism 47%• Transport and storage 47%• Cleaning and waste services 47%
Page 18
Real-life examples
Page 19
MidCounties Co-Operative 1 of 2• FOLLOWING A MERGER IT WAS FELT A NEW CULTURE
SHOULD BE BUILT ACROSS THE BUSINESSES AND REGIONS-co-operative, 7800 employees-WHAT IT DID
• Elected 140 individuals as representatives to ‘Colleague Councils’ for each trading or support group, giving employees at all levels involvement in the group’s business decisions since no more than a third of the posts on each council can be taken by management. Meetings take place each quarter and there is a biannual executive council chaired by the Chief Executive. The councils consider the most important issues for the workplace, focus on how they can implement changes and then communicate these actions and progress to colleagues after meetings. Training is provided and there is a ‘news and views’ newsletter which promotes communication of any decisions made.
Page 20
MidCounties Co-Operative 2 of 2• FOLLOWING A MERGER IT WAS FELT A NEW
CULTURE SHOULD BE BUILT ACROSS THE BUSINESSES AND REGIONS-co-operative, 7800 employees-BENEFITS AND ACHIEVEMENTS
• Carried out a review of carrier bag usage• Launched a paper recycling initiative• Put up new colleague noticeboards• Reviewed bonus payments• Held a review of support materials, such as benefits
booklet• Achieved 89% participation in annual colleague
survey
Page 21
Royal College of Nursing 1 of 2• IN 2007 EMPLOYEE ENGAGEMENT WAS ONLY
54%, WIH 18% OF THE WORKFORCE HAVING EXPERIENCED BULLYING & HARASSMENT-trade union, 800 employees-WHAT IT DID
• Developed a Dignity at Work charter• Set up a cross-organisational working group
including union representation• Invited all employees to comment on results of
the discussions of 22 focus groups• Launched Dignity at Work with a live webcast to
all RCN offices
Page 22
Royal College of Nursing 2 of 2• IN 2007 EMPLOYEE ENGAGEMENT WAS ONLY 54%,
WIH 18% OF THE WORKFORCE HAVING EXPERIENCED BULLYING & HARASSMENT-trade union, 800 employees-BENEFITS AND ACHIEVEMENTS
• March 2009 showed 74% of employees were now engaged
• 77% think the RCN respects individual differences• 82% feel happy to work for the RCN (17% up on
2007)• A reduction in absenteeism and attrition
Page 23
TUI Travel 1 of 2• IMPLEMENT AN EFFECTIVE ENGAGEMENT
STRATEGY FOLLOWING A MERGER-travel business, 17000 employees-WHAT IT DID
• Asked for employee feedback for a new vision, values and strategy
• Created an employee brand ‘Be Social’• Aligned HR processes with the company vision• Developed communication channels to suit the
company’s range of demographics and roles• Launched a ‘Work in Partnership’ initiative to
give employees a role in the decision-making process
Page 24
TUI Travel 2 of 2• IMPLEMENT AN EFFECTIVE ENGAGEMENT
STRATEGY FOLLOWING A MERGER-travel business, 17000 employees-BENEFITS & ACHIEVEMENTS
• 15 months after the merger, 97% of the top 700 managers said they would work over and above what is expected of them
• Decisions made in the ‘Work in Partnership’ forums meant that the deadlines for integration were achieved
• ‘Be Special’ is now more than a brand, and has come to represent the newly merged entity’s culture
Page 25
Vodafone 1 of 2• HIGHLY MOTIVATED WORKFORCE, FOCUS ON USING
ENTERTAINING EXPERIENCES• Cut the number of surveys from 14 to four• Ran an employee music competition with a touring
recording studio• Published e-zines, posters, newsletters and a Chief
Executive’s blog• Ran an internal football tournament with a main prize
of Cup Final tickets• Developed and introduced tailored NVQs and
apprenticeships• Held environmental roadshows and encouraged
participation in community projects
Page 26
Vodafone 2 of 2• HIGHLY MOTIVATED WORKFORCE, FOCUS ON USING
ENTERTAINING EXPERIENCES• Its employee engagement index score is now
72.4/100-its highest yet• Made the Sunday Times 20 Best Companies to Work
For list for the second year running• Made the Financial Times 50 Best Places to Work list in
first year of entering• 80% of customer-facing staff have access to
professional qualifications, and its 92% NVQ pass rate is one of the highest in the UK
Page 27
Staying onside
Page 28
Staying onside• HOW TO KEEP THE WORKFORCE ONSIDE• Show that you have a plan• Be open but be realistic• Do it in person• Involve your people• Show your compassion• Redefine success• Offer recognition• Keep on celebrating
Page 29
Views on engagement
Page 30
Views on engagement• Educational differences abound• Occupation dictates what is important• Women value relationships at work• Age doesn’t just bring experience, but
different engagement• Ethnicity impacts career progression
engagement
Page 31
Creating an engaging environment
Page 32
Creating an engaging environment• Focus on creating a performance-led
culture to deliver future organisational goals
• Define your employee value proposition• Set your priorities, then focus on the key
elements and deliver them to an outstanding level
• Create a coherent story, not just a series of related initiatives
Page 33
Communication
Page 34
Communication• COMMUNICATING THE ENGAGEMENT STRATEGY• Involve as many of your HR team in the process as possible,
so that the strategy becomes a shared story.• Spend one-to-one time with key senior managers to
address their concerns and ensure they see the benefit to their part of the business.
• Share the strategy directly with the wider management population-don’t assume they’ll read emails or that others will articulate your strategy clearly.
• Bring the strategy to life-focus on the benefits for each group and on the role that managers will play in delivering it.
• Ensure people have plenty of time to ask questions.• Keep revisiting the message and highlight the benefits as
they become apparent.
Page 35
Return on investment
Page 36
Return on investment• MEASURE THE ROI FROM ENGAGEMENT• Use a combination of business and HR
metrics• Evaluate all aspects of the employee life
cycle using a range of measurement sources
• Ensure you can access reliable date when you need it.
Page 37
Engagement in a recession
Page 38
Engagement in a recession• IMPROVING ENGAGEMENT IN AN ECONOMIC DOWNTURN• Cheer up the office mood by throwing a staff party or night
out, or provide free food at work• Give constant praise, encouragement and recognition to
employees• Reassure staff about job security where possible• Encourage more flexible working (reducing hours reduces
pay)• Make sure senior management come across as involved,
positive and honest• Communicate, even if there’s no new news, and enable
employees to feed back concerns• Ramp up employee training; make sure they are
comfortable in their roles and know the job inside out
Page 39
Management behaviours
Page 40
Management behaviours 1 of 2
• TOP BEHAVIOURS OF ENGAGING MANAGERS• Communicates, makes clear what is expected• Listens, values and involves team• Supportive, backs team/you up• Target focused• Clear strategic vision• Show active interest in others• Good leadership skills• Respected
Page 41
Management behaviours 2 of 2
• TOP BEHAVIOURS OF DISENGAGING MANAGERS• Lacks empathy/interest in people• Fails to listen and communicate• Self-centred• Doesn’t motivate or inspire• Blames others, doesn’t take responsibility• Aggressive• Lacks awareness• Doesn’t deliver
Page 42
Exit interviews
Page 43
Exit interviews 1 of 2
• WANT TO STOP THEM LEAVING?• In the first instance, make sure the person is in
the right job-match talent and training to the role • Provide feedback on performance-regular
communication is critical• Be available to your team • Treat all employees with fairness and respect• Help team members to balance work and home
life
Page 44
Exit interviews 2 of 2
• WANT TO GET LEAVERS BACK?• Give exit interviews to people who were
productive or eligible to return• Get to the bottom of why people leave-don’t
accept soft soap• Let some time pass after departure and then…• Keep regular quarterly contact with leavers to
gauge their happiness-or otherwise• Make sure if they know they have made a mistake
you are there to advise-and would perhaps welcome them back
Page 45
The MacLeod Review
Page 46
The MacLeod Review
• RECOMMENDATIONS• National campaign on engagement• Senior sponsor group to raise awareness. • Support for employers, including case studies
and coaching advice made available from March 2010.
• Existing government resources including Acas, UKCES and Sector Skills Councils should be aligned to provide better support in developing skills needed for engagement.
Page 47
Case studies
Page 48
Case studies A-L
Page 49
Case studies M -Z
Page 50
Conclusion & Questions
Page 51
Conclusion
• Summary• Questions