Engagement January 2010
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Transcript of Engagement January 2010
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Employee engagement
by Fluid
January 2010
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Contents3-4 Introduction to Fluid5-6 Hot buttons7-10 Motivating factors11-12 Redundancies13-17 Survivor syndrome18-21 Happiness22-23 Inspiring managers24-25 Engaging line managers in
people management26-27 Interviewing for engagement28-29 Five recipes for a better
workplace30-31 Managing team morale32-33 Enjoying the public sector34-35 Volunteering36-38 Meaning and fulfilment39-40 Exercise A41-42 The MacLeod Review43-44 Exercise B45-46 Case studies47-48 Exercise C49-50 Conclusion and questions
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Introduction
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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
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Hot buttons
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Hot buttons• Money• Influence• Expertise• Independence• Relationships• Security• Status• Meaning and fulfilment• Creativity
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Motivating factors
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Motivating factors 1 of 2• 1946• 1980• 1986• 1992• 2007
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Motivating factors 2 of 2• Feeling appreciated• Being in on things• Sympathetic• Job security• Wages• Interesting work• Career opportunities• Loyalty to employees• Working conditions• Tactful discipline
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Motivating factors 2 of 2• Idealism• Independence• Working with others• Work-life balance• Expertise• Power and influence• Challenge• Entrepreneurship• Status• Security
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Redundancies
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Redundancies• Be prepared• Getting the message across• Provide support
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Survivor syndrome
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Survivor syndrome 1 of 4• IMPACT ON EMPLOYERS• Lower morale and commitment• Increased stress• Reduced motivation• Breakdown of trust in management• Lower productivity• Increased absence• Staff retention problems• Poorer performance• Greater risk avoidance
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Survivor syndrome 2 of 4• COPING WITH SURVIVOR SYNDROME• Have a clear communication plan• Continue communicating after downsizing• Offer training in soft skills• Consider counselling services• Involve the survivors• Manager conflict
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Survivor syndrome 3 of 4• MANAGING SURVIVOR GUILT• Communicate• Be visible• Acknowledge people’s feelings• Anticipate their questions• Know the legal background
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Survivor syndrome 4 of 4• NURTURING SURVIVORS• Say it straight• Get real• Show the way• Get your hands dirty• Pass the power• Set the goals• Be patient
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Happiness
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Happiness 1 of 3• Having a job in the first place• Job satisfaction• Gardening (not gardening leave)
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Happiness 2 of 3• BE HAPPY AT WORK• Decide what you really want to do• Focus on your strengths• Find a mentor• Avoid dwelling on mistakes• Stay positive
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Happiness 3 of 3• CREATING A HAPPY WORKFORCE• Conduct an employee attitude surveys to
find out what people really think• Find out why people leave• Provide regular, constructive feedback on
performance• Recognise achievement
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Inspiring managers
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Inspiring managers• Big ideas• Stay focused• Build momentum• Put people first• Encourage communication• Manage innovation• Listen to their conscience
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Engaging line managers in people
management
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Engaging line managers in people management
• Remove the barriers• Put yourself in their shoes• Communicate changes clearly• Obtain senior sponsorship• Reinforce positive behaviours• Equip managers with skills• Demonstrate the benefits• Keep going
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Interviewing for engagement
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Interviewing for engagement• Identify what you’re looking for• Screen applicants for engagement• Check for ‘job fit’• Chart your company culture• Use a consistent hiring process• Assess adaptability• Predict passion• Explore emotional maturity• Search for self-efficacy
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Five recipes for a better workplace
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Five recipes for a better workplace• Increase personal space• Boost concentration• Office improvement funds• A breath of fresh air• Tidy up
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Managing team morale
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Managing team morale
• Don’t be a downer• Be open• Tell people how it will affect them• Be consistent• Use the right channels• Get people involved• Use your imagination
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Enjoying the public sector
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Enjoying the public sector• Focus on the parts of the job you love• Think about what you want to achieve and
how you will get there• Take pleasure in inspiring others with your
positive attitude• Challenge yourself to find a way of enjoying
tasks you really hate• Be your own quality control-are you really
aiming for excellence in everything you do?
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Volunteering
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Volunteering• HOW TO RUN A VOLUNTEERING SCHEME• Do your research• Secure widespread support• Write a policy• Set objectives• Allocate resources• Find suitable partners• Recruit volunteers• Monitor and evaluate• Secure positive publicity
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Meaning and fulfilment
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Meaning and fulfilment 1 of 2• I feel I want to “put something back” into
society• I am concerned about the impact of my
work on the environment• I want my job to make a difference to
people’s lives• Every day I should feel as if I am doing
something meaningful• My job would make the world a better
place
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Meaning and fulfilment 2 of 2• CREATE MEANING IN THE WORKPLACE• Review your mission statement• Audit your reputation with stakeholders• Ask employees’ opinion of your corporate
culture• Introduce tailored benefits and rewards• Develop a strong performance
management system
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Exercise A
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Exercise A
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The MacLeod Review
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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.
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Exercise B
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Exercise B
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Case studies
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Case studies
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Exercise C
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Exercise C
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Conclusion & Questions
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Conclusion
• Summary• Questions