Employee Engagement in Organisations:
The first days for ambitious HR functions
‘Think HR. Think Human
Capital.’ Tour 2013
Employee Engagement Conference Osney Media
London UK September 2013
Nicholas J Higgins, DrHCMI MSc Fin (LBS) MBA (OBS) MCMI
CEO, VaLUENTiS Ltd & Dean, International School of Human Capital Management (‘ISHCM’)
© 2013
All rights reserved.
Please e-mail [email protected] regarding any matters of reproduction/ organisational distribution.
‘Celebrating ten years 2003-13’
• First British firm to introduce Employee Engagement model (known as the ‘5D’)
• First to publish live client HR scorecard linking with employee engagement
• First to introduce CQ&Q people management evaluation tool (‘Management Pathfinder’ and ‘VB-HR Rating’)
• First to introduce global value-based HR function (VB-HR™) profiler
• First to comprehensively evaluate the value of the Investors in People framework
• First to publish global Human Capital Reporting Standards (GHCRS2006 open source)…
• Globally, first to set-up dedicated, practitioner-based Business School on Human Capital Management
• First to introduce Masters in Human Capital Management
• First British business school to offer dedicated people management qualifications online (HCMI)
• Globally, first School to offer Masters qualification with CMAS® technology
Source: The Enterprise-wide Application of Human Capital Intelligence (HCMi), N J Higgins & G Cohen ,VaLUENTiS white paper
When leading edge means leading edge…
HCM Intelligence – ‘The Full Monty’
HC Measurement & evaluation
•Absenteeism
•Turnover (voluntary)
•Turnover (involuntary)
•Recruitment cost per FTE
•Time to fill
•Training days per FTE
•Training spend per FTE
•Revenue per FTE
•Profit per FTE
•HR FTE: FTE
•Employee costs per FTE
•HR costs per FTE
•% females in senior management roles
5.2%
8.6%
1.8%
£12,569
38 days
3.5
£871
£365,121
£67,119
1:112
£27,469
£1356
23%
•HCI (used with revenue per FTE to calculate HCIR per FTE)
•HR budget (adjusted using standard template)
•MD spend
•Internal/external management position fill ratio
•No of industrial tribunals
•% union membership
•HR service delivery (IT mix)
Plus portfolio of tertiary indicators which are more context/organisation specific
•HR spend per FTE
(adjusted using standard template)
•Formal job offer success
Plus portfolio of tertiary indicators which are more
context/organisation specific
•HC leverage
•HCIR per FTE
•HC Investment ratio
•Employee engagement
•Voluntary turnover1
•Absenteeism1
•Accident/injury rate
•VB-HR™
Rating
•HC Performance
•HCI (used with revenue per FTE to calculate HCIR per FTE)
•HR budget (adjusted using standard template)
•MD spend
•Internal/external management position fill ratio
•No of industrial tribunals
•% union membership
•HR service delivery (IT mix)
Plus portfolio of tertiary indicators which are more context/organisation specific
•HR spend per FTE
(adjusted using standard template)
•Formal job offer success
Plus portfolio of tertiary indicators which are more
context/organisation specific
•HC leverage
•HCIR per FTE
•HC Investment ratio
•Employee engagement
•Voluntary turnover1
•Absenteeism1
•Accident/injury rate
•VB-HR™
Rating
•HC Performance
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION
DESIGN
PERFORMANCE
ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT
MANAGEMENT
TRAINING &
DEVELOPMENT
79.6
+
81.3
+
74.2
67.4
+
61.5
43.1 +
48.7
64.2
62.859.460.3
+
68.4
65.759.9 41.6
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATE ORGANISATION
COMMUNICATIONS
ORGANISATION
DESIGN
PERFORMANCE
ORIENTATION
RESOURCING
RETENTION
REWARD
TALENT
MANAGEMENT
TRAINING &
DEVELOPMENT
79.6
+
81.3
+
74.2
67.4
+
61.5
43.1 +
48.7
64.2
62.859.460.3
+
68.4
65.759.9 41.6
Human
Capital
Practices
Human
Capital
Practices
External
Value
Proposition
External
Value
Proposition
Customer
Satisfaction
Customer
Satisfaction
Customer
Loyalty
Customer
Loyalty
Revenue
Growth
Revenue
Growth
ProfitabilityProfitability
Employee
Retention
Employee
Retention
Individual/
team
Productivity
Individual/
team
Productivity
‘Local’
Management
‘Local’
ManagementCost controlCost control
ComplianceCompliance
Portfolio mixPortfolio mix
X-sellingX-selling
ServiceService
Work valuesWork values
Line-of-sightLine-of-sight
DevelopmentDevelopment
RewardReward
Work environmentWork environment
Employee
Engagement
Employee
Engagement
Leadership
&
governance
Leadership
&
governance
Shareholder
value
Shareholder
valueEmployer
brand
Employer
brand
Human
Capital
Practices
Human
Capital
Practices
External
Value
Proposition
External
Value
Proposition
Customer
Satisfaction
Customer
Satisfaction
Customer
Loyalty
Customer
Loyalty
Revenue
Growth
Revenue
Growth
ProfitabilityProfitability
Employee
Retention
Employee
Retention
Individual/
team
Productivity
Individual/
team
Productivity
‘Local’
Management
‘Local’
ManagementCost controlCost control
ComplianceCompliance
Portfolio mixPortfolio mix
X-sellingX-selling
ServiceService
Work valuesWork values
Line-of-sightLine-of-sight
DevelopmentDevelopment
RewardReward
Work environmentWork environment
Employee
Engagement
Employee
Engagement
Leadership
&
governance
Leadership
&
governance
Shareholder
value
Shareholder
valueEmployer
brand
Employer
brand
VB-HR™ Rating
Workforce Intelligence
HR Strategy
OrganisationalHCM
Capital
B B R
BBRCCCCCC
BBRCCCB
HCMArchitecture
BBRBB
Management Employees
BBRCCCB
BBRCCCCCC
HR Customer-
agency
BB
HR Capability
BB
HumanCapital
HR Functional Capital
Human Capital Management
Overall
ranking
AAAAAABBBBBBCCC
CC
C
R
rmin
r
RR
RRRB RB
HR Procurement
RBB
RBBBB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
VB-HR™ Rating
Workforce Intelligence
HR Strategy
OrganisationalHCM
Capital
B B R
BBRCCCCCC
BBRCCCB
HCMArchitecture
BBRBB
Management Employees
BBRCCCB
BBRCCCCCC
HR Customer-
agency
BB
HR Capability
BB
HumanCapital
HR Functional Capital
Human Capital Management
Overall
ranking
AAAAAABBBBBBCCC
CC
C
R
rmin
r
RR
RRRB RB
HR Procurement
RBB
RBBBB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
BB
BB
R
EFFECTIVENESS
MAINTENANCE
RISK
3.11
Managing
ASP/software/
Outsource Providers
4.11
Managing
ASP/ERP/soft
ware/Outsour
ce Providers
1.6
HR Policy
2.5
Organisation
Restructure/
Change/ Development
3.1
Workforce
Planning
1.7
HR
Performance/
Strategy
Review/ Audit
1.1
Employer
brand
4.1
Needs
Assessment
6.1
Total Reward
Programme
7.1
Employee
Communications
8.2
Risk
Assessment
1.2
HR Value
Proposition
1.3
HR Delivery
Structure
1.4
HC Reporting
1.5
HR Capability
10.9
Reporting/
Interfaces
2.6
Acquisition/
Divestiture/
Start-up Due
Diligence/ Support
2.1
Organisationa
l Design/
Capability
Planning –
Business Unit
Level
2.2
Organisationa
l Design/
Capability
Planning –
Multi-country
Level
2.3
Organisationa
l Design/
Capability
Planning –
Global Level
2.4
Job
Classification/
Evaluation
3.2
Candidate
Identification
Services
3.3
Job Profile
Services/
Requisition Processing
3.4
Candidate
Selection
3.5
Temporary
and
Contractor
Staffing
3.6
General
Employment Services
3.7
Relocation
3.8
Outplacement Services
3.9
Employment
Law Services
3.10
Consulting
Line
Managers On
Staffing Issues
4.2
General
Training
Design,
Development
and Delivery
4.3
Training &
Development Management
4.4
Technical/
Functional/
Policy &
Procedure
Training
4.5
Employee
Induction/
Orientation
4.6
Competencies
/ Skills Model
Development
And
Assessment
4.7
Leadership/
Management Development
4.8
Executive Development
4.9
Career Development
4.10
Consulting On
Managerial
Issues
5.1
Performance
(Talent)
Management
Assessment
5.2
Performance
(Talent)
Management Development
5.3
Performance
Reviews
5.4
Succession
(Talent) Management
6.2
Wage And
Salary
Management
6.3
Bonus/Incenti
ve/ Stock
Options
Compensatio
n
6.4
Senior/
Executive
Compensatio
n
7.2
Benefits
7.3
Attendance/
Leave Of
Absence/ Exit
Interviews
7.4
Return-To-
Work and Job
Accommodati
on
8.1
Risk
Management/
Regulatory
Compliance/ Security
9.1
HRIS Strategy
9.2
HRIS
Planning
10.1
Payroll
10.2
Employee/
Manager
Interaction/
Problem
Resolution
10.3
Time
Reporting
10.6
Tax
Reporting/
Audit
10.7
Employee
Reimburseme
nt
10.8
Statutory
Benefits/
Miscellaneous
Admin
10.10
Managing
Outsource
Providers
1.8
Managing
External
Consultants/
Outsource Providers
2.7
Managing
External
Consultants/
Outsource
Providers
5.5
Attendance
Management
6.5
Expatriate
Compensatio
n
7.5
Company
Policies And
Procedures
8.3
Accident
Prevention
and Training
Programmes
8.4
Health/Medica
l Programmes
9.3
HRIS Support
9.4
Employee
Research &
Modelling
5.6
Employee
Coaching
6.6
Compensatio
n
Analysis/Pay
review
6.7
Healthcare/
Welfare/
Statutory/
Other Benefit
Programmes
7.6
Collective
Bargaining/
Negotiating/
Consultative Processes
7.7
Work
Practices For
Represented
Employees
8.5
Incident
Tracking and
Reporting
8.6
Managing
External
Consultants/
Outsource Providers
9.5
Benchmarkin
g
9.6
Measurement
and Reporting
10.4
Special Pay,
Adjustments
And
Deductions
10.5
Payroll
Accounting/
Recon/
Manual
Calculations
&
Disbursement
5.7
Employee
Counselling/
Case
management
5.8
PM
Compliance
Support
6.8
Pension
Management
6.9
Retirement
Planning/
Counselling
And
Administratio
n
7.8
Conflict and
Issue
Resolution
7.9
Corporate/
Community
Social
Responsibility
9.7
Employee
Records/Case
management/
Data
Maintenance
9.8
Reporting/
Interfaces
9.9
Managing
ASP/software/
Outsource
Providers
5.10
Managing
ASP/ERP/
Software
Providers
5.9
Consulting To
Line
Managers On
Performance
Issues
6.10
Managing
External
Consultants/
Outsource
Providers
7.10
Government/
Legislative Issues
7.11
Managing
External
Consultants
HR
GOVERNANCE
ORGANISATION
DESIGN
RESOURCING TRAINING &
DEVELOPMENT
PERFORMANCE
(TALENT)
MANAGEMENT
REWARDEMPLOYEE
RELATIONS
& COMMS
EMPLOYEE
HEALTH &
SAFETY
HRIS &
MEASURE-
MENT
PAYROLL
3.11
Managing
ASP/software/
Outsource Providers
4.11
Managing
ASP/ERP/soft
ware/Outsour
ce Providers
1.6
HR Policy
2.5
Organisation
Restructure/
Change/ Development
3.1
Workforce
Planning
1.7
HR
Performance/
Strategy
Review/ Audit
1.1
Employer
brand
4.1
Needs
Assessment
6.1
Total Reward
Programme
7.1
Employee
Communications
8.2
Risk
Assessment
1.2
HR Value
Proposition
1.3
HR Delivery
Structure
1.4
HC Reporting
1.5
HR Capability
10.9
Reporting/
Interfaces
2.6
Acquisition/
Divestiture/
Start-up Due
Diligence/ Support
2.1
Organisationa
l Design/
Capability
Planning –
Business Unit
Level
2.2
Organisationa
l Design/
Capability
Planning –
Multi-country
Level
2.3
Organisationa
l Design/
Capability
Planning –
Global Level
2.4
Job
Classification/
Evaluation
3.2
Candidate
Identification
Services
3.3
Job Profile
Services/
Requisition Processing
3.4
Candidate
Selection
3.5
Temporary
and
Contractor
Staffing
3.6
General
Employment Services
3.7
Relocation
3.8
Outplacement Services
3.9
Employment
Law Services
3.10
Consulting
Line
Managers On
Staffing Issues
4.2
General
Training
Design,
Development
and Delivery
4.3
Training &
Development Management
4.4
Technical/
Functional/
Policy &
Procedure
Training
4.5
Employee
Induction/
Orientation
4.6
Competencies
/ Skills Model
Development
And
Assessment
4.7
Leadership/
Management Development
4.8
Executive Development
4.9
Career Development
4.10
Consulting On
Managerial
Issues
5.1
Performance
(Talent)
Management
Assessment
5.2
Performance
(Talent)
Management Development
5.3
Performance
Reviews
5.4
Succession
(Talent) Management
6.2
Wage And
Salary
Management
6.3
Bonus/Incenti
ve/ Stock
Options
Compensatio
n
6.4
Senior/
Executive
Compensatio
n
7.2
Benefits
7.3
Attendance/
Leave Of
Absence/ Exit
Interviews
7.4
Return-To-
Work and Job
Accommodati
on
8.1
Risk
Management/
Regulatory
Compliance/ Security
9.1
HRIS Strategy
9.2
HRIS
Planning
10.1
Payroll
10.2
Employee/
Manager
Interaction/
Problem
Resolution
10.3
Time
Reporting
10.6
Tax
Reporting/
Audit
10.7
Employee
Reimburseme
nt
10.8
Statutory
Benefits/
Miscellaneous
Admin
10.10
Managing
Outsource
Providers
1.8
Managing
External
Consultants/
Outsource Providers
2.7
Managing
External
Consultants/
Outsource
Providers
5.5
Attendance
Management
6.5
Expatriate
Compensatio
n
7.5
Company
Policies And
Procedures
8.3
Accident
Prevention
and Training
Programmes
8.4
Health/Medica
l Programmes
9.3
HRIS Support
9.4
Employee
Research &
Modelling
5.6
Employee
Coaching
6.6
Compensatio
n
Analysis/Pay
review
6.7
Healthcare/
Welfare/
Statutory/
Other Benefit
Programmes
7.6
Collective
Bargaining/
Negotiating/
Consultative Processes
7.7
Work
Practices For
Represented
Employees
8.5
Incident
Tracking and
Reporting
8.6
Managing
External
Consultants/
Outsource Providers
9.5
Benchmarkin
g
9.6
Measurement
and Reporting
10.4
Special Pay,
Adjustments
And
Deductions
10.5
Payroll
Accounting/
Recon/
Manual
Calculations
&
Disbursement
5.7
Employee
Counselling/
Case
management
5.8
PM
Compliance
Support
6.8
Pension
Management
6.9
Retirement
Planning/
Counselling
And
Administratio
n
7.8
Conflict and
Issue
Resolution
7.9
Corporate/
Community
Social
Responsibility
9.7
Employee
Records/Case
management/
Data
Maintenance
9.8
Reporting/
Interfaces
9.9
Managing
ASP/software/
Outsource
Providers
5.10
Managing
ASP/ERP/
Software
Providers
5.9
Consulting To
Line
Managers On
Performance
Issues
6.10
Managing
External
Consultants/
Outsource
Providers
7.10
Government/
Legislative Issues
7.11
Managing
External
Consultants
HR
GOVERNANCE
ORGANISATION
DESIGN
RESOURCING TRAINING &
DEVELOPMENT
PERFORMANCE
(TALENT)
MANAGEMENT
REWARDEMPLOYEE
RELATIONS
& COMMS
EMPLOYEE
HEALTH &
SAFETY
HRIS &
MEASURE-
MENT
PAYROLL
HC Productivity Statement
CONTRACTED RESOURCE ye 31st Dec 2005 ye 31st Dec 2004
Total number of FTE days contracted in year 3,530,340 3,401,289
Total number of FTE vacation days taken in year
336,987 333,144
TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE
3,193,353 3,068,145
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime
work (+)
61,932 65,371
FTE days lost to illness (-) 18,431 19,016
FTE days lost to work-related illness/injury (-) 2,773 2,816
FTE days lost to industrial action (-) 249 167
FTE days recorded as lost under miscellaneous
(-)
763 1,075
ACTUAL NUMBER OF CONTRACTED FTE DAYS WORKED
3,233,069 3,110,442
PRODUCTIVITY
HCI*Revenue per FTE day (optimal) £192.96 £185.42
HCI*Revenue per FTE day (actual) £190.59 £182.90
HCI*Revenue per FTE day differential £2.37 £2.52
EMPLOYER-EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5
Employer brand index 71.3 71.0
HUMAN CAPITAL MANAGEMENT INDEX
VB-HR Rating BB-BB-R BB-B-R
HC Performance Sustaining + Sustaining +
HC Productivity Statement
CONTRACTED RESOURCE ye 31st Dec 2005 ye 31st Dec 2004
Total number of FTE days contracted in year 3,530,340 3,401,289
Total number of FTE vacation days taken in year
336,987 333,144
TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE
3,193,353 3,068,145
WORK RESOURCE ADJUSTMENT
FTE days gained through recorded overtime
work (+)
61,932 65,371
FTE days lost to illness (-) 18,431 19,016
FTE days lost to work-related illness/injury (-) 2,773 2,816
FTE days lost to industrial action (-) 249 167
FTE days recorded as lost under miscellaneous
(-)
763 1,075
ACTUAL NUMBER OF CONTRACTED FTE DAYS WORKED
3,233,069 3,110,442
PRODUCTIVITY
HCI*Revenue per FTE day (optimal) £192.96 £185.42
HCI*Revenue per FTE day (actual) £190.59 £182.90
HCI*Revenue per FTE day differential £2.37 £2.52
EMPLOYER-EMPLOYEE RELATED INDICES
Employee engagement index 69.2 68.5
Employer brand index 71.3 71.0
HUMAN CAPITAL MANAGEMENT INDEX
VB-HR Rating BB-BB-R BB-B-R
HC Performance Sustaining + Sustaining +
Human Capital Operating Statement
ye 31st Dec 2005 ye 31st Dec 2004
OPERATING INCOME %
Revenue (£000s) 1,057,016 1,015,020
FTEs 16,352 16,047
Revenue per FTE 64,641 63,253
OPERATING COSTS
Total operating costs (£000s) 904,371 815,094
People costs (£000s) 532,181 464,317
Human Capital Intensity (HCI) 58.85 56.96
OPERATING INCOME ATTRIBUTABLE
TO HC (HCIR per FTE)
38,041
36,029
£ % £ %
ANCILLARY PEOPLE COSTS (APC)
Training & Development costs (£000s) 8,176 7,342
Recruitment costs (£000s) 2,314 2,954
Health & Safety costs (£000s) 740 691
HR functional and related costs (£000s) 6,254 6,879
Outplacement costs (£000s) 256 53
Total 17,740 17,919
HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26
Human Capital Operating Statement
ye 31st Dec 2005 ye 31st Dec 2004
OPERATING INCOME %
Revenue (£000s) 1,057,016 1,015,020
FTEs 16,352 16,047
Revenue per FTE 64,641 63,253
OPERATING COSTS
Total operating costs (£000s) 904,371 815,094
People costs (£000s) 532,181 464,317
Human Capital Intensity (HCI) 58.85 56.96
OPERATING INCOME ATTRIBUTABLE
TO HC (HCIR per FTE)
38,041
36,029
£ % £ %
ANCILLARY PEOPLE COSTS (APC)
Training & Development costs (£000s) 8,176 7,342
Recruitment costs (£000s) 2,314 2,954
Health & Safety costs (£000s) 740 691
HR functional and related costs (£000s) 6,254 6,879
Outplacement costs (£000s) 256 53
Total 17,740 17,919
HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26
PeopleFlow® Statement
STAFFING ye 31st Dec 2005 ye 31st Dec 2004
%
No of full-time staff at start of year 14,011 13,865
Number of part-time staff at start of year (FTE
eqv)
1,932 1,491
Number of other at start of year (FTE eqv) 104 175
Full time equivalents (FTEs) at start of year
16,047 15,531
STAFFING MOVEMENT % £ %
Number of FTEs recruited in period (+) 1,427 1,874
Number of acquisitioned FTEs during period (+) - -
1,427 1,874
Number of voluntary leavers (FTE) in period (-) 996 1,065
Number of FTEs made redundant or outplaced in period (-)
35 217
Number of FTE retirements in period (-) 91 76
Number of FTEs outsourced in period (-) -
Full time equivalents (FTEs) at end of year 16,352 16,047
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 5.3
Mean age of workforce 34 34
Retirement population 5,391 5,304
PeopleFlow® Statement
STAFFING ye 31st Dec 2005 ye 31st Dec 2004
%
No of full-time staff at start of year 14,011 13,865
Number of part-time staff at start of year (FTE
eqv)
1,932 1,491
Number of other at start of year (FTE eqv) 104 175
Full time equivalents (FTEs) at start of year
16,047 15,531
STAFFING MOVEMENT % £ %
Number of FTEs recruited in period (+) 1,427 1,874
Number of acquisitioned FTEs during period (+) - -
1,427 1,874
Number of voluntary leavers (FTE) in period (-) 996 1,065
Number of FTEs made redundant or outplaced in period (-)
35 217
Number of FTE retirements in period (-) 91 76
Number of FTEs outsourced in period (-) -
Full time equivalents (FTEs) at end of year 16,352 16,047
STAFFING MISCELLANEOUS
Mean tenure (years) 5.2 5.3
Mean age of workforce 34 34
Retirement population 5,391 5,304
HCM Intelligence
Management Pathfinder
(OE indicators) ‘RADAR’
Employee engagement
Basic metrics
Measurement pyramid
Modelling analytics linking performance to human capital
(management)
HR delivery and
operational risk
Human capital reporting
‘A selection of previous relevant presentations…’
7
Part I
Baselines…
8
“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.”
Our mission
9
Employee Engagement: Whose responsibility is it anyway?
The traditional view of employee engagement
contributing to improved organisational
performance...
Higher employee
engagement
Higher productivity
Higher organisation performance
Human capital management practice and
employee engagement contributing to improved
organisational performance (‘POP’ system)
Higher employee
engagement
Higher productivity
Higher organisation performance
More effective human capital management
“Employee engagement is an ‘outcome-based’ concept.
It is the term used to describe the degree to which employees can be ascribed as ‘aligned’ and ‘committed’ to an organisation such that they are at their most productive.”
VaLUENTiS International School of HCM 2005
The concept of Employee Engagement: A synthesis of antecedent theories and empirical evidence with human capital
management practice related to organisation performance – 100 years in the making
Source: The antecedents of Employee Engagement, Nicholas J Higgins - 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
14
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.”
Employee engagement as a sum of constant work ‘forces’ (VaLUENTIS EESoF model) illustrative vectors
interpersonal conflict
incentive misalignment
perceived reward inequity short-staffed
uncaring new boss
poorly communicated reorganisation
enlarged role
planned training
cancelled
Well-received performance appraisal hit personal
targets/ objectives
hit team targets/ objectives
salary increase
enrolled on MD programme
“A further, more up to date interpretation…”
“Human Capital Management is the term which is used to describe an organisation’s multi-disciplined and integrated approach to optimising the capabilities and performance of its management and employees.”
VaLUENTiS International School of HCM 2005
‘Management Pathfinder®’
Management Pathfinder ‘one-line descriptors’ [Reference]
Diversity [E2] The focus and effectiveness of diversity of the workforce and diversity policies within the organisation
Employee Centricity [legacy indicator] optional reporting indicator The degree to which the organisation has ‘employee-centric’ policies in place and delivers on them in terms of effectiveness including historical perspective
Employer Brand [E1] The degree to which the organisation has an identifiable brand and its contribution/ effectiveness in related organisational areas
HR Governance [H1] [expanded version only] The overarching management of HR as a function governance of Human Capital Management within the organisation.
HR Operational Excellence [H2] [expanded version only] The degree to which the HR function possesses the requisite competence and executes its delivery objectives in terms of quality and effectiveness
Leadership [F1] The perceived effectiveness of distributed leadership across the organisation
Organisation Climate [S1] The degree to which the current operating environment with in the organisation is seen to be a positive/negative factor
Organisation Communications [S2] The current effectiveness of communications in the organisation as perceived by managers and employees
Organisation Design [S3] The degree to which the overall organisation architecture, e.g. management structure, job/role design is effective
Performance Orientation [F3] The degree to which the organisation is viewed as effective in terms of focus and actions re performance related areas
Resourcing [V1] The effectiveness of current resourcing policies and processes/activities in terms of organisation requirements
Retention [V2] The effectiveness of current organisational retention approaches and efforts
Reward [V3] The effectiveness of current reward policy/strategy
Talent Management [F2] The effectiveness of current organisational approaches to talent, its scope and its management
Learning & Development [E3] The degree to which current approaches and application of training, learning and development are effective
Organisation Performance (as defined by organisation/unit scorecard measures and derivative metrics)
Examples of organisation performance areas:
Sales Revenue
Service delivery
Customer satisfaction
Patient care
Procurement
Operational risk
Product development
Organisation support
Safety
Quality
Cost…
20
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
Organisations and employee engagement:
The ‘4-ball’ practice 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
The ‘Six Pillars’…
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
Little. Limited.
Mostly ephemeral in nature.
Exists in pockets with variation in line management.
Good working knowledge embedded across
organisation.
No definition in use. Most likely borrowed
without any real ownership, or ‘false’ ownership.
Maybe borrowed with internalisation or adapted after some organisational
focus.
Distributed ‘ownership’, whether borrowed, adapted
or created.
Limited to absenteeism metrics, employee surveys
seen as event driven if done.
Probably undertaking surveys but with no valid
construct; response rate/PR main focus.
Will do measurement basics, even to the extent of
engagement index etc. Tick box is main focus.
People management evaluation/measurement
seen as ‘core’ on a par with CRM , finance etc.
Probably in the form of basic training/management
courses.
Probably in the form of basic management courses. Most likely carry out some form of
branded programme.
Will have a number of actioning elements in place but not necessarily joined
up.
Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus.
Does not exist.
May have something articulated on ‘strategies’.
Most likely collection of irrelevant case studies.
Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being
developed.
Easy access in different e-/physical formats at
different levels. Signals ‘embedded’ intent.
Will have varied mix of skilled people managers. Existing good performers
more through luck.
Will have varied mix of skilled people managers. Existing good performers
more through luck.
Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations.
Cohort of well-trained people managers exists with
talent pools. Regular evaluation/reinforcement.
‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’
I Grounded understanding of employee engagement
II
III
IV
V
VI
Working definition of employee engagement
Measurement wisdom
Actioning Infrastructure
EE-Performance Playbook
Competent leadership/ management
The ‘4-ball’ Employee Engagement reality matrix
Pillar
23
NEGATIVE NEGATIVE NEUTRAL POSITIVE Overall value to organisation performance/competitive advantage
0% 5% 10% 15% 20% 25% 30% 35% 40%
Understood across majority of managers and employees
Understood across majority of managers
Understood in some areas of management
Managers have heard the term but have little understanding
We collectively don’t really use the term
In your organisation/business unit how well is the concept of
employee engagement understood (and its potential impact in
the workplace – the Why)?
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
As an organisation/business unit we provide learning on
employee engagement and its impact...
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
At induction for line managers ONLY
Don’t know
At induction for employees and line managers
As part of our development programme for line managers ONLY
As part of our development programme for both employees and line managers
We do not currently provide structured learning on employee engagement
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
Does your organisation/business unit use a definition of
employee engagement?
0% 10% 20% 30% 40% 50% 60%
Yes
No
Don't know
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
How easy is this definition for communication and measurement
purposes across the organisation?
Easy to remember – Easy to measure
39%
Easy to remember – Hard to measure
21%
Hard to remember – Easy to measure
7%
Hard to remember – Hard to measure
9%
Don’t know 24%
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
How do we know what we are measuring is employee
engagement?
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Don't measure/No answer provided
Answer provided doesn't explain
Use assumed model/advice of consultants
Non-answer
Part research explanation but vague
Underpinning theory model(s)/rationale given
*Note: Categories derived from open text reclassification
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
29
Part II
The first 100 days…
Employee Engagement - Actioning Infrastructure
4
3
1
2
Actioning Employee Engagement Infrastructure
(Purpose: ‘to embed’)
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
“Spinning plates cogs…”
Which of the following statements describes our
organisation/business unit’s approach to embedding employee
engagement infrastructure?
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
It’s basically in the guise of an action plan off the back of the employee survey
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 leadership/management education and actioning initiatives
We don’t have any recognisable support infrastructure
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
Management education,
assessment & reinforcement
People data
availability & quality
Employee survey
information & other
evaluations Management ‘positional mapping’
‘Game management’
Performance/ productivity/engagement ‘holes’
Initiating the first 100 days…
Employee survey information & other evaluations…
Once a year (census) 28%
Twice a year (census) 13% Once every two years
(census) 28%
Every quarter (pulse) including annual (census)
5%
As and when required 15%
None of the above 11%
Our organisation conducts an employee survey....
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
Less than 20 26%
20-40 23% 41-60
21%
61-80 24%
Over 80 6%
Our survey question set includes how many questions?
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
VaLUENTiS 5D Employee Engagement Framework
© VaLUENTiS Ltd 2002-13
Objectives awareness
Behaviour alignment
Role ‘fit’
Performance management
Feedback
Capability
Line-of-Sight
Remuneration equity
Bonus/incentives
Benefits
Role equity
Recognition
Promotional aspects
Reward (equity)
Cultural elements
Team dynamics
Communication
Resources
Local management
Physical environment
Work Environment
Development
Career progression
Competencies
Succession planning
Job/ Role architecture
Training/ Learning
Coaching/ Mentoring
Organisation design Performance/talent
management ‘Corporate’ Leadership
Communication Decision rights Work values
Trust
Organisation operating culture
A balanced mix of Question-statements plus
organisation performance data with generation of
indices/scorecards
Line-of-Sight Work Environment
VaLUENTiS 5D Employee Engagement Framework
Reward (equity) Development
That gives us around 10103 survey combinations
20Q
30Q
40Q
50Q
60Q
70Q
80Q
90Q
100Q
‘Standard sets’
Database contains over 1000 Question-Statements, though around 290 are ‘Stems’, the
rest are variations….
“Only one box in nine reflects the constant ‘high bar’ challenge for organisations in optimising engagement across the workforce on a daily basis”
Staff engagement: The challenge for organisations (The A-C Matrix)
© VaLUENTiS Ltd 2002-13
Likely to have performance,
attitudinal and/or
behavioural issues
More likely to have
performance/ capability issues
Knows what to do/achieve
but unlikely to achieve it
More likely to have objective
and/or ‘potential’
issues
Job gets done
Could do more
High probability of wasted
effort/ frustration
Less than optimally
productive - Could do
more ‘well’
Fully productive
Individual’s degree of Alignment
Degree of Commitment
Affective Continuance
Incongruent
Fully congruent
‘Doing the right things the right way for the
right reasons’
‘Doing the wrong things/ wrong way/
wrong reasons’
‘Having to stay’ ‘Wanting to stay’ ‘Feeling of ought to stay’
Staff engagement: The challenge for organisations (The A-C Matrix)
© VaLUENTiS Ltd 2002-13
Likely to have performance,
attitudinal and/or
behavioural issues
More likely to have
performance/ capability issues
Knows what to do/achieve
but unlikely to achieve it
More likely to have objective
and/or ‘potential’
issues
Job gets done
Could do more
High probability of wasted
effort/ frustration
Less than optimally
productive - Could do
more ‘well’
Fully productive 15%
10%
10%
5% 15%
25% 10%
5% 5%
“Typical organisational
split”
Individual’s degree of Alignment
Degree of Commitment
Affective Continuance
Incongruent
Fully congruent
‘Doing the right things the right way for the
right reasons’
‘Doing the wrong things/ wrong way/
wrong reasons’
‘Having to stay’ ‘Wanting to stay’ ‘Feeling of ought to stay’
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)
VaLUENTiS Management Pathfinder®: Client example (extended version)
With regard to the evaluation/measurement of people
management in your organisation/business unit, which one of
the following statements is the most accurate?
0% 5% 10% 15% 20% 25% 30% 35% 40%
We don’t measure on an ongoing basis
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
We use a sophisticated mix of measurement approaches including HR metrics, employee engagement, people
management, human capital reporting etc
Don’t know/Can’t decide
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
People data availability & quality…
Employee Engagement triangulation “Squaring the circle…”
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
New (re)hire data
Performance appraisal data
Employee/management survey data
Case data
Other internal survey/ assessment data
Exit data
Organisation event log data
Critical incident data
Social media data
Customer/client/ patient/citizen data
“To this - The Engagement-Performance Matrix”
Performance area
‘Hawthorne’ for the 21st
Century organisation”
“There is much that
organisations can do for
themselves”
Performance/ productivity/engagement ‘holes’…
‘P12 modes of productivity’
More likely to embrace set
values
More likely to produce higher grade/quality of
work (less errors)
More likely to be flexible to
organisation needs (if equitable)
Less likely to suffer stress
(but more likely to suffer burn-out)
More likely to achieve goals set
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
More inclined to share knowledge
Applied across all job roles in the context of the role specificity and environment which impact on individual and
collective performance
Example: Schering project 2003
HR- Focus
© VaLUENTiS VBM Analytics methodology 2008-13
Human Capital
Practices
Human Capital
Practices External
Value
Proposition
External
Value
Proposition
Customer Satisfaction
Patient Satisfaction
Customer Loyalty
Patient
experience
Revenue Growth
Quality of services
Profitability Use of Resources
Employee Retention
Staff Retention
Individual/ team
Productivity
Individual/ team
Productivity
‘ Local’ Management
‘ Local’ Management
Cost control Cost control
Compliance Compliance
Portfolio mix Safety
X - selling Clinical treatment
Service Patient focus
Work values Work values
Line - of - sight Line - of - sight
Development Development
Reward Reward
Work environment Work environment
Employee Engagement
Staff Engagement
Leadership &
governance
Leadership &
governance
Shareholder value
Trust
performance Employer brand
Employer brand
Portfolio mix Prompt service
X - selling Environment
Service Community
Example ‘Macro’ model NHS version 1.20
Mapping employee engagement and
organisation performance (example):
0.00% 10.00% 20.00% 30.00% 40.00% 50.00%
Yes
No
Don't know
0.00% 10.00% 20.00% 30.00% 40.00% 50.00%
Yes
No
Don't know
As an organisation/business unit, we link
our employee survey data with other
people data (e.g. appraisals, exit, absence
etc)?
As an organisation/business unit, we link our
employee survey data with other performance
data (e.g. sales, customer/patient/team
productivity, safety etc)?
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
Management ‘positional mapping’…
Embedding good employee engagement practice: ‘Mapping the management reality’
Individual Board members
Against embedding (Status quo OK)
Let it happen (Ambivalent/
non-committal)
Help it happen (qualified
supportive)
Make it happen (Actively
championing)
Senior managers
Middle managers
Line managers
Supervisors/Team leaders
Remember ‘actions speak louder than words…’
“Often overlooked: Impaired management engagement and its impact…”
910
860
813
790
760
Management client cadre sample 2010-11 Sample size: 1400 managers representing 20,000 employees
Score range 200-1000 Source: VaLUENTiS VB-HR™ Engagement database
‘Line management’ engagement score by percentile
‘Line Management’ engagement scores ‘bell curve’
Management client cadre sample 2010-11 Sample size: 1400 managers
(employee population: 20,000) Score range 200-1000
Source: VaLUENTiS Engagement database
14.5% below one standard deviation
738 1000 200
“Same data as previous slide – different graphic format…
Looking outside ‘the norm’ that’s one in seven line managers posing serious concern…”
13.9% above one standard deviation
“the norm”
Employee Engagement: Good people managers versus average managers......
...Good managers High probability of:
1. Being self-aware (score well on EI)
2. Treating staff as the organisation’s ,not their own ‘little army’
3. Being pro-active, forward looking and confident no matter the situation
4. Being knowledgeable of (successful) people-management approaches
5. Understanding the importance of clear one-to-one communication and being consistent
6. Getting results but not at the expense (or over-reliance on good performers)
7. Making tough calls when required for the benefit of the team
8. Don’t postpone/move important events such as individual reviews/appraisals etc
9. Understanding that most managerial decision-making is about equity in people situations/issues
10. Taking a natural interest in people development above the mandatory level
11. Challenging team performance in different ways
12. View management role as a ‘privilege’, not a right
...Average/poor managers High probability/tendency of:
1. Limited self-awareness
2. Treating staff as their own resource rather than organisation’s
3. Being reactive, backward-looking and/or display uncertainty on too many occasions
4. Being limited in their understanding of people management
5. Their communication too often being seen as vague or inconsistent when interacting with staff
6. Get results but tend to have higher absenteeism or turnover of staff
7. Deferring tough calls, preferring to political expediency even at the expense of others
8. History of postponing or procrastinating on individual events such as individual reviews/appraisals
9. Limited awareness of or disregard the equity principle when making managerial decisions
10. Show little interest in individual development save for mandatory skill requirements
11. See team management as a ‘chore’
12. View management role as a ‘right’, not a privilege
The ‘people competency’ of line management – the organisation view......
...common problems • Lack of understanding across managers as to
what good people management is and its impact
• Varied mix of line managers with variation in people practice and resulting issues
• No set bar to becoming line ‘people manager’, i.e. no ‘license to manage’
• Too many ‘B’-players in managerial positions who limit employee engagement potential
• Too often, HR as ‘personnel function’ compensates for deficiencies
...’fixes’ • Clear communicated framework of good people
management practice together with learning exposure
• Utilise management competency platform with structured programme of learning and assessments
• Adopt ‘license to manage’ standard with appropriate hurdles and gradings
• Instigate talent assessment where necessary, with career option route-paths including exit
• Assess if issue relates to cultural expectations, vague HR role definition/value proposition or all three, in conjunction with above actions
With regards to the competencies of people managers which of
the following statements best describes your organisation/
business unit?
0% 5% 10% 15% 20% 25% 30% 35%
Current people managers with requisite skills are there by luck through the recruitment process rather than anything else
Current people managers with requisite skills are there by luck through the recruitment process rather than anything else though some managers have
received some management training
Most, if not all, of our managers have been exposed to some form of structured leadership/management development
Most, if not all, of our managers have been exposed to some form of structured leadership/management development and continue to do so
ongoing
Some of our managers (through selection) have been exposed to some form of structured leadership/management development
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
Does your organisation/business unit operate a ‘license to
manage’ (or similar) threshold for managers to become people
managers?
Yes 20%
No 68%
Don't know 12%
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
Management education, assessment & reinforcement…
EE based Leadership Development…
Discussion groups
High
High
Low Learner autonomy over content
Lear
ner
au
ton
om
y o
ver
pro
cess
CBT Traditional classroom lecture
Qualifications
Informed reading
Action Learning events
Role Plays
Simulations /case studies
Mentoring, Coaching, Shadowing
Secondments
Structured reading
EE work sessions
Line of Sight
Work Environment
Reward & Recognition
Learning & Development
Operating culture
Awareness of objectives/goals
Individual’s behaviour aligned
Individual ‘fit’ with assigned roles
Performance management effectiveness
People receiving timely feedback/acted on
Know capabilities for promotion
SMART targeting/goals
Values alignment
Local management/leadership role model
Intra-team relations/cohesiveness
Have resources to carry out job
Team effectiveness/trust
Physical environment/facilities
Work-life balance
Sense of accomplishment
Team diversity
Reward equity intra-organisation
Reward equity extra-organisation
Benefits package component balanced
Performance-reward link
Recognition for contribution
Promotion for contribution/performance
Incentives encourage correct behaviour
Incentives encourage achievement
Individuals possess requisite competencies
Utilisation of individual skills
Pro-active training/ learning
Opportunities for personal development
Structured coaching/mentoring
Job/role architecture
Career progression paths
Succession planning
Inter-team relations/cohesiveness
Organisation decision rights
Performance/talent management
‘Corporate’ leadership
Pride with organisation
Effective decision-making
Work values
Organisational trust & openness
3
3
2
2
3
8
2
4
‘5D’ Employee Engagement case study diagnostic sheet © 2004-12
OVERALL
OVERALL
OVERALL
OVERALL
OVERALL
8
10
5
22
12
27
6
25
12
15
9
19
22
20
24
21
15
11
12
7
14
6
11
9
35
31
44
29
25
25
33
21
27
30
28
21
24
14
24
20
1
3
4
4
1
5
5
6
12
18
13
15
7
22
17
17
11
23
33
23
12
32
18
17
24
13
7
9
19
10
5
19
25
28
32
31
37
22
33
20
28
15
21
18
24
9
22
21
3
6
5
3
8
6
3
7
6
17
19
20
22
13
17
21
21
24
26
29
25
20
21
29
5
7
7
12
8
15
7
6
42
29
25
22
25
32
33
24
23
17
18
14
12
14
19
13
3
2
5
3
5
4
9
5
17
24
15
21
21
12
21
16
21
32
25
26
31
21
29
18
6
9
7
10
8
15
10
16
31
20
29
20
21
29
24
28
22
13
19
20
14
19
7
17
8
10
9
5
3
4
3
6
22
16
15
26
11
26
14
21
26
19
23
26
17
29
25
30
15
18
10
14
14
13
11
14
18
24
28
21
31
17
29
20
11
13
15
8
24
11
18
9
This is an example where front-line client projects meet management learning. VaLUENTiS has customised Harvard/ECCH case studies by adding employee engagement profiles along with human capital data and analytics to create a far more enriched and practical learning experience for managers/practitioners. It’s also unique and relatively cheap to deliver.
Problem Solving
Case study
1 day workshop
Module: Employee Engagement
Pre-module preparation
2-hr ‘work’ sessions ½ day workshop
CI CI CI Critical Incident
Mini- case study
Problem solving
Emp
loye
e b
ench
mar
k d
ata
(no
min
al s
et)
Pre-course assessment questionnaire
Post-course assessment questionnaire
Level 2 evaluation diagnostic
Level 2 & 3 evaluation diagnostic
Emp
loye
e b
ench
mar
k d
ata
(tim
e se
ries
set
)
3-6 Months (typical timeframe)
CI CI CI Critical Incident
Behavioural event journal
Post-course assessment
questionnaire
Pre-course assessment questionnaire
Structured coaching/ work group
Example of Employee Engagement structured module…
The theory states that monitoring and maintaining urban environments in a well-ordered condition may stop further vandalism as well as an escalation into more serious crime.
The ‘theory’ applied translates to: monitoring and maintaining work environments in a well-ordered management condition may stop further engagement erosion as well as an escalation into more serious disengagement issues.
Applied to employee engagement…
The ‘Broken Windows’ hypothesis
‘Game management’…
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
Game Management EE playbook example content
Does your organisation/business unit utilise an ‘Employee
Engagement playbook’…?
0% 10% 20% 30% 40% 50% 60% 70% 80%
Yes, in full
Yes, in part
Currently under design
No
Don’t know
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
67
Management education,
assessment & reinforcement
‘Not so much climbing as jumping the curve’…
ACTIONING
INFRA-STRUCTURE
People data
availability & quality
Employee survey
information & other
evaluations Management ‘positional mapping’
‘Game management’
Performance/ productivity/engagement ‘holes’
Little. Limited.
Mostly ephemeral in nature.
Exists in pockets with variation in line management.
Good working knowledge embedded across
organisation.
No definition in use. Most likely borrowed
without any real ownership, or ‘false’ ownership.
Maybe borrowed with internalisation or adapted after some organisational
focus.
Distributed ‘ownership’, whether borrowed, adapted
or created.
Limited to absenteeism metrics, employee surveys
seen as event driven if done.
Probably undertaking surveys but with no valid
construct; response rate/PR main focus.
Will do measurement basics, even to the extent of
engagement index etc. Tick box is main focus.
People management evaluation/measurement
seen as ‘core’ on a par with CRM , finance etc.
Probably in the form of basic training/management
courses.
Probably in the form of basic management courses. Most likely carry out some form of
branded programme.
Will have a number of actioning elements in place but not necessarily joined
up.
Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus.
Does not exist.
May have something articulated on ‘strategies’.
Most likely collection of irrelevant case studies.
Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being
developed.
Easy access in different e-/physical formats at
different levels. Signals ‘embedded’ intent.
Will have varied mix of skilled people managers. Existing good performers
more through luck.
Will have varied mix of skilled people managers. Existing good performers
more through luck.
Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations.
Cohort of well-trained people managers exists with
talent pools. Regular evaluation/reinforcement.
‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’
I Grounded understanding of employee engagement
II
III
IV
V
VI
Working definition of employee engagement
Measurement wisdom
Actioning Infrastructure
EE-Performance Playbook
Competent leadership/ management
The ‘4-ball’ Employee Engagement reality matrix
Pillar
69
NEGATIVE NEGATIVE NEUTRAL POSITIVE Overall value to organisation performance/competitive advantage
Employee Engagement in Organisations
0% 10% 20% 30% 40% 50% 60%
Play Down
Play Act
Play Safe
Play Make
Source: VaLUENTiS Employee Engagement in Organisations –
‘State of The Notion’ report, September 2013
*Note: Based on VaLUENTiS E3 INDEX scoring system
‘Think HR. Think Human
Capital.’ Tour 2013
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On-line tools and analytics
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tactics
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