Engaging employees on sustainability_Green Business Conference
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Engaging employees on sustainability_Green Business Conference

on

  • 451 views

Engaged employees i.e. those who share business' values and objectives deliver almost 20% better results that their competition. Yet, on average only 17% employees in the UK and 13% worldwide are ...

Engaged employees i.e. those who share business' values and objectives deliver almost 20% better results that their competition. Yet, on average only 17% employees in the UK and 13% worldwide are fully engaged at work. Introducing sustainability into such environment can prove challenging, to say the least. How to ensure that your sustainability programme will turn into a lasting cultural change?

Statistics

Views

Total Views
451
Views on SlideShare
409
Embed Views
42

Actions

Likes
0
Downloads
5
Comments
0

3 Embeds 42

http://www.monikamaciejewska.com 33
http://pudcat.co.uk 7
http://www.pudcat.co.uk 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • 4 dimensions of employee engagement - GallupWhat do I get?: Materials and equipment to do the job are provided & i know what is expected from meWhat do I give?: Development is encouraged, recognition, I do what I do best Do I belong?: Best friends, co-workers committed to quality, share mission & vision, my opinion countsHow can we grow?: opportunities to grow, progress in last 6 months

Engaging employees on sustainability_Green Business Conference Presentation Transcript

  • 1. Engaging employees on sustainability Green Business Conference Roundtable Discussion To n b r i d g e , 1 9 t h N o v e m b e r 2 0 1 3 Monika Maciejewska Sustainability & CSR Strategist
  • 2. Agenda  UK workplace engagement ratio  Defining engagement  Towards sustainable engagement
  • 3. World-class engaged business are ... More productive (↑18%) Absenteeism ↓37% More profitable (↑16% ) Safer (Incidents ↓49% ) Source: Gallup, Employee Engagement, What’s your engagement ratio?
  • 4. UK engagement ratio  17% engaged employees in the UK *  57% not engaged employees in the UK*  £50 bn eliminating active disengagement would add to the UK’s economy *  9.1 days average sickness days taken by UK employee  3.5 days less sick days taken by engaged employees * Gallup, State of the Global Workplace Report 2013
  • 5. Employee engagement “Being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to other” CIPD
  • 6. Types of engagement  Engaged – loyal, psychologically committed to the organization, more productive, more likely to stay with their company for at least a year, less likely to have accidents on the job, and less likely to steal, have most of their performancerelated workplace needs met Not engaged - may be productive but they are not psychologically connected to their company, more likely to miss workdays and more likely to leave, have their performancerelated workplace needs met but have many needs unmet Actively disengaged - physically present but psychologically absent, unhappy with their work situation and insist on sharing that unhappiness with their colleagues, have most of their performance-related workplace needs unmet
  • 7. “To win in the marketplace you must first win in the workplace.” Doug Conant, former CEO of Campbell’s Soup
  • 8. Sustainability Sustainable Development development that meets the needs of the present without compromising the ability of future generations to meet their own needs” UN & Brundtland Report
  • 9. 3 pillars of sustainability  Environment (Planet)  Example initiatives: reduction of use of water, heat and electricity, CO2 (travel), waste minimisation  Social (People )  Example initiatives: charity fundraisers, volunteering in the community, apprenticeship programmes, skills enhancement, development programmes, community outreach  Economic (Profit)  Innovation, Resource efficiency, Risk management, sustainable sourcing policies, human rights
  • 10. Journey towards engagement Sustainability is a journey Preliminary stage Need for change Strategy & Vision •Ad-hoc projects •Driven by key people within an organisation, often with a personal interest in the topic •Not repeatable or scalable •Market opportunity •Business risk e.g. Social, supply chain •Financial gains e.g. Savings, new revenue streams •Social and cultural change • Establishing a sustainability leadership team •Creating sustainability vision •Developing sustainability strategies , setting goals and measureable targets
  • 11. Journey towards engagement Awareness & Knowledge Connection Commitment Action • Employees feel fully informed about Company’s sustainability goals and understand the reasoning behind it • Sustainability leadership team is the role model for the expected behaviour and attitude - leadership by example • Employees share Company’s vision and values • Employees have sufficient knowledge about sustainability • Employees are starting to relate to the topic at home and at work • Key business processes and sustainability objectives are being aligned • Short-term wins are becoming visible and provide sense of achievement • Time to reward people who made the wins possible • Employees show interest & initiative in sustainability • Sustainable innovation is being fostered • Eliminating processes, structures and policies that don’t fit with the vision • Time to identify develop, promote, nominate sustainability champions (change agents) • Injection of fresh energy into the strategy by starting new projects and forming theme focused working groups • Employees are actively participating in sustainability related activities and initiatives • Mid and long -term objectives are being met • Time to engage clients and suppliers on sustainability agenda • Celebrate successes & think about progression • Leadership development
  • 12. Why new initiatives fail Lack of vision Lack of leadership Wrong people for the job – sustainability champions Insufficient communication Failing to create short-term wins Lack of praise and recognition
  • 13. Summary Develop a sustainability vision – what are you trying to achieve Get people involved in defining sustainability strategy
  • 14. Summary Talk to your team about sustainability EFFECTIVE COMMUNICATION of VISION Simple Explain what & why Frequent Use examples Multiple forums Two way
  • 15. Summary Training & Passing on knowledge is important but not enough to create lasting change Leadership (!) Lead by example Motivate
  • 16. Summary Indentify your champions Look beyond roles & job functions Search for passion and real interest
  • 17. Summary Recognise achievements Always praise is public
  • 18. Summary Ensure high standard & Think about progression
  • 19. Summary Keep it interesting Sustainability can be fun!
  • 20. About us Our Mission To provide our clients with a peace of mind allowing them to grow their businesses in an ethical way
  • 21. Contact us Monika Maciejewska Sustainability & CSR Strategist e: info@monikamaciejewska.com w: www.monikamaciejewska.com t: @majooski in: www.linkedin.com/in/mmaciejewska