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Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
Developing your Employee Engagement Strategy for Business Success: Part 2
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Developing your Employee Engagement Strategy for Business Success: Part 2

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Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of …

Employee Engagement is a term used in organisations around the world, but how do you actually do it? In part 2 of this presentation, People Lab's Director Emma Bridger looks at the key components of the concept, helping you to understand how you can create successful, sustainable engagement.

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  • 1. Developing Your Employee Engagement Strategy For Business Success: Part 2
  • 2. 2 Time for a new approach… In Part 1, we took a closer look at: - Introducing employee engagement The business case How do you do it? Building an engagement strategy We looked at the traditional engagement approach – a transactional process, which is rarely followed up or acted upon. We think it’s time for a new approach – and in Part 2, we’ll let you in on the secret behind successful, sustainable employee engagement.
  • 3. 3 Time for a new approach – but what does this look like? What can we learn from positive psychology?
  • 4. Focus on the (positive) psychology of engagement The current paradigm: Work harder More Success Happier/ Engaged
  • 5. But this formula is scientifically broken • Every time we have a success the goalposts change: we reach our sales targets, so we get set higher targets • So we’re continually pushing happiness over our cognitive horizon • And in fact…. The opposite is true – positive brains perform significantly better than negative, neutral or stressed brains • So if we focus on creating happy, positive, engaged brains, or people, we are more successful • Research shows increases in intelligence, creativity and energy when we are in a positive state • This translates into business outcomes
  • 6. Positive thinking • Lyobomirsky 2005 found: – 31% increase in productivity – Improved resilience – Less burnout – Less employee turnover – Increased sales by 37% – When your brain is in a positive state it performs better then in a neutral, negative or stressed state
  • 7. Why is this? The formula is the wrong way round Happier/ Engaged Work harder More Success • Being in a positive brain state releases Dopamine • This makes you feel happier • But it also turns on all your learning centers in your brain
  • 8. Taking a strength based approach to engagement using appreciative inquiry Definition “what frames our inquiry” Framing Discovery “the best of what is” Appreciating Destiny “How will we get there” Sustaining Dream “What could be” Envisioning Design “What should be” Co-constructing
  • 9. The employee engagement toolkit CHANGE SEE THE DIFFERENCE BE THE DIFFERENCE IMAGINE THE DIFFERENCE SHAPE THE DIFFERENCE
  • 10. Did it work? • 87% of employees voluntarily signed a consent form to reduce salaries if required –potential £1.2 million saving • Survey response rates increased from 50% to 94% • Improved engagement scores across the board • Contribution towards £2.5 million reduction in operating costs • Volume of local activity focusing on reducing costs and increasing sales • An example of best practice, finalist CIPR Pride awards and Personnel Today awards
  • 11. Engagement techniques Appreciative inquiry Storytelling Anecdote circles Employee has a voice and feels listened to Employee led change Conversations Listening groups
  • 12. Measuring Engagement
  • 13. The measurement challenge What are we actually measuring? – this is why our definition is so important! “you sort of smell it don’t you? What goes on in meetings, how people talk to each other. You get their sense of energy, engagement, commitment, belief in what the organisation stands for…” Lord Currie, Dean of Cass Business School “you know if when you see it” David MacLeod
  • 14. The Survey • Useful as a foundation for insights for action • Health warning – it is only a small part of the jigsaw! • There are a whole range of different survey tools out there, exactly what aspect of engagement these tools analyse will vary: 1. Level of engagement as a scale or percentage – allows benchmarking 2. Identification of key drivers of engagement via regression analysis 3. Pre-conditions of engagement 4. Outcomes of engagement 5. Attitudes
  • 15. What do the different surveys out there look at? Towers Perrin: ‘Extent to which employees put discretionary effort into their work’ Gallup: ‘Involvement with & enthusiasm for work’ Hewitt: ‘Intellectual & emotional commitment to the organization’ Hay Group: ‘stimulating employees’ enthusiasm for their work and directing it toward organizational success’
  • 16. The Evaluation Model Outcomes Measures business outcome, often behaviour change e.g. lower employee attrition Impact Measures initial impact e.g. I think this is a great place to work Process Measures audience perception e.g. this meeting was useful
  • 17. Your strategy roadmapevaluating your impact
  • 18. You role – sustainable engagement
  • 19. Communicating your strategy • Using your strategy roadmap • We need a consortium – engagement doesn’t sit neatly in one place • Who will help you bring your strategy to life? • What do they need to think, feel and do to support your strategy?
  • 20. Your personal commitments What next? You have a choice
  • 21. Thank you!
  • 22. Fancy a chat? emma@peoplelab.co.uk 07595 465515 @miss_commslab & @peoplelab_ www.peoplelab.co.uk

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