Employee engagement by Dianne Hughes

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Employee engagement by Dianne Hughes

  1. 1. Employee Engagement in Action Dianne Hughes. BIG Lottery Fund Leadership Convention St George’s Park, November 13-14
  2. 2. Introducing... £740 million 900+ staff Me! More with less NDPB The Big Lottery Fund? www.biglotteryfund.org.uk Culture
  3. 3. Employee Engagement “being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to others.” Intellectual Engagement Thinking hard about the job and how to do it better. www.biglotteryfund.org.uk Affective Engagement Social Engagement Feeling positively about doing a good job. Actively taking opportunities to discuss work-related improvements with others at work.
  4. 4. Benefits As well as being happier, healthier and more fulfilled, they deliver improved business (or sporting) performance. Research demonstrates a relationship between how people are managed, employee attitude and business performance. Positive relationships are evidenced with profit, revenue growth, customer satisfaction, productivity, innovation, staff retention, efficiency and health and safety and performance. Engaged employees are stronger advocates of their organisations and help protect reputational risks. www.biglotteryfund.org.uk
  5. 5. BIG Challenges  UK locations and a devolved structure  Siloed  Hierarchical with too many jobs titles  Process driven  Publically accountable  Maintain customer service  Maintain high levels of staff engagement www.biglotteryfund.org.uk
  6. 6. Employee Engagement Top 6 Would recommend BIG as an employer Proud to work for BIG Satisfied with job www.biglotteryfund.org.uk Satisfied with BIG Committed to BIG Motivated
  7. 7. Employee Engagement in BIG 2013 % Loss -1 -1 -4 -2 - 13 2012 % Loss -0 -1 -3 -2 - 23 2013 2012 Engaged Promoters Loyal Advocates Active Advocates Activists Spectators www.biglotteryfund.org.uk And proud they work for BIG And would recommend BIG as an Employer Total BIG 2013 = 70% Total BIG 2012 = 62% Total BIG 2010 = 65% Harris Norm = 46% Top Quartile = 59% © Harris Interactive And loyal to BIG And satisfied with BIG as an Employer And motivated Satisfied with job
  8. 8. Some Actions  Internal coaching network  Suite of manager training  Developing the Corporate Leaders’ network  Developing career frameworks  Communication – talk, write, film, talk again!  Creating dispersed project teams: EnAble, Reward and Recognition, People Design Authority  You said, we did! www.biglotteryfund.org.uk
  9. 9. In Summary Listen first Identify common goals Sharing accountability for mistakes and success Creating a culture of teamwork www.biglotteryfund.org.uk Share ownership & decision making Listen and act Creating a dialogue between interested parties Be inclusive
  10. 10. Ownership “Collective leadership is a way for diverse groups of people in organisations to hold purpose, direction and action cooperatively” It starts with you... Thank you www.biglotteryfund.org.uk

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