Employee engagement  <br />by Fluid <br />January 2010<br />
Page 2<br />Contents<br />3-4 		Introduction to Fluid<br />5-6		Hot buttons<br />7-10		Motivating factors<br />11-12	Redun...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed...
Selection</li></ul>-  Attraction<br />-  Remuneration & Reward <br />-  Outplacement<br />-  Training & HR consultancy<br />
Page 5<br />Hot buttons<br />
Page 6<br /><ul><li>Money
Influence
Expertise
Independence
Relationships
Security
Status
Meaning and fulfilment
Creativity</li></ul>Hot buttons<br />
Page 7<br />Motivating factors<br />
Page 8<br /><ul><li>1946
1980
1986
1992
2007</li></ul>Motivating factors 1 of 2<br />
Page 9<br /><ul><li>Feeling appreciated
Being in on things
Sympathetic
Job security
Wages
Interesting work
Career opportunities
Loyalty to employees
Working conditions
Tactful discipline</li></ul>Motivating factors 2 of 2<br />
Page 10<br /><ul><li>Idealism
Independence
Working with others
Work-life balance
Expertise
Power and influence
Challenge
Entrepreneurship
Status
Security</li></ul>Motivating factors 2 of 2<br />
Page 11<br />Redundancies<br />
Page 12<br /><ul><li>Be prepared
Getting the message across
Provide support</li></ul>Redundancies<br />
Page 13<br />Survivor syndrome<br />
Page 14<br /><ul><li>IMPACT ON EMPLOYERS
Lower morale and commitment
Increased stress
Reduced motivation
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Engagement January 2010

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One-day interactive training course for line managers and department heads employed by a public sector organisation based in Yorkshire.

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Engagement January 2010

  1. 1. Employee engagement <br />by Fluid <br />January 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 Hot buttons<br />7-10 Motivating factors<br />11-12 Redundancies<br />13-17 Survivor syndrome<br />18-21 Happiness<br />22-23 Inspiring managers<br />24-25 Engaging line managers in people management<br />26-27 Interviewing for engagement<br />28-29 Five recipes for a better workplace<br />30-31 Managing team morale<br />32-33 Enjoying the public sector<br />34-35 Volunteering<br />36-38 Meaning and fulfilment<br />39-40 Exercise A<br />41-42 The MacLeod Review<br />43-44 Exercise B<br />45-46 Case studies<br />47-48 Exercise C<br />49-50 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Hot buttons<br />
  7. 7. Page 6<br /><ul><li>Money
  8. 8. Influence
  9. 9. Expertise
  10. 10. Independence
  11. 11. Relationships
  12. 12. Security
  13. 13. Status
  14. 14. Meaning and fulfilment
  15. 15. Creativity</li></ul>Hot buttons<br />
  16. 16. Page 7<br />Motivating factors<br />
  17. 17. Page 8<br /><ul><li>1946
  18. 18. 1980
  19. 19. 1986
  20. 20. 1992
  21. 21. 2007</li></ul>Motivating factors 1 of 2<br />
  22. 22. Page 9<br /><ul><li>Feeling appreciated
  23. 23. Being in on things
  24. 24. Sympathetic
  25. 25. Job security
  26. 26. Wages
  27. 27. Interesting work
  28. 28. Career opportunities
  29. 29. Loyalty to employees
  30. 30. Working conditions
  31. 31. Tactful discipline</li></ul>Motivating factors 2 of 2<br />
  32. 32. Page 10<br /><ul><li>Idealism
  33. 33. Independence
  34. 34. Working with others
  35. 35. Work-life balance
  36. 36. Expertise
  37. 37. Power and influence
  38. 38. Challenge
  39. 39. Entrepreneurship
  40. 40. Status
  41. 41. Security</li></ul>Motivating factors 2 of 2<br />
  42. 42. Page 11<br />Redundancies<br />
  43. 43. Page 12<br /><ul><li>Be prepared
  44. 44. Getting the message across
  45. 45. Provide support</li></ul>Redundancies<br />
  46. 46. Page 13<br />Survivor syndrome<br />
  47. 47. Page 14<br /><ul><li>IMPACT ON EMPLOYERS
  48. 48. Lower morale and commitment
  49. 49. Increased stress
  50. 50. Reduced motivation
  51. 51. Breakdown of trust in management
  52. 52. Lower productivity
  53. 53. Increased absence
  54. 54. Staff retention problems
  55. 55. Poorer performance
  56. 56. Greater risk avoidance</li></ul>Survivor syndrome 1 of 4<br />
  57. 57. Page 15<br /><ul><li>COPING WITH SURVIVOR SYNDROME
  58. 58. Have a clear communication plan
  59. 59. Continue communicating after downsizing
  60. 60. Offer training in soft skills
  61. 61. Consider counselling services
  62. 62. Involve the survivors
  63. 63. Manager conflict</li></ul>Survivor syndrome 2 of 4<br />
  64. 64. Page 16<br /><ul><li>MANAGING SURVIVOR GUILT
  65. 65. Communicate
  66. 66. Be visible
  67. 67. Acknowledge people’s feelings
  68. 68. Anticipate their questions
  69. 69. Know the legal background</li></ul>Survivor syndrome 3 of 4<br />
  70. 70. Page 17<br /><ul><li>NURTURING SURVIVORS
  71. 71. Say it straight
  72. 72. Get real
  73. 73. Show the way
  74. 74. Get your hands dirty
  75. 75. Pass the power
  76. 76. Set the goals
  77. 77. Be patient</li></ul>Survivor syndrome 4 of 4<br />
  78. 78. Page 18<br />Happiness<br />
  79. 79. Page 19<br /><ul><li>Having a job in the first place
  80. 80. Job satisfaction
  81. 81. Gardening (not gardening leave)</li></ul>Happiness 1 of 3<br />
  82. 82. Page 20<br /><ul><li>BE HAPPY AT WORK
  83. 83. Decide what you really want to do
  84. 84. Focus on your strengths
  85. 85. Find a mentor
  86. 86. Avoid dwelling on mistakes
  87. 87. Stay positive</li></ul>Happiness 2 of 3<br />
  88. 88. Page 21<br /><ul><li>CREATING A HAPPY WORKFORCE
  89. 89. Conduct an employee attitude surveys to find out what people really think
  90. 90. Find out why people leave
  91. 91. Provide regular, constructive feedback on performance
  92. 92. Recognise achievement</li></ul>Happiness 3 of 3<br />
  93. 93. Page 22<br />Inspiring managers<br />
  94. 94. Page 23<br /><ul><li>Big ideas
  95. 95. Stay focused
  96. 96. Build momentum
  97. 97. Put people first
  98. 98. Encourage communication
  99. 99. Manage innovation
  100. 100. Listen to their conscience</li></ul>Inspiring managers<br />
  101. 101. Page 24<br />Engaging line managers in people management<br />
  102. 102. Page 25<br /><ul><li>Remove the barriers
  103. 103. Put yourself in their shoes
  104. 104. Communicate changes clearly
  105. 105. Obtain senior sponsorship
  106. 106. Reinforce positive behaviours
  107. 107. Equip managers with skills
  108. 108. Demonstrate the benefits
  109. 109. Keep going</li></ul>Engaging line managers in people management<br />
  110. 110. Page 26<br />Interviewing for engagement<br />
  111. 111. Page 27<br /><ul><li>Identify what you’re looking for
  112. 112. Screen applicants for engagement
  113. 113. Check for ‘job fit’
  114. 114. Chart your company culture
  115. 115. Use a consistent hiring process
  116. 116. Assess adaptability
  117. 117. Predict passion
  118. 118. Explore emotional maturity
  119. 119. Search for self-efficacy</li></ul>Interviewing for engagement<br />
  120. 120. Page 28<br />Five recipes for a better workplace<br />
  121. 121. Page 29<br /><ul><li>Increase personal space
  122. 122. Boost concentration
  123. 123. Office improvement funds
  124. 124. A breath of fresh air
  125. 125. Tidy up</li></ul>Five recipes for a better workplace<br />
  126. 126. Page 30<br />Managing team morale<br />
  127. 127. Page 31<br /><ul><li>Don’t be a downer
  128. 128. Be open
  129. 129. Tell people how it will affect them
  130. 130. Be consistent
  131. 131. Use the right channels
  132. 132. Get people involved
  133. 133. Use your imagination</li></ul>Managing team morale<br />
  134. 134. Page 32<br />Enjoying the public sector<br />
  135. 135. Page 33<br /><ul><li>Focus on the parts of the job you love
  136. 136. Think about what you want to achieve and how you will get there
  137. 137. Take pleasure in inspiring others with your positive attitude
  138. 138. Challenge yourself to find a way of enjoying tasks you really hate
  139. 139. Be your own quality control-are you really aiming for excellence in everything you do?</li></ul>Enjoying the public sector<br />
  140. 140. Page 34<br />Volunteering<br />
  141. 141. Page 35<br /><ul><li>HOW TO RUN A VOLUNTEERING SCHEME
  142. 142. Do your research
  143. 143. Secure widespread support
  144. 144. Write a policy
  145. 145. Set objectives
  146. 146. Allocate resources
  147. 147. Find suitable partners
  148. 148. Recruit volunteers
  149. 149. Monitor and evaluate
  150. 150. Secure positive publicity</li></ul>Volunteering<br />
  151. 151. Page 36<br />Meaning and fulfilment<br />
  152. 152. Page 37<br /><ul><li>I feel I want to “put something back” into society
  153. 153. I am concerned about the impact of my work on the environment
  154. 154. I want my job to make a difference to people’s lives
  155. 155. Every day I should feel as if I am doing something meaningful
  156. 156. My job would make the world a better place</li></ul>Meaning and fulfilment 1 of 2<br />
  157. 157. Page 38<br /><ul><li>CREATE MEANING IN THE WORKPLACE
  158. 158. Review your mission statement
  159. 159. Audit your reputation with stakeholders
  160. 160. Ask employees’ opinion of your corporate culture
  161. 161. Introduce tailored benefits and rewards
  162. 162. Develop a strong performance management system</li></ul>Meaning and fulfilment 2 of 2<br />
  163. 163. Page 39<br />Exercise A<br />
  164. 164. Page 40<br />Exercise A<br />
  165. 165. Page 41<br />The MacLeod Review<br />
  166. 166. Page 42<br /><ul><li>RECOMMENDATIONS
  167. 167. National campaign on engagement
  168. 168. Senior sponsor group to raise awareness.
  169. 169. Support for employers, including case studies and coaching advice made available from March 2010.
  170. 170. Existing government resources including Acas, UKCES and Sector Skills Councils should be aligned to provide better support in developing skills needed for engagement.</li></ul>The MacLeod Review<br />
  171. 171. Page 43<br />Exercise B<br />
  172. 172. Page 44<br />Exercise B<br />
  173. 173. Page 45<br />Case studies<br />
  174. 174. Page 46<br />Case studies<br />
  175. 175. Page 47<br />Exercise C<br />
  176. 176. Page 48<br />Exercise C<br />
  177. 177. Page 49<br />Conclusion & Questions<br />
  178. 178. Page 50<br />Conclusion<br />Summary<br />Questions<br />
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