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Barriers to engagement
 

Barriers to engagement

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  • Employee engagement and morale directly affect customer experience, staff recruitment and retention, productivity and absenteeism.Use of the Best Companies Workplace Insight Tool to analyse Best Council to Work For survey results helps councils identify and address workforce engagement issues and enable improvement.Best Council to Work For enables councils to benchmark with other councils and workplaces in the UK.Appearing in the Best Council to Work For list and receiving high profile media attention improves individual councils’ reputations as good employers.Best Council to Work For raises the reputation of the local government sector as an employer of choice in general, so all councils benefit.The positive publicity helps attract new talent and retain the best employees.Best practice gathered from the Best Councils to Work For is disseminated for the benefit of the sector. 
  • Responses were all linked to an over-arching theme around pressures to gain efficiencies and do more with less resources. Lots of anxiety expressed around the ability to maintain a quality of service with less resources, working long hours, and this is related in some instances to lack of innovation.A perceived lack of awareness and support from managers was a related theme amongst some respondents raising questions about communications between policy makers and people working at operational levels. ....

Barriers to engagement Barriers to engagement Presentation Transcript

  • Barriers to EngagementLeadership & IntegrityEngage for Success Masterclass – April 17th 2013http://www.engageforsuccess.org/
  • AGENDA & SPEAKERS> Introduction – Cathy Brown, Engage for Success Practitioner Group> The Barriers to Engagement – Nigel Carruthers, Senior Advisor, Policy and Strategy - Workforce Local Government Association> Engage for Success Research – Bob Hughes, Engage for Success Guru Group> Panel Q&A, including David Macleod and Nita ClarkeThe Engage for Success Masterclass series is made possible by BT MASTERCLASS APRIL 2013
  • Barriers to EmployeeEngagement: a local governmentperspectiveNigel Carruthers,Senior Advisor,Workforce Strategy and PolicyDate 22nd July 2011 www.local.gov.uk www.local.gov.uk
  • “51% of my team are facing a pay reduction along with significant changes to other terms and conditions. They feel under-valued and although many still enjoy the work there is a potential loss of trust and they feel less inclined to go the extra mile. However, this has not yet materialised with many still working above and beyond what is expected of them.” - Council Employee, EVP Survey 2012
  • Next 30mins…• Who we are• Our sector context• The story of our engagement journey• Some observations & conclusions
  • LGA Role & Function• National voice of local government• Politically-led, cross-party organization to ensure local government has a strong, credible voice with national government.• We aim to influence and set the political agenda on the issues that matter to councils so they are able to deliver local solutions to national problems.
  • LGA Membership Organisation • We are a membership organisation. In total, 423 local authorities are members of the LGA for 2012/13. • Made up of English local councils, Welsh councils, Fire Authorities, national parks, passenger transport and police authorities, and one town council.
  • Context is everything: funding outlook? Social Care Environment (inc Was te) Money Available for all other s ervices £60,000 £50,000 £40,000£ (million) £30,000 £20,000 £10,000 £0 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
  • Looking to the future:Funding outlook for Councils 2020 A fundamental change is needed - in way local services are funded and organised and - statutory and citizen expectations of what councils will provide By 2020 the funding gap could be over £16.5billion
  • Workforce Efficiency response?
  • CIPD Employee Outlook Survey – publicsector results• Public sector overall job satisfaction down from 42% to 38%• For larger employers overall satisfaction was at 26%• 30% of public sector workers think its likely they will lose their jobs and are the least likely of any sector to think they‟ll get a new job• 45% of public sector workers say they are under excessive pressure at work• Trust in leaders and senior managers continues to
  • Attitudes to senior leaders in the publicsector are negative and continuing todeteriorate
  • Survivor syndrome?
  • Our engagement journey • Employee Attitude Surveys – 76% • Engage For Success – case studies • Best Council to Work For – (Best Companies) • Thank Goodness its Monday! http://youtu.be/_9-9A3uM-Yw • Top Ten Test – for CEOs/Boards • Employee Value Proposition
  • Best Council to Work For• Best Companies Methodology• Best Council to Work For 2007- 2009• 28,000 employees surveyed• Over 110 (342) employers took part• Raised profile of employee engagement in the sector• Satisfaction mirror correlation• Resource dependency questioned• Increased understanding• Competition element perceived as
  • Best Councils Overall Overall by Factor 5.2 5 4.8 4.6 4.4 4.2 4 3.8 Leadershi My Personal My My Giving Fair Well p Company Growth Manager Team Something Deal Being Back Council - All
  • Best Councils Overall vs. All Mid Companies Overall by Factor 5.6 5.4 5.2 (-8%) 5 (-9%) (-12%) (-8%) 4.8 (-7%) 4.6 4.4 (-25%) (-8%) 4.2 (-13%) 4 3.8 Leadershi My Personal My My Giving Fair Well p Company Growth Manager Team Something Deal Being Back All Mid Companies Council - All
  • Best Councils LeadershipLeadership by Question (Leader) I have a great deal of faith in the person leading this organisation (Leader) I am inspired by the person leading this organisation (Leader) I am excited about where this organisation is going (Moral Principles) This organisation is run on strong values/principles (Moral Principles) The leader of this organisation runs this organisation based on sound moral principles (Senior Management) I have confidence in the leadership skills of the senior management team (Senior Management) Senior managers truly live the values of this organisation (Senior Management) Senior managers of this organisation do a lot of telling but not much listening 3 3.5 4 4.5 5 Council - All
  • Best Councils Leadership vs. All Mid CompaniesLeadership by Question (Leader) I have a great deal of faith in the person leading this organisation (-26%) (Leader) I am inspired by the person leading this organisation (-30%) (Leader) I am excited about where this organisation is going (-29%) (Moral Principles) This organisation is run on strong values/principles (-18%) (Moral Principles) The leader of this organisation runs this organisation based on sound moral principles (-18%) (Senior Management) I have confidence in the leadership skills of the senior management team (-23%) (Senior Management) Senior managers truly live the values of this organisation (-33%) (Senior Management) Senior managers of this organisation do a lot of telling but not much listening (-22%) 3 3.5 4 4.5 5 5.5 6 6.5 7 All Mid Companies Council - All
  • Best Councils Fair DealFair Deal by Question I feel I receive fair pay for the responsibilities I have in my job I am paid fairly for the work I do relative to people in similar positions in similar councils I am paid fairly for the work that I do relative to others within this organisation I am happy with the pay and benefits I receive in this job 3.5 4 4.5 Council - All
  • Best Councils Fair Deal vs. All MidCompaniesFair Deal by Question I feel I receive fair pay for the responsibilities I have in my job (-14%) I am paid fairly for the work I do relative to people in similar positions in similar councils I am paid fairly for the work that I do relative to others within this organisation (-12%) I am happy with the pay and benefits I receive in this job (-14%) 3.5 4 4.5 5 All Mid Companies Council - All
  • Understanding EmployeeEngagement – “Barriers” to focuson • Leadership • Fair Deal
  • Overcoming the barriers?Shifting emphasis towards a new „psychologicalcontract‟ - a new set of expectations from employerand employeesA more personalised set of flexible benefits focusedon local needs and circumstancesA focus on „rewarding‟ high performance and tacklingpoor performanceImproving communication is at the heart of effectiveemployee engagement
  • Leadership• Reality needs to meet rhetoric – CEO/CX as champion of communication and the champion communicator• People need to feel they belong – clear vision and be visible with it• CEO as “icon”• People judge CEO on actions not words - behaviour breeds behaviour
  • Fair Deal? – the LG „EVP‟• “a pivotal moment” for re-conceiving and re- negotiating the employment deal in local government.• PPMA, LGA with Edinburgh Napier University and Martin Redding Associates undertook research into the state of the employment deal (also known as the Employment Value Proposition or „EVP‟) in four local authorities, chosen for their geographical spread, type and size of authority.
  • The ‘Deal’ Economic and Social ExchangeEmployer ‘INDUCEMENTS’ ‘CONTRIBUTIONS’ Employee Relationship Quality © Prof Helen Francis and Dr Martin Reddington
  • What have we learnt from EVP Research?• The current deal is perceived to be imbalanced in favour of the employer• The ability of people to deliver on their commitment to local communities is being undermined and this is creating tensions in the deal.• The deal needs to encompass both economic and non-economic factors, recognising that a supportive work climate is critical to organisational effectiveness
  • What have we learnt from EVP Research?• The focus should be on the quality of conversational practice at all levels in the organisation, recognising the critical importance of conversations between managers and their direct teams. This highlights the importance of equipping managers and their staff with the necessary skills.• Address key organisational tensions, such as achieving ‘more-with-less’ and ‘job creep’ (growing employer expectations of greater discretionary effort on the part of employees)
  • Most Valued aspects of the deal Support : Shared Social Responsibility and colleagues/team/manager organisational purpose ‘© Prof Helen Francis and Dr Martin Reddington
  • Engagement“51% of my team are facing a pay reduction along with significant changes to other terms and conditions. They feel under-valued and although many still enjoy the work there is a potential loss of trust and they feel less inclined to go the extra mile. However, this has not yet materialised with many still working above and beyond what is expected of them.” © Prof Helen Francis and Dr Martin Reddington
  • Most valued aspects of the deal Social responsibility = dominant theme ‘Helping my community’ ‘Trying to make the borough a better place for residents’ ‘Despite my pay and conditions being constantly eroded by savings, I still take professional pride in what I do’. Social support/teamwork are also vital ‘sense of team working........ my colleagues’ ‘I work within a very strong & supportive team’© Prof Helen Francis and Dr Martin Reddington
  • Biggest tensionsDoing more with less Suppression of negative issuesLack of Support © Prof Helen Francis and Dr Martin Reddington
  • Biggest tension (linked themes)  Doing more with less = dominant theme ‘Lack of capacity in the team to deliver’ ‘Competing for precious time to deliver service’  Perceived lack of support from managers ...’senior management having a complete lack of interest or concern about how pay cuts’... ‘no real understanding from higher management of what individuals and teams actually do & what their resource needs are’© Prof Helen Francis and Dr Martin Reddington
  • Biggest tension (linked themes) Culture of not discussing ‘negative issues’ ‘At Team Meetings issues are discussed, although I feel due to pressure from management to not be negative‘, these issues are never passed on. I genuinely feel our direct team leader is scared to mention anything to management although these issues being dealt with would effectively improve the service provided’. © Prof Helen Francis and Dr Martin Reddington
  • Overall Observations?• Language of EE and the nature and context – translating the messages is always „work in progress‟• Evidence base for leadership is timely and very welcome!• Communication “quality of conversational practice” is key• Don‟t allow “context” to create a perception that EE is no longer relevant
  • Thanks for listening!
  • Agenda & Speakers• Introduction – Cathy Brown, Engage for Success Practitioner Group• The Barriers to Engagement – Nigel Carruthers, Senior Advisor, Policy and Strategy - Workforce Local Government Association• Engage for Success Research – Bob Hughes, Engage for Success Guru Group• Panel Q&A, including David Macleod and Nita ClarkeThe Engage for Success Masterclass series is made possible by BT Masterclass April 2013
  • A replay will be available atwww.engageforsuccess.orgFollow us on Twitter at @Engage4Success