Regional practitioner slide_pack_october_2013 no videos


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Regional practitioner slide_pack_october_2013 no videos

  1. 1. Engage For Success NI Launch Event
  2. 2. Welcome > Introduction & Welcome > Engagement & Engage for Success > The Practitioner Group > The Four Enablers of Engagement > Our Engagement Challenges > How to get involved > Q&A > @engage4success > #E4S 10/02/13 ENGAGE FOR SUCCESS 2012 2
  3. 3. The bigger picture The context for WHY Employee Engagement is critical: The 20th Century model was “Business as Usual”. MAKE EFFICIENT – aligned but not engaged, central direction, command and control. 17
  5. 5. What is Engagement? > ‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’ > Professor David Guest > OR, IN OTHER WORDS……. > ‘It’s all about the people!’ > 18
  6. 6. It’s not….. 19
  7. 7. Get Engaged! 10/02/13 ENGAGE FOR SUCCESS 2013 20
  8. 8. What gets in the way? > Attitudes: • ‘Spare me another **** HR/comms initiative’ • ‘Don’t you know there’s a recession on?’ • ‘I’ve not got time for the soft and fluffy stuff’ > Not sharing good practice – where it’s working, showcase and share > Leader behaviours don’t model the VALUES > Command and control – it’s easier! > Micro-managing – it’s stifling and drains everyone’s energy > People skills for the line – this is tough, they may need help > Too impatient – this needs time, application, relentless focus and effort > Transactional around a survey, rather than transformational around the culture 21 21
  9. 9. What’s happening right now? 10/02/13 Presentation title in footer 24
  10. 10. Employee Engagement: The Evidence CEOs call on UK to deliver GDP growth by better engaging employees at work. A high-level task force of some of the UK’s most recognisable organisations is calling for every leader and manager across the economy to play their part in tackling the UK’s employee engagement deficit. Analysis of the evidence shows that: Only around a third of UK employees say they are actively engaged at work. 20 million workers are not delivering their full capability or realising their potential at work. of people said they have more to offer in skills and talent than they are currently being asked to demonstrate at work. UK productivity was 20% lower than the rest of the G7 in 2011.0
  11. 11. Employee Engagement: Statistics and Case Studies PROFIT Companies with engagement scores in the top 25% had twice the annual net profit. CUSTOMER SATISFACTION REVENUE GROWTH Organisations in the top quartile of engagement scores demonstrated revenue growth 2.5 times greater than those in the bottom quartile. Companies with top quartile engagement scores average 12% higher customer advocacy.
  12. 12. Employee Engagement: Statistics and Case Studies PRODUCTIVITY Organisations in the top quartile of employee engagement scores had 18% higher productivity. INNOVATION EMPLOYEE TURNOVER 59% of engaged employees said that their job brings out their most creative ideas. Companies with high levels of engagement show turnover rate 40% lower than companies with low levels of engagement.
  13. 13. Employee Engagement: Statistics and Case Studies EFFICIENCY An insurance company found that teams with higher engagement had 35% less down time between calls – equivalent to one ‘free of charge’ employee to every eight employees. HEALTH & SAFETY Organisations with engagement in the bottom quartile average 62% more accidents than those in the top.
  14. 14. How can Engagement help in times of change and trouble? > As part of the Employee Engagement Task Force, representatives from the Public and Private sectors and the TUC came together to develop a toolkit for maintaining employee engagement during restructuring, change and adversity. > The video is freely available of the Engage for Success website at > Case studies and good and bad experiences from councils, police forces, small businesses and large corporates were explored and some key questions to ask yourself and your organisation were highlighted. > Everyone interviewed felt that times of change, if handled well, represented great opportunities for their organisations to go from strength to strength. And that developing cultures where engagement is ‘just the way we do things around here’ is how to do it 27
  15. 15. Your Company’s Engagement Journey, where are TRANSACTIONAL TRANSFORMATIONAL you? ENGAGEMENT HIGH ENGAGEMENT • Estimated by the CIPD to be about 75% of organisations currently running Employee Engagement programmes. ENGAGEMENT •Estimated by the CIPD to be about 25% of organisations currently running Employee Engagement programmes. • Engagement is associated with the survey and its TRANSACTIONAL follow-up action plans. In more capable organisations, these are well integrated with ENGAGEMENT their business planning cycle and performance management tools, and with high level sponsorship from the top. •There is a focus on sustaining and growing engagement that is integral to the organisation’s culture.     •While the survey is a key measurement tool, it is not at the core of the engagement programme, and more will be made of techniques in the workplace to instil a culture of engagement permanently. • Communications around engagement will relate primarily to survey results or action plans. LOW ENGAGEMENT Source: Towers Watson - adapted from MacLeod D & Clarke N (2009) Engaging for Success: A Report to Government. Dept for Business, Innovation and Skills.
  16. 16. The Practitioner Group >Why we’re here >Share and help each other with engagement challenges >Learn about the task force areas of focus and contribute >Get connected – grow & accelerate our practitioner movement Regional Ambassadors & regional steering groups Support from the central E4S team
  17. 17. Practitioner Events Practitioner Events 24 have been held, – just over 400 people have been able to attend an event in the last 12 months : Highlands/Islands Stirling Falkirk Edinburgh Sunderland Glasgow Belfast Leeds Preston North Wales Cardiff Manchester Sheffield Birmingham Kent Cornwall London Portsmouth Bristol/Exeter
  18. 18. The Four Enablers of engagement 10/02/13 Presentation title in footer 31
  20. 20. Your task >Share your successes and barriers in the context of the four enablers.
  21. 21. The four enablers of engagement 34
  22. 22. Engagement Challenges 10/02/13 Presentation title in footer 43
  23. 23. Our engagement challenges What are our engagement challenges? Where are we? Transactional to transformational High engagement to low engagement What’s your challenge? Bringing it together 1 minute Don’t speak Get feedback 5 mins Move on What’s common? What’s surprising? Key themes Copyright @Engage For Success 2012
  24. 24. Next steps 10/02/13 Presentation title in footer 45
  25. 25. What can you offer? Buddying Small, informal support groups, meeting on a regular basis to provide support, challenge and inspiration Mentoring Structured friendships on a one to one basis to gain expertise and support > Let’s get talking… > What you are looking for, what you have to offer > Set up a date! Or two! Open Days Organisations opening their doors to non-competing organisations to come and see how they work, sharing their methods
  26. 26. Ways to get ‘socially’ involved Events coverage • • Community events, master classes, webinars etc Community activity • • Role model online activity on LinkedIn, Facebook, Twitter, • Activate topic groups on E4S web • Encourage others to get involved too Content sharing • • Articles for Voice - our online magazine • Buddy up with a project group to help ‘socialise’ the work • Blogging, tweeting, article writing, topic groups etc • Insert your ideas here… 
  27. 27. Resources >
  30. 30. Engage For Success 10/02/13 Presentation title in footer 51