Engage For Success
Practitioner Event
Welcome

> Introduction & Welcome
> Engagement & Engage for Success
> The Practitioner Group
> The Four Enablers of Engage...
The bigger picture
The context for WHY Employee Engagement is
critical
The 20th Century model was ‘Business as Usual’.
MAK...
Movement structure
Engage for Success is a movement committed to the idea that there is a better way to work,
a better way...
What is engagement?

> ‘A workplace approach designed to ensure that employees are
committed to their organisation’s goals...
It’s not…..

26/11/13

ENGAGE FOR SUCCESS 2013

6
Get Engaged!

26/11/13

ENGAGE FOR SUCCESS 2013

7
What gets in the way?
> Attitudes:
•

‘Spare me another **** HR/comms initiative’

•

‘Don’t you know there’s a recession ...
What’s happening right
now?

26/11/13

ENGAGE FOR SUCCESS 2013

9
Employee Engagement:
The Evidence
CEOs call on UK to deliver
GDP growth
by better engaging
employees at work.

A high-leve...
Employee Engagement:
Statistics and Case Studies

PROFIT
Companies with
engagement
scores in the top
25% had twice the
ann...
Employee Engagement:
Statistics and Case Studies

PRODUCTIVITY
Organisations in the top
quartile of employee
engagement sc...
Employee Engagement:
Statistics and Case Studies
EFFICIENCY
An insurance company found that teams with
higher engagement h...
How can engagement help in times of change and
trouble?
> As part of the Employee Engagement Task Force, representatives f...
Your company’s engagement journey, where are you?
TRANSACTIONAL
ENGAGEMENT

HIGH ENGAGEMENT

• Estimated by the CIPD to be...
The practitioner group
>Why we’re here
>Share and help each other with engagement challenges
>Learn about the task force a...
Practitioner events

1
1
3
3

8
8

69 Practitioner Events to date
11 more by the end of 2013

12
12
1
1
2
2
26/11/13

25
2...
The four enablers of
engagement

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ENGAGE FOR SUCCESS 2013

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The four enablers video

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ENGAGE FOR SUCCESS 2013

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Your task

>Share your successes and barriers
in the context of the four enablers.

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ENGAGE FOR SUCCESS 2013

20
The four enablers of engagement

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ENGAGE FOR SUCCESS 2013

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Engagement challenges

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Our engagement challenges
What are our engagement challenges?

Where are we?
Transactional to
transformational
High engage...
Next steps

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24
What can you offer?

Buddying
Small, informal support
groups, meeting on a
regular basis to provide
support, challenge and...
Ways to get ‘socially’ involved

•

Events coverage
•

•

Community events, master classes, webinars etc

Community activi...
Resources
>

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ENGAGE FOR SUCCESS 2013

27
How can I join in locally?

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28
Evaluation

> WHAT DID YOU ENJOY ABOUT THE EVENT?
> WHAT WILL YOU TAKE AWAY?

26/11/13

ENGAGE FOR SUCCESS 2013

29
Engage For Success

26/11/13

ENGAGE FOR SUCCESS 2013

30
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Regionalpractitionerslidepacknovember2013novideos

  1. 1. Engage For Success Practitioner 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 26/11/13 ENGAGE FOR SUCCESS 2013 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. 26/11/13 ENGAGE FOR SUCCESS 2013 3
  4. 4. Movement structure Engage for Success is a movement committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work. 26/11/13 ENGAGE FOR SUCCESS 2013 4
  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!’ 26/11/13 ENGAGE FOR SUCCESS 2013 5
  6. 6. It’s not….. 26/11/13 ENGAGE FOR SUCCESS 2013 6
  7. 7. Get Engaged! 26/11/13 ENGAGE FOR SUCCESS 2013 7
  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 26/11/13 ENGAGE FOR SUCCESS 2013 8
  9. 9. What’s happening right now? 26/11/13 ENGAGE FOR SUCCESS 2013 9
  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 26/11/13 ENGAGE FOR SUCCESS 2013 10
  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 Companies with top quartile engagement scores average 12% higher customer advocacy. Organisations in the top quartile of engagement scores demonstrated revenue growth 2.5 times greater than those in the bottom quartile. 26/11/13 ENGAGE FOR SUCCESS 2013 11
  12. 12. Employee Engagement: Statistics and Case Studies PRODUCTIVITY Organisations in the top quartile of employee engagement scores had 18% higher productivity. INNOVATION 59% of engaged employees said that their job brings out their most creative ideas. 26/11/13 EMPLOYEE TURNOVER Companies with high levels of engagement show turnover rate 40% lower than companies with low levels of engagement. ENGAGE FOR SUCCESS 2013 12
  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. 26/11/13
  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 www.engageforsuccess.org > 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 26/11/13 ENGAGE FOR SUCCESS 2013 14
  15. 15. Your company’s engagement journey, where are you? TRANSACTIONAL ENGAGEMENT HIGH ENGAGEMENT • Estimated by the CIPD to be about 75% of organisations currently running Employee Engagement programmes. TRANSFORMATIONAL ENGAGEMENT •Estimated by the CIPD to be about 25% of organisations currently running Employee Engagement programmes. • Engagement is associated TRANSACTIONAL its with the survey and follow-up action plans. In more capable organisations, ENGAGEMENT these are well integrated with 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. 26/11/13 ENGAGE FOR SUCCESS 2013 15
  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 26/11/13 ENGAGE FOR SUCCESS 2013 16
  17. 17. Practitioner events 1 1 3 3 8 8 69 Practitioner Events to date 11 more by the end of 2013 12 12 1 1 2 2 26/11/13 25 25 17 17 20-90 participants per event ENGAGE FOR SUCCESS 2013 17
  18. 18. The four enablers of engagement 26/11/13 ENGAGE FOR SUCCESS 2013 18
  19. 19. The four enablers video 26/11/13 ENGAGE FOR SUCCESS 2013 19
  20. 20. Your task >Share your successes and barriers in the context of the four enablers. 26/11/13 ENGAGE FOR SUCCESS 2013 20
  21. 21. The four enablers of engagement 26/11/13 ENGAGE FOR SUCCESS 2013 21
  22. 22. Engagement challenges 26/11/13 ENGAGE FOR SUCCESS 2013 22
  23. 23. Our engagement challenges What are our engagement challenges? Where are we? Transactional to transformational High engagement to low engagement 26/11/13 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 ENGAGE FOR SUCCESS 2013 23
  24. 24. Next steps 26/11/13 ENGAGE FOR SUCCESS 2013 24
  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 Open Days Organisations opening their doors to non-competing organisations to come and see how they work, sharing their methods > Let’s get talking… > What you are looking for, what you have to offer > Set up a date! Or two! 26/11/13 ENGAGE FOR SUCCESS 2013 25
  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…  26/11/13 ENGAGE FOR SUCCESS 2013 26
  27. 27. Resources > 26/11/13 ENGAGE FOR SUCCESS 2013 27
  28. 28. How can I join in locally? 26/11/13 ENGAGE FOR SUCCESS 2013 28
  29. 29. Evaluation > WHAT DID YOU ENJOY ABOUT THE EVENT? > WHAT WILL YOU TAKE AWAY? 26/11/13 ENGAGE FOR SUCCESS 2013 29
  30. 30. Engage For Success 26/11/13 ENGAGE FOR SUCCESS 2013 30
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