Engage for Success Essex


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Engage for Success Essex

  1. 1. 2A warm welcomePerry Timms &Lisa Sibley
  2. 2. 3A day totally devoted to employeeengagement…Network…talk, listen, connect to engageShare knowledge and experienceTime out to reflect and have fun!
  3. 3. 4Gratitude to today’s sponsorsand supporters
  4. 4. 510.50am - Cuppa/break12.45pm to 1.30pm - Eat, drink, connect3pm - Comfort break4pm - Event closesEvent timings overview
  5. 5. 6Handouts on tables for referenceSlide decks will be made available post eventSay cheese….photographer in the houseLet’s spread the word – Twitter #EngageEssexEvent essentials
  6. 6. 7Employee engagement –a vital driver of economic successRobert OverallEssex County Council
  7. 7. 8Getting to know each other –and the employee engagementingredient, what’s yours?
  8. 8. Engage for SuccessNita ClarkeEssex practitioner event26 April 2013
  9. 9. 10KEEP IT SIMPLE….‘A workplace approach designed to ensure that employees are committed totheir organisation’s goals and values, motivated to contribute to organisationalsuccess and able at the same time to enhance their own sense of wellbeing.’Professor David Guest‘It’s the people, stupid!’with apologies to James Carville
  10. 10. 11IT’S NOT…..
  12. 12. THE BIGGER PICTURE03/05/2013 Engage for success 13The context for WHY Employee Engagement is critical:The 20th Century model was “Business as Usual”.MAKE EFFICIENT – aligned but not engaged, centraldirection, command and control.
  16. 16. BARRIERS‘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’Spreading good practiceLeaders modelling behaviourCommand and controlMicro-managingPeople skills for the lineTakes time, application, consistency and effortTransactional – ie survey – rather than transformational – ie culture change17
  17. 17. DISENGAGEMENT IS NOT INEVITABLEResearch shows that how an organisation deals withredundancy has greater effect on employee engagement thanjob losses themselves (Roffey Park 2011)Engagement has stayed high in high performing companiesthrough the recession. Among results of engagement:improved product qualitymore technical innovationBetter internal co-operationmanagers encourage people to learn from their mistakesgoals clearly definedcareer opportunities and performance management strengthened(Towers Watson July 2010)
  18. 18. 19KEY ENABLER 1: STRATEGIC NARRATIVEStrong, visible, empowering leadership provides a strong strategicnarrative about the organisation, where it’s come from and where it’sgoing.This gives a line of sight between the job and the organisation’s vision.The story is communicated clearly, consistently and constantly.The past You are here The future
  19. 19. 20KEY ENABLER 2: ENGAGING MANAGERSThey:focus theirpeople, offerscope and enablethe job to getdonetreat their peopleas individualscoach and stretchtheir people
  20. 20. 21KEY ENABLER 3: INTEGRITYThere is organisational integrity – the values on the wall arereflected in day to day behaviours.These expected behaviours areexplicit and bought into by staff.Keep it real – staff see throughcorporate spin quicker thancustomers or the public.Integrity enables trust: noengagement without trust
  21. 21. 22KEY ENABLER 4: EMPLOYEE VOICEThere is employee voice throughout the organisation, for reinforcing andchallenging views; between functions & externally; employees are reallyseen as your key asset – not the problem.
  22. 22. 23A government sponsored, employer led Task Force (TF), to spearhead a movementto enhance levels of employee engagement across the U.K. workforce.Launched at No 10 Downing Street by the Prime Minister and BIS’s Ed Davey inMarch 2011.ENGAGE FOR SUCCESS - THE NEXT STAGESupported by a high level sponsorgroup and by Guru and practitionergroups.TF already looking in more depth atbarriers and practical challenges toengagement.Practitioners’ national network andmajor website
  24. 24. Lord ODonnell, Former Head of Home Civil ServiceMarc Bolland, CEO, M&SMark Elborne, CEO, General Electric, North EuropeSir Martin Sorrell, CEO, WPPMartin Temple, Chairman, EEFMoya Greene, CEO, Royal MailNigel Stein, CEO, GKNPaul Drechsler, CEO, Wates GroupPeter Cheese, CE, CIPDSir Peter Housden, PS for ScotlandPeter Rogers, CEO, BabcockPeter Sands, CEO, Standard CharteredPeter Searle, CEO, Adecco Group UK & IrelandRichard Baker, Chairman, Virgin ActiveRob Devey, CE, Prudential UK and EuropeRonan Dunne, CEO , O2Rona Fairhead, Group CE, Financial Times GroupSimon Walker, Director General, IoDSir Stephen Bubb, CE, AcevoStephen Howard, Chief Executive, BITCSteve Elliott, Director General, CIASteve Mogford, CEO, United UtilitiesTim Melville-Ross, Chairman, HEFCETim O’Toole, CEO, First GroupWill Hutton, Executive Vice Chair, Work FoundationSir Win Bischoff, Chairman, Lloyds Banking GroupAdam Balon, InnocentAdam Crozier, CEO, ITVAdrian Brown, UK and Western Europe CEO RSAAlex Gourlay, CEO, Alliance BootsAmyas Morse, Auditor General, NAOAndy Harrison, CEO, WhitbreadAnthony Jenkins, CEO, BarclaysDame Barbara Stocking, CEO, OxfamBarbara Frost, CE, WaterAidSir Bob Kerslake, Head of the Civil ServiceBrendan Barber, General Secretary, TUCCarolyn Downs, CE, Local Govt AssocCharlie Mayfield, Chairman, JLPChris Browne, MD, Thomson AirwaysChris Hyman, CEO, SercoDavid Evans, CE, Grass Roots GroupEd Sweeney, Chairman, ACASIan King, CEO, BAEIan Livingston, CEO, BTIan Powell, Chairman & Senior Partner, PwCIan Sarson, CEO, Compass GroupJane Wilson, CE, CIPRJohn Cridland, Director General, CBIJohn Hannett, General Secretary, USDAWJohn Neill, Group CE, UnipartJohn Walker, Chairman, FSBKaren Boswell, MD, East Coast RailEngage for Success Sponsors
  25. 25. CEO BREAKFAST03/05/2013 CEO BREAKFAST 27
  26. 26. Nita ClarkeNita.Clarke@ipa-involve.comEmployee Engagement report & recommendations:Employee.engagement@bis.gsi.gov.ukEngage for Success – www.engageforsuccess.org03/05/2013 ENGAGE FOR SUCCESS 28
  27. 27. 29Time for a break andopportunity to network!
  28. 28. 30Engaging leadership perspectivesJon SalkeldAnglia Ruskin University
  29. 29. Engaging Leadership Perspectives
  30. 30. The Context
  31. 31. Prediction
  32. 32. RealityThe future changes you, not you change thefuture
  33. 33. EmergenceStrategy is considered as emergent or evolutionary“a pattern in a stream of decisions”(Mintzberg, 1978)
  34. 34. Leadership in Crisis
  35. 35. Dictate
  36. 36. Accelerate
  37. 37. Fixate
  38. 38. Overcompensate
  39. 39. Berate
  40. 40. Leadership on Track
  41. 41. Reframing
  42. 42. Recharging
  43. 43. Redirecting
  44. 44. Surfing
  45. 45. Finally…The crisis of today is the joke oftomorrow
  46. 46. 48Let’s talk, listen, connect toengage – and share to take action
  47. 47. 49Engagement to delight v disengagementto disappoint your customersBrian WestonInstitute of CustomerService
  48. 48. Institute of Customer ServiceEmployee Engagement:The Business ImpactBrian WestonDirector, Marketing and Communications
  49. 49. about the Institute of Customer Service• UKCSI• Benchmarking• Accreditation• Customer Service Training and Professional Qualifications• Research• Conference and networking• UK Customer Satisfaction Awardswww.instituteofcustomerservice.com
  50. 50. 2013 UK Customer Satisfaction AwardsObjective HREmployee EngagementStrategy of the YearWinner• High retention rates• Ex-employees returning• Lower absence rates• Higher customer satisfaction• Productivity and growthFinalistsAgeas InsuranceLV=New Charter Housing Trust GroupRHPStar Technology - A Claranet Group CompanyUKFastcustomerserviceconference.co.uk
  51. 51. heightened importance of emotionalintelligenceEconomic insecurity Diverse customer segmentsLess deference Social Mediaexplosion
  52. 52. customer satisfaction is up65.669.471.272.075.2 75.676.777.3 77.478.0Jan 08 Jul 08 Jan 09 Jul 09 Jan 10 Jul 10 Jan 11 Jul 11 Jan 12 Jul 12UKCSI wave
  53. 53. the day to day service experience1 2 3 4 5 6 7 8 9 10FriendlyKnowledgeableHelpfulEnthusiasticInterested in meeting my needsPassionate about doing a good job for meEnjoying their workSeemed proud to work for the companyBoredBanksInsurersHigh St RetailersUtilitiesUsing a scale of 1-10, where 1 is completely disagree and 10 is completely agree, score these statements about customer service staff you regularly encounter at…
  54. 54. memorable customer experiences29% of customers said they had a memorable service experience
  55. 55. differentiators between “good” and“bad” customer experiencesEmployee behaviour Differential between customerswho had good and badexperiencesSeemed interested inmeeting the customers’needs6.1Seemed helpful 5.7Seemed passionate aboutdoing a good job5.6Seemed enthusiastic 5.3
  56. 56. outcomes of good and bad serviceexperiencesSince this experience, have you…
  57. 57. what customers complain about34.3%31.1%31.0%23.7%22.5%21.7%17.5%13.2%13.2%Quality or reliability of goods/servicesStaff attitudeStaff competenceLate delivery or slow serviceSuitability of goods/servicesCostAvailability of goods/servicesOrganisation not keeping its promises andcommitmentsOther
  58. 58. frequency of first point of contactbehaviours
  59. 59. impact of first point of contact behaviours
  60. 60. employee engagement is a driver ofbusiness performance“Good” and “bad” service experiences• Customer satisfaction• Complaints and complaint handling• Recommendation• Repeat purchase
  61. 61. 64Eat, drink and connect!
  62. 62. www.gomadthinking.com4/26/13 65Go MAD ThinkingPocket Gate FarmOff Breakback RoadWoodhouse EavesLeicestershireLE12 8RST: 01509 891313Go MAD about EmployeeEngagementA Results Focused ApproachRob Huntington – Thinking Engineer
  63. 63. www.gomadthinking.comWhere in the world are we?4/26/13 66EuropeUnitedKingdom
  64. 64. www.gomadthinking.com4/26/13 67Go MAD Thinking Headquarters
  65. 65. Discovering 3 Things1. How to create the conditions to release thepotential of people to think and act in a moreengaging and results focused way.
  66. 66. Discovering 3 Things2. A guaranteed way to add value to the top andbottom line of your organisation
  67. 67. Employee Engagement – what itlooks like
  68. 68. So what is employeeengagement?
  69. 69. Definitions of EmployeeEngagement – the missing link• The psychological investment people have intheir organisation and its goals (ModernSurvey)• The employees drive to use all of theiringenuity and resources for the benefit of theorganisation (Best Companies)• Emotional and intellectual commitment totheir organisation and its success (WorkFoundation)
  70. 70. The Business Case for EmployeeEngagement……is well madeInnovation, Productivity, Customer Service,Sales, overall financial performance
  71. 71. The Business Case for EmployeeEngagement5,370,000 results2,005 books
  72. 72. www.gomadthinking.comEngagementCapabilityDirection4/26/13 75PeakOrganisationalPerformanceImpact on Performance
  73. 73. A Quick Quiz• What percentage of your managers truly understand theconcept of employee engagement?• Considering your Company’s employee engagementefforts, what percentage is directed towards surveyactivity versus genuinely improving engagement?• What percentage of employees in your organisationhave absolute zero interest in improving themselves ortheir situation versus those that will make the best of anysituation?• How many of your employees are disengaged right now?• How many of your employees appreciate that they have achoice about their engagement levels?
  74. 74. A Quick Quiz• What percentage of your managers truly understand the concept of employeeengagement?• 40%• Considering your Company’s employee engagement efforts, what percentage isdirected towards survey activity versus genuinely improving engagement?• Typically it is 80:20 – this needs reversing!• What percentage of employees in your organisation have absolute zero interestin improving themselves or their situation versus those that will make the best ofany situation?• 10% versus 5% - an 85% opportunity!• How many of your employees are disengaged right now?• Around 35% to 50% (McClean and Company)• How many of your employees appreciate that they have a choice about theirengagement levels?• ???
  75. 75. www.gomadthinking.com4/26/13 78Employee EngagementGroundhog Day
  76. 76. The link to resultsAssumed Imposed ExpectedTHINKING ACTIONS RESULTSChanging thethoughts andemotions thatpeople have aboutwork at anindividual andleadership levelChanging thethinking leads to anew set ofbehaviours andactionsNew and betterresults achievedthrough differentactions andbehavioursgeneratedthrough differentthinking
  77. 77. Discovering 3 Things3. Thinking with Ropes
  78. 78. THE RULES•The rope must remain on your wrists exactlyas it is at the moment•You cannot cut or break the rope
  79. 79. 82What were you saying to yourself /your partner?There must be a way..
  80. 80. Some Thinking StatisticsQ. People talk to themselves, onaverage, how often?A. Every 11 seconds
  81. 81. Some Thinking StatisticsQ. How many thoughts do we haveeach day?A. Approximately 6,000
  82. 82. Some Thinking StatisticsQ. Of those 6,000 thoughts, whatpercentage of those are the sameas previous thoughts?A. 90%
  83. 83. Some Thinking StatisticsQ. Of the things that people worryabout, what percentage are actuallyreal?A. 8% - although 4% are out ofyour control
  84. 84. www.gomadthinking.comThe 4 thinking components4/26/13 87StatementsRecalled ExperienceQuestionsImaginedFuture• Self• Others• SituationHelpful• Focus
  85. 85. www.gomadthinking.comThe 4 thinking components4/26/13 88StatementsRecalled ExperienceQuestionsImaginedFuture• Self• Others• SituationHindering• Focus
  86. 86. www.gomadthinking.comThe 4 thinking components4/26/13 89StatementsRecalled ExperienceQuestionsImaginedFuture• Self• Others• SituationHelpful
  87. 87. Helpful or Hindering?Summer Holidays
  88. 88. Helpful or Hindering?Your next Birthday
  89. 89. Helpful or Hindering?Politicians
  90. 90. Helpful or Hindering?Customers
  91. 91. Helpful or Hindering?The last Work Christmasmeal/outing/party/?
  92. 92. Helpful or Hindering?The BrazilianBeach Volley Ball team
  93. 93. Helpful or Hindering?A team tripto Paris
  94. 94. Helpful or Hindering?Senior Leadership
  95. 95. Helpful or Hindering?What you did last week
  96. 96. Helpful or Hindering?What you’ve got to do therest of this week
  97. 97. Helpful or Hindering?The only way is Essex?
  98. 98. www.gomadthinking.com4/26/13 101
  99. 99. What are you?Which best describes you at the moment?If you reviewed you last week at work, whatevidence could you provide for each?How would your colleagues describe yourengagement?
  100. 100. Po – I = Pe100% - 40% = 60%
  101. 101. www.gomadthinking.comOriginal research (4000 hours in1998)Question:What is the simplest way of explaining thesuccess process that people naturally usewhen making a difference?Answer:Go M.A.D.® a Solution Focused Thinking™System104
  102. 102. www.gomadthinking.com 105Take Action& MeasureResultsSelfBeliefPersonalResponsibilityInvolveOthersPlanPrioritiesDefineGoalReasonWhyThe Go M.A.D.® Framework
  103. 103. Application levels for SolutionFocused Thinking™Helping youto think(Personal Effectiveness)Helping others to think(Coaching)Helping teams to think(Projects, meetings & team development)Helping organisations to think(Leadership thinking & cultural transformation)
  104. 104. www.gomadthinking.comThe Go M.A.D.® LeadershipThinking Framework107Culture(CollectiveBeliefs)LeadershipResponsibility PeopleOrganisationalReason WhyVision &ObjectivesManagementThinking &PlanningTake Action and MeasureResults
  105. 105. Client Experiences• Co-operative Pharmacy – 7 point shift inemployee engagement scores in 6 months,‘unexplained’ KPI uplift• Kraft - Over $15m difference• Lloyds Banking Group – 15 people identifiedsavings of £15m (300k implementableimmediately)• Vaultex – 30-40% uplift in engagement scoresand associated efficiencies and improvements tothe value of £500,000 identified in a 90 dayperiod
  106. 106. Possibility Thinking –MindstormingWhat could I possibly do to improve levels ofemployee engagement in my organisation ?
  107. 107. Taking Action…….• Employee Engagement Open Programme – 20%discount – 22nd & 23rd May 2013A taster of the things you will learn:• The Go M.A.D.® systems thinking approach to improvingemployee engagement• 65 High Quality Questions that enhance leadership thinking todrive increased employee engagement• How to think creatively and widely about employeeengagement...• ...to generate more than 100 new ideas to take away• How to create your bespoke employee engagement umbrellagoal with prioritised actions to apply instantly back in theworkplace
  108. 108. Go MAD Research & Consulting GroupSome free gifts from me as a thankyou• Over 100 “Thinking for Success” podcasts canbe accessed through iTunes business section• Free Go MAD Thinking App
  109. 109. www.gomadthinking.com4/26/13 113Book available –First come, firstserved.
  110. 110. A Closing Thought…….“Whistle while you work.” – The SevenDwarves
  111. 111. www.gomadthinking.com4/26/13 115rob.huntington@gomadthinking.com07961 823156robbhuntingtonrobhuntington
  112. 112. Employee voice matters – let’s getloud!Dr Martin ReddingtonEngage for Success Essex 26 April 2013
  113. 113. “…An insight-driven function…In this way HR uses much of thework from its core activities to further inform the organisationabout challenges, course correction and big opportunities.”“….A Business Savvy function.. We wanted to get into aconversation with practitioners about what they think businesssavvy is…”Four ‘foundations’ that help build business savvy in HRprofessionals and their teams…..(CIPD, 2011)High Performance HR
  114. 114. Comfortable with social media and its uses in organisationsUnderstanding people performance recipes and employeeengagementUsing ‘big data’ to optimise organisational effectivenessMore individualisation of the relationship with top managementand high potentialsHigh Performance HR© Dr Martin Reddington (2013)
  115. 115. ‘NEW’ OEThe heart oforganisationaldevelopmentConversationalPracticeParadox &AmbiguityLeadership &ManagementLanguage& ActionAuthenticity& Mutuality© Dr Martin Reddington (2013)
  116. 116. JobPressurePerformanceConversationsSolutionsConversationsWorkplaceTensionsConversation-in-Action© Dr Martin Reddington (2013)
  117. 117. Expression of Tensions© Dr Martin Reddington (2013)
  118. 118. www.skillpill.com/cipd© Dr Martin Reddington (2013)
  119. 119. Apple Device123© Martin Reddington 2012ValueAndroid Device
  120. 120. © Dr Martin Reddington (2013)Question Public/VoluntaryPrivate1) I have useful conversations with my linemanager about improving my performance68 632) I have useful conversations with my linemanager to find practical solutions to workplacetensions83 663) I actively take opportunities to exchange viewsabout work-related issues with other members ofmy team85 794) My line manager encourages conversationswithin the team about improving our performance78 635) I constantly experience excessive pressure inmy job73 48En-Gauge Pilot – CIPD members
  121. 121. © Dr Martin Reddington (2013)Enabler Category (MacLeod & Clarke, 2012) Percentages1)Visible, empowering leadership providing a strong strategicnarrative about the organisation, where it’s come from andwhere it’s going172) Engaging managers who: focus their people and give themscope; treat their people as individuals; coach and stretchtheir people533) There is employee voice throughout the organisation, forreinforcing and challenging views; between functions &externally; employees are seen as central to the solution224) There is organisational integrity – the values on the wallare reflected in day-to-day behaviour. There is no “say-do”gap8En-Gauge Pilot – CIPD members
  122. 122. JobPressurePerformanceConversationsSolutionsConversationsWorkplaceTensionsExample 20138370707668© Dr Martin Reddington (2013)
  123. 123. PsychologicalContractPerceivedOrganisationalSupportJobEngagementEfficacyOrganisationalEngagementRepresentationof EmploymentDeal© Dr Martin Reddington (2013)
  124. 124. Line Manager Relationships© Dr Martin Reddington (2013)
  125. 125. Line Manager Heat Map© Dr Martin Reddington (2013)
  126. 126. Best Thing Sentiment© Dr Martin Reddington (2013)
  127. 127. Impact ofDifferentDeals© Dr Martin Reddington (2013)
  128. 128. Play a full and active role in creating better conversationalarenasUnderstanding people performance recipes that underpinemployee engagementDoing the basics brilliantly – using technology where you canUrgent and Important Steps for HR© Dr Martin Reddington (2013)
  129. 129. Thank youmartin@martinreddington.com@TheRedster007
  130. 130. 134Engagement and You!Lisa Collins &Angela PearsonObjective HR
  131. 131. What will you dodifferently?
  132. 132. You, Your Team, YourOrganisation and EssexWhat’s going to stop?What do you need to consider?What are you going to do?
  133. 133. So What?What are the tangiblebenefits?How will I measure this?What investment will it require and whatreturn will my business get from theinvestment?What are the intangiblebenefits that I should behighlighting?
  134. 134. 138Event reflections andgratitude…
  135. 135. 139
  136. 136. 140Let’s keep engaging and connectingwww.engageforsuccess.org@Engage4SuccessEngage for Success
  137. 137. Thank you for listeninglisa.sibley@essex.gov.uk@LisaSib07501466981Talk, listen, connect to engage- don’t hesitate to get in touch!