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Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
Cathy Brown - Engage For Success
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Cathy Brown - Engage For Success

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  • 1. Employee Engagement Cathy Brown – Engage for Success
  • 2. WELCOME Introduction Engage for Success The Evidence for Engagement Engagement in Adversity @engage4success * ENGAGE FOR SUCCESS 2013 2
  • 3. ENGAGE FOR SUCCESS * ENGAGE FOR SUCCESS 2013 9
  • 4. MOVEMENT STRUCTURE * ENGAGE FOR SUCCESS 2013 10
  • 5. THE EVIDENCE FOR ENGAGEMENT * ENGAGE FOR SUCCESS 2013 13
  • 6. 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
  • 7. 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.
  • 8. 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.
  • 9. 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.
  • 10. ENGAGING THROUGH ADVERSITY * ENGAGE FOR SUCCESS 2013 22
  • 11. 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 33 11/8/13 ENGAGE FOR SUCCESS 2013
  • 12. Back to our basics… Strategic narrative Bob Kerslake – Civil Service “be open, be clear, let people know what’s open for influence and what isn’t” Stephen Hughes – Birmingham City Council “you can never do enough communication” – Stephen learnt that he could have gone out earlier, more often and more personally to his people to help them understand and form the changes in direction BCC had to make Sally Hopson – Pets at Home “Uncertainty cripples people” – be honest about the plans, bad news 11/8/13 ENGAGE FOR SUCCESS 2013 7
  • 13. Back to our basics… Strategic narrative Trust your people, people can deal with most things life throws at them Are you willing to be open and honest, even if you don’t have all the answers yourself? How confident are you that your strategic narrative, for you, your team and the organisation, is understood? 11/8/13 ENGAGE FOR SUCCESS 2013 8
  • 14. Back to our basics… The line management role in any change is vital Engaging managers BAE – “it’s easy to do one way communication” but actually you need to be out and about talking with people (not to them) and understanding where people are in their acceptance and understanding of what’s happening. Don’t presume that you know. Find the pockets of frustration and anxiety – don’t dent their existence but let people talk One of the Trade Union Conveners in BAE commented that the policy of consistent and regular communication even when there was nothing new to announce helped people become less anxious In BCC, the emphasis on line management support kept people enthused about the end goal The TUC have seen an acknowledgment of the key role of managers in building engagement and supporting change, and also investment in giving managers the skills they actually need (resilience, empathy, listening, preparation) 11/8/13 ENGAGE FOR SUCCESS 2013 9
  • 15. Back to our basics… Everyone’s different… Engaging managers Are you confident that you have all the information available, as people absorb it and formulate questions at different paces – treat them as individuals Is the management population equipped with the skills and information they need? What do you need? A question to explore later… Remember, sometimes the awareness is enough. Treat people as you would like to be treated 11/8/13 ENGAGE FOR SUCCESS 2013 10
  • 16. Back to our basics… Employee voice The West Midlands police force, they found that the more input people had to what was going on, the higher levels of satisfaction they saw “they can see their own footprint” Bob Kerslake again – “be honest if you are getting it wrong” – don’t be afraid to respond to feedback and change direction if necessary. Loose the defensiveness and embrace the fact that your people might well have better solutions that you’ve come up with… You said, we did – listen and action the feedback Surveys – take the bad with the good. Don’t respond, reflect (Eric Collins, Nampak, BCC) Sally Hopson – don’t fall into the trap of thinking that you’re ‘doing engagement’ because you’ve run a focus group. It’s a state of mind, not a one off event 11/8/13 ENGAGE FOR SUCCESS 2013 11
  • 17. Back to our basics… Employee voice Speak to the people who can make the difference, and listen to what they say… Have you got the right mechanisms in place for people’s voices to be heard? How do you know? Do they trust the organisation enough to speak out? 11/8/13 ENGAGE FOR SUCCESS 2013 12
  • 18. Back to our basics… Integrity Stella Power – Cabinet Office – you need consistency between values and behaviour, what is said and what is done Bob Kerslake “you need a sense of humility” – change is hard! Fran O’dowd (Accord Union) – be honest about the good, the bad and the changes to the change Innocent Drinks – live by your values, especially in the tough times BK – people need to see and trust that changes are fair, transparent, professional Accept that you will need to re-energise the change process in order to make it sustainable 11/8/13 ENGAGE FOR SUCCESS 2013 13
  • 19. Back to our basics… Integrity Role model at all levels of the organisation, become the change you want to see It’s all about trust What mechanisms do you have in place to build trust? What group is the conscience of your organisation through this time? 11/8/13 ENGAGE FOR SUCCESS 2013 14
  • 20. 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 8 ENGAGE FOR SUCCESS 2013
  • 21. LEVEL 1 – TRANSACTIONAL: We act on employee feedback through surveys Compartmentalised Thinking SERVICES AND SECTOR STRATEGY STRATEGY FOR: IT; ESTATES; CAPITAL ETC EMPLOYEE / HR STRATEGY Survey & act on it eg Performance management, communications, listened to etc NB: CIPD: 75% of Employee Engagement focused as above Reactive engagement. About discretionary effort LEVEL 2 – TRANSFORMATIONAL: It is a way of doing business It is a way of running and doing business WE TRACK PROGRESS OF STRATEGY “ONE PAGE”: Services Strategy, Country, Positioning Strategy AND Values/Behaviours to deliver it People at heart of delivery and at heart of strategy TWO-WAY WE MEASURE: Concerns, commitment, feedback NB:  CIPD: 25% of Employee Engagement focused as above  About proactive engagement People help shape strategy People give continual VOICE >4
  • 22. HOW TO GET MORE OUT OF ENGAGE FOR SUCCESS * ENGAGE FOR SUCCESS 2013 24
  • 23. THE RESOURCES ENGAGE FOR SUCCESS 2013
  • 24. GET ENGAGED! * ENGAGE FOR SUCCESS 2013 7
  • 25. ENGAGE FOR SUCCESS Questions, thoughts, comments… * ENGAGE FOR SUCCESS 2013 27

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