Internal Communication and Employee Engagement: Informed Employee Voice
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Internal Communication and Employee Engagement: Informed Employee Voice

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How internal communication underpins employee engagement.

How internal communication underpins employee engagement.

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Internal Communication and Employee Engagement: Informed Employee Voice Internal Communication and Employee Engagement: Informed Employee Voice Presentation Transcript

  • CIPR INSIDE WEBINAR: Internal Communication and Employee Engagement 2013
  • CIPR INSIDE WEBINAR Welcome Kevin Ruck PR Academy @AcademyKev exploringinternalcommunication.com kevin.ruck@pracademy.co.uk
  • Just 27% of employees in the UK are ‘highly engaged’, with an equivalent proportion of employees being ‘disengaged’. Engage for Success
  • Leadership Leadership Provides aastrong Provides strong strategic strategic narrative. narrative. Engaging Engaging Managers Managers Facilitate and Facilitate and empower. empower. Communication Engagement Voice Voice Views are sought Views are sought out; people see out; people see that their that their opinions count. opinions count. MacLeod and Clarke (2009) Engaging for Success Integrity Integrity Behaviour is Behaviour is consistent with consistent with stated values. stated values.
  • Employee engagement theory In his original study that outlines the basis for employee engagement, Kahn (1990, p. 693), defines it as, “…the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances”. Wave 1: Wave 1: 1990s 1990s • Characterised by the beginnings of practitioner interest and the term employee engagement came into use, widely credited as being coined by consultancy firm Gallup in 1999. • Wave 2: Wave 2: 2000 --2005 2000 2005 Robinson et al., (2004) defined the concept as a positive employee attitude towards the organisation and its values, involving awareness of business context, and work to improve job and organisational effectiveness. • Wave 3: Wave 3: 2006 --2010 2006 2010 Saks (2006) extended the employee engagement concept to encompass both job engagement and organisation engagement. Saks's work is significant because it tackles the question of the status of the concept. Welch (2011)
  • Work engagement Organisational engagement The work you do The vision of the organisation, where it’s headed The team work environment The values of the organisation, what it believes in Personal development opportunities The perceived support given to all employees The relationship with your line manager The way that senior managers communicate with all employees The opportunity to have a say about what goes on in your team The opportunity to have a say about what goes on in the organisation The response provided by a line manager to views expressed The response provided by senior managers to views expressed
  • Work engagement Work engagement Intellectual engagement Intellectual engagement I Ifocus hard on my work focus hard on my work I Iconcentrate on my work concentrate on my work I Ipay aalot of attention to my work pay lot of attention to my work Affective engagement Affective engagement I Ifeel positive about my work feel positive about my work I Ifeel energetic in my work feel energetic in my work I Iam enthusiastic in my work am enthusiastic in my work Social engagement Social engagement I Ishare the same work values as share the same work values as my colleagues my colleagues I Ishare the same work goals as my share the same work goals as my colleagues colleagues I Ishare the same work attitudes as share the same work attitudes as my colleagues my colleagues
  • Organisational Organisational engagement engagement Think Think I Ithink about improvements to help think about improvements to help my organisation operate more my organisation operate more effectively effectively Feel Feel I Ifeel positive about working for my feel positive about working for my organisation organisation Do Do I Iput extra effort in to help the put extra effort in to help the organisation succeed organisation succeed
  • Employees’ organisational commitment (%) 21,981 respondents in the UK https://www.gov.uk/government/p ublications/the-2011-workplaceemployment-relations-study-wers
  • Three components of employee engagement Feeling well Feeling well informed informed Opportunities Opportunities for for upward upward feedback feedback Manager Manager commitment commitment Truss et al.(2006)
  • 49% Employees feel fairly well informed about important organisational issues 29% Received only a limited amount of information 13% Reported they received not much at all Truss et al.(2006)
  • Informed Employee Voice High Informed Non-Communicators (6%) Fully/fairly well informed but little opportunity to feed information upwards Feel informed Informed Communicators (32%) Fully/fairly well informed and have opportunity for upward communication This group is highly engaged Fence sitters Fence sitters (39%) (39%) Uninformed Non-Communicators (18%) Little/no information and lack of opportunity for upward feedback Uninformed Believers (5%) Little information but have opportunity to feed information upwards Low/med Low/med Have opportunity for upward communication Truss et al. (2006) High
  • Case study HP Discover 2012 “We highlighted times when Meg [CEO] would be speaking about strategy, or when someone would be talking about innovation or plans for the future. As financial information was unveiled at the meeting, MacNeil [VP Global Employee Comms] and her team were able to simultaneously on the intranet.” “They [employees] were getting information at the same time as the analysts. But the key difference was that, for the first time ever, the information was being put into context for Hewlett Packard employees.” Oct 2013 corpcommsmagazine.co.uk
  • Upward feedback Basic Basic Surveys, Surveys, suggestion suggestion schemes, schemes, email boxes.. email boxes Advanced Advanced Based on people Based on people feeling well feeling well informed in the first informed in the first place, face to face, place, face to face, actions taken as a actions taken as a result or reasons result or reasons why action not why action not taken provided. taken provided. Reinforced by Reinforced by managers who managers who are open to are open to critical feedback.. critical feedback
  • Employees’ rating of management’s active consulting (%)
  • Case study Essex County Council Your Voice “In 2011, we ran our first ‘Your Voice’ engagement day. This was followed up in 2012. On one day we held 48 separate face-to-face events which enabled over 800 employees to have discussions with senior leaders.” http://ciprinside.co.uk/learnin g/case-studies/
  • Case study Glasgow Housing Association Think Yes “The objective of Think Yes was to raise customer satisfaction levels by asking staff to think positively when faced with a customer request.” “There is a popular Think Yes area on the intranet. Colleagues can post any major 'blockage' anonymously if they feel it can't be discussed with their manager. Again, we solve the problem then openly publish the blockage and solution.” http://ciprinside.co.uk/learnin g/case-studies/
  • PhD research Internal Communication and Organisational Engagement Questionnaire (ICOEQ) 123 closed questions using a 5 point Likert scale and four open questions:   1.    Information interests 2.    Helpfulness of communication methods 3.    General satisfaction with communication 4.    Senior manager communication 5.    Line manager level communication 6.    Peer group level communication 7.    Organisational engagement Welch (2011) 5 organisations 2066 responses to survey   27 interviews   9 focus groups with 77 people   Differences in satisfaction between organisations are significant, for example, satisfaction with ways to communicate ideas to senior managers varied from 18% to 65%
  • Correlations: strategic planning Analysing the strength of the association of a specific aspect of communication with a specific aspect of engagement. For example, satisfaction with employee voice and emotional organisational engagement.
  • Internal Communication Senior Managers Organisational Engagement Plans and aims Change Progres s Informed Informed employee employee voice voice Employee Voice Do Diagram to represent summary of associations between internal communication and organisational engagement based on 2066 responses from employees in five organisations Source: Ruck (2013) Unpublished PhD research at University of Central Lancashire,
  • How to help employees get strategy Harvard Business Review – research based on 60, 000 responses. “Top management has a profound impact on how well employees grasp and support strategy – far more than any other variable. Supervisors don’t play a direct role.” “Only top leaders can give strategic communication the appropriate weight.” Galunic and Hermreck (Dec 2012)
  • Senior management understanding Practitioners’ perception of stakeholders who think that internal communications is really important: Ruck and Trainor (2012)
  • Changing internal communication practice Q4. In an ideal world, how would you change the amount of time spent on these priorities More Same Less Ruck and Trainor (2012)
  • Evidence based practice