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VaLUENTiS Emp Eng Osney Media Conference pres110913 pres final dist copy

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Presentation of Employee Engagement in Organisations containing results from recent global survey and forthcoming VaLUENTiS report 'Employee Engagement in Organisations: State of the Notion' 2013

Presentation of Employee Engagement in Organisations containing results from recent global survey and forthcoming VaLUENTiS report 'Employee Engagement in Organisations: State of the Notion' 2013

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  • 1. Employee Engagement in Organisations: The first days for ambitious HR functions ‘Think HR. Think Human Capital.’ Tour 2013 Employee Engagement Conference Osney Media London UK September 2013 Nicholas J Higgins, DrHCMI MSc Fin (LBS) MBA (OBS) MCMI CEO, VaLUENTiS Ltd & Dean, International School of Human Capital Management (‘ISHCM’)
  • 2. © 2013 All rights reserved. Please e-mail nicholas.higgins@valuentis.com regarding any matters of reproduction/ organisational distribution.
  • 3. ‘Celebrating ten years 2003-13’
  • 4. • First British firm to introduce Employee Engagement model (known as the ‘5D’) • First to publish live client HR scorecard linking with employee engagement • First to introduce CQ&Q people management evaluation tool (‘Management Pathfinder’ and ‘VB-HR Rating’) • First to introduce global value-based HR function (VB-HR™) profiler • First to comprehensively evaluate the value of the Investors in People framework • First to publish global Human Capital Reporting Standards (GHCRS2006 open source)… • Globally, first to set-up dedicated, practitioner-based Business School on Human Capital Management • First to introduce Masters in Human Capital Management • First British business school to offer dedicated people management qualifications online (HCMI) • Globally, first School to offer Masters qualification with CMAS® technology
  • 5. Source: The Enterprise-wide Application of Human Capital Intelligence (HCMi), N J Higgins & G Cohen ,VaLUENTiS white paper When leading edge means leading edge… HCM Intelligence – ‘The Full Monty’ HC Measurement & evaluation •Absenteeism •Turnover (voluntary) •Turnover (involuntary) •Recruitment cost per FTE •Time to fill •Training days per FTE •Training spend per FTE •Revenue per FTE •Profitper FTE •HR FTE: FTE •Employee costs per FTE •HR costs per FTE •% females in senior management roles 5.2% 8.6% 1.8% £12,569 38 days 3.5 £871 £365,121 £67,119 1:112 £27,469 £1356 23% •HCI (used with revenue per FTE to calculate HCIR per FTE) •HR budget (adjusted using standard template) •MD spend •Internal/external management position fill ratio •No of industrial tribunals •% union membership •HR service delivery (IT mix) Plus portfolio of tertiary indicators which are more context/organisation specific •HR spend per FTE (adjusted using standard template) •Formal job offer success Plus portfolio of tertiary indicators which are more context/organisation specific •HC leverage •HCIR per FTE •HC Investment ratio •Employee engagement •Voluntary turnover1 •Absenteeism1 •Accident/injury rate •VB-HR™ Rating •HC Performance •HCI (used with revenue per FTE to calculate HCIR per FTE) •HR budget (adjusted using standard template) •MD spend •Internal/external management position fill ratio •No of industrial tribunals •% union membership •HR service delivery (IT mix) Plus portfolio of tertiary indicators which are more context/organisation specific •HR spend per FTE (adjusted using standard template) •Formal job offer success Plus portfolio of tertiary indicators which are more context/organisation specific •HC leverage •HCIR per FTE •HC Investment ratio •Employee engagement •Voluntary turnover1 •Absenteeism1 •Accident/injury rate •VB-HR™ Rating •HC Performance DIVERSITY EMPLOYEE CENTRICITY EMPLOYER BRAND HR GOVERNANCE HR OPERATIONAL EXCELLENCE LEADERSHIP ORGANISATION CLIMATEORGANISATION COMMUNICATIONS ORGANISATION DESIGN PERFORMANCE ORIENTATION RESOURCING RETENTION REWARD TALENT MANAGEMENT TRAINING & DEVELOPMENT 79.6 + 81.3 + 74.2 67.4 + 61.5 43.1 + 48.7 64.2 62.8 59.460.3 + 68.4 65.7 59.9 41.6 DIVERSITY EMPLOYEE CENTRICITY EMPLOYER BRAND HR GOVERNANCE HR OPERATIONAL EXCELLENCE LEADERSHIP ORGANISATION CLIMATEORGANISATION COMMUNICATIONS ORGANISATION DESIGN PERFORMANCE ORIENTATION RESOURCING RETENTION REWARD TALENT MANAGEMENT TRAINING & DEVELOPMENT 79.6 + 81.3 + 74.2 67.4 + 61.5 43.1 + 48.7 64.2 62.8 59.460.3 + 68.4 65.7 59.9 41.6 Human Capital Practices Human Capital Practices External Value Proposition External Value Proposition Customer Satisfaction Customer Satisfaction Customer Loyalty Customer Loyalty Revenue Growth Revenue Growth ProfitabilityProfitability Employee Retention Employee Retention Individual/ team Productivity Individual/ team Productivity ‘Local’ Management ‘Local’ Management Cost controlCost control ComplianceCompliance Portfolio mixPortfolio mix X-sellingX-selling ServiceService Work valuesWork values Line-of-sightLine-of-sight DevelopmentDevelopment RewardReward Work environmentWork environment Employee Engagement Employee Engagement Leadership & governance Leadership & governance Shareholder value Shareholder valueEmployer brand Employer brand Human Capital Practices Human Capital Practices External Value Proposition External Value Proposition Customer Satisfaction Customer Satisfaction Customer Loyalty Customer Loyalty Revenue Growth Revenue Growth ProfitabilityProfitability Employee Retention Employee Retention Individual/ team Productivity Individual/ team Productivity ‘Local’ Management ‘Local’ Management Cost controlCost control ComplianceCompliance Portfolio mixPortfolio mix X-sellingX-selling ServiceService Work valuesWork values Line-of-sightLine-of-sight DevelopmentDevelopment RewardReward Work environmentWork environment Employee Engagement Employee Engagement Leadership & governance Leadership & governance Shareholder value Shareholder valueEmployer brand Employer brand VB-HR™ Rating Workforce Intelligence HR Strategy OrganisationalHCM Capital B B R BB RCCCCCC BB RCCCB HCM Architecture BB RBB Management Employees BB RCCCB BB RCCCCCC HR Customer- agency BB HR Capability BB Human Capital HR Functional Capital Human Capital Management Overall ranking AAA AA A BBB BB B CCC CC C R rmin r RR RRR B RB HR Procurement RBB RBB BB BB R EFFECTIVENESS MAINTENANCE RISK VB-HR™ Rating Workforce Intelligence HR Strategy OrganisationalHCM Capital B B R BB RCCCCCC BB RCCCB HCM Architecture BB RBB Management Employees BB RCCCB BB RCCCCCC HR Customer- agency BB HR Capability BB Human Capital HR Functional Capital Human Capital Management Overall ranking AAA AA A BBB BB B CCC CC C R rmin r RR RRR B RB HR Procurement RBB RBB BB BB R EFFECTIVENESS MAINTENANCE RISK BB BB R EFFECTIVENESS MAINTENANCE RISK 3.11 Managing ASP/software/ Outsource Providers 4.11 Managing ASP/ERP/soft ware/Outsour ce Providers 1.6 HR Policy 2.5 Organisation Restructure/ Change/ Development 3.1 Workforce Planning 1.7 HR Performance/ Strategy Review/ Audit 1.1 Employer brand 4.1 Needs Assessment 6.1 Total Reward Programme 7.1 Employee Communications 8.2 Risk Assessment 1.2 HR Value Proposition 1.3 HR Delivery Structure 1.4 HC Reporting 1.5 HR Capability 10.9 Reporting/ Interfaces 2.6 Acquisition/ Divestiture/ Start-up Due Diligence/ Support 2.1 Organisationa l Design/ Capability Planning – Business Unit Level 2.2 Organisationa l Design/ Capability Planning – Multi-country Level 2.3 Organisationa l Design/ Capability Planning – Global Level 2.4 Job Classification/ Evaluation 3.2 Candidate Identification Services 3.3 Job Profile Services/ Requisition Processing 3.4 Candidate Selection 3.5 Temporary and Contractor Staffing 3.6 General Employment Services 3.7 Relocation 3.8 Outplacement Services 3.9 Employment Law Services 3.10 Consulting Line Managers On Staffing Issues 4.2 General Training Design, Development and Delivery 4.3 Training & Development Management 4.4 Technical/ Functional/ Policy & Procedure Training 4.5 Employee Induction/ Orientation 4.6 Competencies / Skills Model Development And Assessment 4.7 Leadership/ Management Development 4.8 Executive Development 4.9 Career Development 4.10 Consulting On Managerial Issues 5.1 Performance (Talent) Management Assessment 5.2 Performance (Talent) Management Development 5.3 Performance Reviews 5.4 Succession (Talent) Management 6.2 Wage And Salary Management 6.3 Bonus/Incenti ve/ Stock Options Compensatio n 6.4 Senior/ Executive Compensatio n 7.2 Benefits 7.3 Attendance/ Leave Of Absence/ Exit Interviews 7.4 Return-To- Work and Job Accommodati on 8.1 Risk Management/ Regulatory Compliance/ Security 9.1 HRIS Strategy 9.2 HRIS Planning 10.1 Payroll 10.2 Employee/ Manager Interaction/ Problem Resolution 10.3 Time Reporting 10.6 Tax Reporting/ Audit 10.7 Employee Reimburseme nt 10.8 Statutory Benefits/ Miscellaneous Admin 10.10 Managing Outsource Providers 1.8 Managing External Consultants/ Outsource Providers 2.7 Managing External Consultants/ Outsource Providers 5.5 Attendance Management 6.5 Expatriate Compensatio n 7.5 Company Policies And Procedures 8.3 Accident Prevention and Training Programmes 8.4 Health/Medica l Programmes 9.3 HRIS Support 9.4 Employee Research & Modelling 5.6 Employee Coaching 6.6 Compensatio n Analysis/Pay review 6.7 Healthcare/ Welfare/ Statutory/ Other Benefit Programmes 7.6 Collective Bargaining/ Negotiating/ Consultative Processes 7.7 Work Practices For Represented Employees 8.5 Incident Tracking and Reporting 8.6 Managing External Consultants/ Outsource Providers 9.5 Benchmarkin g 9.6 Measurement and Reporting 10.4 Special Pay, Adjustments And Deductions 10.5 Payroll Accounting/ Recon/ Manual Calculations & Disbursement 5.7 Employee Counselling/ Case management 5.8 PM Compliance Support 6.8 Pension Management 6.9 Retirement Planning/ Counselling And Administratio n 7.8 Conflict and Issue Resolution 7.9 Corporate/ Community Social Responsibility 9.7 Employee Records/Case management/ Data Maintenance 9.8 Reporting/ Interfaces 9.9 Managing ASP/software/ Outsource Providers 5.10 Managing ASP/ERP/ Software Providers 5.9 Consulting To Line Managers On Performance Issues 6.10 Managing External Consultants/ Outsource Providers 7.10 Government/ Legislative Issues 7.11 Managing External Consultants HR GOVERNANCE ORGANISATION DESIGN RESOURCING TRAINING & DEVELOPMENT PERFORMANCE (TALENT) MANAGEMENT REWARD EMPLOYEE RELATIONS & COMMS EMPLOYEE HEALTH & SAFETY HRIS & MEASURE- MENT PAYROLL 3.11 Managing ASP/software/ Outsource Providers 4.11 Managing ASP/ERP/soft ware/Outsour ce Providers 1.6 HR Policy 2.5 Organisation Restructure/ Change/ Development 3.1 Workforce Planning 1.7 HR Performance/ Strategy Review/ Audit 1.1 Employer brand 4.1 Needs Assessment 6.1 Total Reward Programme 7.1 Employee Communications 8.2 Risk Assessment 1.2 HR Value Proposition 1.3 HR Delivery Structure 1.4 HC Reporting 1.5 HR Capability 10.9 Reporting/ Interfaces 2.6 Acquisition/ Divestiture/ Start-up Due Diligence/ Support 2.1 Organisationa l Design/ Capability Planning – Business Unit Level 2.2 Organisationa l Design/ Capability Planning – Multi-country Level 2.3 Organisationa l Design/ Capability Planning – Global Level 2.4 Job Classification/ Evaluation 3.2 Candidate Identification Services 3.3 Job Profile Services/ Requisition Processing 3.4 Candidate Selection 3.5 Temporary and Contractor Staffing 3.6 General Employment Services 3.7 Relocation 3.8 Outplacement Services 3.9 Employment Law Services 3.10 Consulting Line Managers On Staffing Issues 4.2 General Training Design, Development and Delivery 4.3 Training & Development Management 4.4 Technical/ Functional/ Policy & Procedure Training 4.5 Employee Induction/ Orientation 4.6 Competencies / Skills Model Development And Assessment 4.7 Leadership/ Management Development 4.8 Executive Development 4.9 Career Development 4.10 Consulting On Managerial Issues 5.1 Performance (Talent) Management Assessment 5.2 Performance (Talent) Management Development 5.3 Performance Reviews 5.4 Succession (Talent) Management 6.2 Wage And Salary Management 6.3 Bonus/Incenti ve/ Stock Options Compensatio n 6.4 Senior/ Executive Compensatio n 7.2 Benefits 7.3 Attendance/ Leave Of Absence/ Exit Interviews 7.4 Return-To- Work and Job Accommodati on 8.1 Risk Management/ Regulatory Compliance/ Security 9.1 HRIS Strategy 9.2 HRIS Planning 10.1 Payroll 10.2 Employee/ Manager Interaction/ Problem Resolution 10.3 Time Reporting 10.6 Tax Reporting/ Audit 10.7 Employee Reimburseme nt 10.8 Statutory Benefits/ Miscellaneous Admin 10.10 Managing Outsource Providers 1.8 Managing External Consultants/ Outsource Providers 2.7 Managing External Consultants/ Outsource Providers 5.5 Attendance Management 6.5 Expatriate Compensatio n 7.5 Company Policies And Procedures 8.3 Accident Prevention and Training Programmes 8.4 Health/Medica l Programmes 9.3 HRIS Support 9.4 Employee Research & Modelling 5.6 Employee Coaching 6.6 Compensatio n Analysis/Pay review 6.7 Healthcare/ Welfare/ Statutory/ Other Benefit Programmes 7.6 Collective Bargaining/ Negotiating/ Consultative Processes 7.7 Work Practices For Represented Employees 8.5 Incident Tracking and Reporting 8.6 Managing External Consultants/ Outsource Providers 9.5 Benchmarkin g 9.6 Measurement and Reporting 10.4 Special Pay, Adjustments And Deductions 10.5 Payroll Accounting/ Recon/ Manual Calculations & Disbursement 5.7 Employee Counselling/ Case management 5.8 PM Compliance Support 6.8 Pension Management 6.9 Retirement Planning/ Counselling And Administratio n 7.8 Conflict and Issue Resolution 7.9 Corporate/ Community Social Responsibility 9.7 Employee Records/Case management/ Data Maintenance 9.8 Reporting/ Interfaces 9.9 Managing ASP/software/ Outsource Providers 5.10 Managing ASP/ERP/ Software Providers 5.9 Consulting To Line Managers On Performance Issues 6.10 Managing External Consultants/ Outsource Providers 7.10 Government/ Legislative Issues 7.11 Managing External Consultants HR GOVERNANCE ORGANISATION DESIGN RESOURCING TRAINING & DEVELOPMENT PERFORMANCE (TALENT) MANAGEMENT REWARD EMPLOYEE RELATIONS & COMMS EMPLOYEE HEALTH & SAFETY HRIS & MEASURE- MENT PAYROLL HC Productivity Statement CONTRACTED RESOURCE ye 31st Dec 2005 ye 31st Dec 2004 Total number of FTE days contracted in year 3,530,340 3,401,289 Total number of FTE vacation days taken in year 336,987 333,144 TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE 3,193,353 3,068,145 WORK RESOURCE ADJUSTMENT FTE days gained through recorded overtime work (+) 61,932 65,371 FTE days lost to illness (-) 18,431 19,016 FTE days lost to work-related illness/injury (-) 2,773 2,816 FTE days lost to industrial action (-) 249 167 FTE days recorded as lost under miscellaneous (-) 763 1,075 ACTUAL NUMBER OF CONTRACTED FTE DAYS WORKED 3,233,069 3,110,442 PRODUCTIVITY HCI*Revenue per FTE day (optimal) £192.96 £185.42 HCI*Revenue per FTE day (actual) £190.59 £182.90 HCI*Revenue per FTE day differential £2.37 £2.52 EMPLOYER-EMPLOYEE RELATED INDICES Employee engagement index 69.2 68.5 Employer brand index 71.3 71.0 HUMAN CAPITAL MANAGEMENT INDEX VB-HR Rating BB-BB-R BB-B-R HC Performance Sustaining + Sustaining + HC Productivity Statement CONTRACTED RESOURCE ye 31st Dec 2005 ye 31st Dec 2004 Total number of FTE days contracted in year 3,530,340 3,401,289 Total number of FTE vacation days taken in year 336,987 333,144 TOTAL NUMBER OF CONTRACTED FTE DAYS AVAILABLE 3,193,353 3,068,145 WORK RESOURCE ADJUSTMENT FTE days gained through recorded overtime work (+) 61,932 65,371 FTE days lost to illness (-) 18,431 19,016 FTE days lost to work-related illness/injury (-) 2,773 2,816 FTE days lost to industrial action (-) 249 167 FTE days recorded as lost under miscellaneous (-) 763 1,075 ACTUAL NUMBER OF CONTRACTED FTE DAYS WORKED 3,233,069 3,110,442 PRODUCTIVITY HCI*Revenue per FTE day (optimal) £192.96 £185.42 HCI*Revenue per FTE day (actual) £190.59 £182.90 HCI*Revenue per FTE day differential £2.37 £2.52 EMPLOYER-EMPLOYEE RELATED INDICES Employee engagement index 69.2 68.5 Employer brand index 71.3 71.0 HUMAN CAPITAL MANAGEMENT INDEX VB-HR Rating BB-BB-R BB-B-R HC Performance Sustaining + Sustaining + Human Capital Operating Statement ye 31st Dec 2005 ye 31st Dec 2004 OPERATING INCOME % Revenue (£000s) 1,057,016 1,015,020 FTEs 16,352 16,047 Revenue per FTE 64,641 63,253 OPERATING COSTS Total operating costs (£000s) 904,371 815,094 People costs (£000s) 532,181 464,317 Human Capital Intensity (HCI) 58.85 56.96 OPERATING INCOME ATTRIBUTABLE TO HC (HCIR per FTE) 38,041 36,029 £ % £ % ANCILLARY PEOPLE COSTS (APC) Training & Development costs (£000s) 8,176 7,342 Recruitment costs (£000s) 2,314 2,954 Health & Safety costs (£000s) 740 691 HR functional and related costs (£000s) 6,254 6,879 Outplacement costs (£000s) 256 53 Total 17,740 17,919 HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26 Human Capital Operating Statement ye 31st Dec 2005 ye 31st Dec 2004 OPERATING INCOME % Revenue (£000s) 1,057,016 1,015,020 FTEs 16,352 16,047 Revenue per FTE 64,641 63,253 OPERATING COSTS Total operating costs (£000s) 904,371 815,094 People costs (£000s) 532,181 464,317 Human Capital Intensity (HCI) 58.85 56.96 OPERATING INCOME ATTRIBUTABLE TO HC (HCIR per FTE) 38,041 36,029 £ % £ % ANCILLARY PEOPLE COSTS (APC) Training & Development costs (£000s) 8,176 7,342 Recruitment costs (£000s) 2,314 2,954 Health & Safety costs (£000s) 740 691 HR functional and related costs (£000s) 6,254 6,879 Outplacement costs (£000s) 256 53 Total 17,740 17,919 HC LEVERAGE (HCIR/APC per FTE) 35.06 32.26 PeopleFlow® Statement STAFFING ye 31st Dec 2005 ye 31st Dec 2004 % No of full-time staff at start of year 14,011 13,865 Number of part-time staff at start of year (FTE eqv) 1,932 1,491 Number of other at start of year (FTE eqv) 104 175 Full time equivalents (FTEs) at start of year 16,047 15,531 STAFFING MOVEMENT % £ % Number of FTEs recruited in period (+) 1,427 1,874 Number of acquisitioned FTEs during period (+) - - 1,427 1,874 Number of voluntary leavers (FTE) in period (-) 996 1,065 Number of FTEs made redundant or outplaced in period (-) 35 217 Number of FTE retirements in period (-) 91 76 Number of FTEs outsourced in period (-) - Full time equivalents (FTEs) at end of year 16,352 16,047 STAFFING MISCELLANEOUS Mean tenure (years) 5.2 5.3 Mean age of workforce 34 34 Retirement population 5,391 5,304 PeopleFlow® Statement STAFFING ye 31st Dec 2005 ye 31st Dec 2004 % No of full-time staff at start of year 14,011 13,865 Number of part-time staff at start of year (FTE eqv) 1,932 1,491 Number of other at start of year (FTE eqv) 104 175 Full time equivalents (FTEs) at start of year 16,047 15,531 STAFFING MOVEMENT % £ % Number of FTEs recruited in period (+) 1,427 1,874 Number of acquisitioned FTEs during period (+) - - 1,427 1,874 Number of voluntary leavers (FTE) in period (-) 996 1,065 Number of FTEs made redundant or outplaced in period (-) 35 217 Number of FTE retirements in period (-) 91 76 Number of FTEs outsourced in period (-) - Full time equivalents (FTEs) at end of year 16,352 16,047 STAFFING MISCELLANEOUS Mean tenure (years) 5.2 5.3 Mean age of workforce 34 34 Retirement population 5,391 5,304 HCM Intelligence Management Pathfinder (OE indicators) ‘RADAR’ Employee engagement Basic metrics Measurement pyramid Modelling analytics linking performance to human capital (management) HR delivery and operational risk Human capital reporting
  • 6. ‘A selection of previous relevant presentations…’
  • 7. 7 Part I Baselines…
  • 8. 8 “As evidence-based management practitioners, our purpose is to enhance effective people management (and its impact on productivity/performance) in organisations, whilst enabling greater individual managerial professionalism.” Our mission
  • 9. 9 Employee Engagement: Whose responsibility is it anyway?
  • 10. The traditional view of employee engagement contributing to improved organisational performance... Higher employee engagement Higher productivity Higher organisation performance
  • 11. Human capital management practice and employee engagement contributing to improved organisational performance (‘POP’ system) Higher employee engagement Higher productivity Higher organisation performance More effective human capital management
  • 12. “Employee engagement is an ‘outcome-based’ concept. It is the term used to describe the degree to which employees can be ascribed as ‘aligned’ and ‘committed’ to an organisation such that they are at their most productive.” VaLUENTiS International School of HCM 2005
  • 13. The concept of Employee Engagement: A synthesis of antecedent theories and empirical evidence with human capital management practice related to organisation performance – 100 years in the making Source: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003 Wider Group Immediate Team OrganisationIndividual •Group theory •Trust theory •Teams theory •Conflict theory •Decision-making theory •Motivation theory •Goal setting and task theory •Equity (justice) theory •Trait theory •Expectancy theory •Commitment theory •Needs theory •Social cognitive/ self efficacy theory •Cognitive dissonance •Wellbeing/Burnout •Job satisfaction •Organisation Citizenship Behaviour •Learning theory •Behaviourism •Emotional Intelligence •Psychological contract •Leadership theory •Organisational ‘fit’ theory •Other I/O psychology contributions •Organisation performance & measurement* Human Capital Management practice/systems: •Training & Development •Performance management •Reward & recognition •Resourcing & selection •Organisation communication •Talent management •Leadership •Organisation culture •Employer brand •Human capital retention •Organisation design •Workforce diversity •High performance work systems •Fayol - Principles of management •Taylor - Scientific management •McGregor Theory X/Y •Mayo/Hawthorne studies •Tavistock – Socio-technical systems •Lewin (MIT) - group dynamics/behaviour •Munsterberg - Industrial psychology •Follett - Management relations/integration •Hertzberg – Two factor theory •Drucker – Practice of management •Kahn – Personal engagement •Likert – Management system/measurement scale
  • 14. 14 Psychological Conditions of Personal Engagement and Disengagement at Work William A. Kahn Academy of Management Journal 1990 “Personal Engagement is the simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive and emotional), and active, full role performance.”
  • 15. Employee engagement as a sum of constant work ‘forces’ (VaLUENTIS EESoF model) illustrative vectors interpersonal conflict incentive misalignment perceived reward inequityshort-staffed uncaring new boss poorly communicated reorganisation enlarged role planned training cancelled Well-received performance appraisal hit personal targets/ objectives hit team targets/ objectives salary increase enrolled on MD programme “A further, more up to date interpretation…”
  • 16. “Human Capital Management is the term which is used to describe an organisation’s multi- disciplined and integrated approach to optimising the capabilities and performance of its management and employees.” VaLUENTiS International School of HCM 2005
  • 17. ‘Management Pathfinder®’
  • 18. Management Pathfinder ‘one-line descriptors’ [Reference] Diversity [E2] The focus and effectiveness of diversity of the workforce and diversity policies within the organisation Employee Centricity [legacy indicator] optional reporting indicator The degree to which the organisation has ‘employee-centric’ policies in place and delivers on them in terms of effectiveness including historical perspective Employer Brand [E1] The degree to which the organisation has an identifiable brand and its contribution/ effectiveness in related organisational areas HR Governance [H1] [expanded version only] The overarching management of HR as a function governance of Human Capital Management within the organisation. HR Operational Excellence [H2] [expanded version only] The degree to which the HR function possesses the requisite competence and executes its delivery objectives in terms of quality and effectiveness Leadership [F1] The perceived effectiveness of distributed leadership across the organisation Organisation Climate [S1] The degree to which the current operating environment with in the organisation is seen to be a positive/negative factor Organisation Communications [S2] The current effectiveness of communications in the organisation as perceived by managers and employees Organisation Design [S3] The degree to which the overall organisation architecture, e.g. management structure, job/role design is effective Performance Orientation [F3] The degree to which the organisation is viewed as effective in terms of focus and actions re performance related areas Resourcing [V1] The effectiveness of current resourcing policies and processes/activities in terms of organisation requirements Retention [V2] The effectiveness of current organisational retention approaches and efforts Reward [V3] The effectiveness of current reward policy/strategy Talent Management [F2] The effectiveness of current organisational approaches to talent, its scope and its management Learning & Development [E3] The degree to which current approaches and application of training, learning and development are effective
  • 19. Organisation Performance (as defined by organisation/unit scorecard measures and derivative metrics) Examples of organisation performance areas: Sales Revenue Service delivery Customer satisfaction Patient care Procurement Operational risk Product development Organisation support Safety Quality Cost…
  • 20. 20 Sub-optimal performance, i.e. less than achievable Or Sub-optimal costs, i.e. higher than necessary Or Both Impaired Employee Engagement: Impact on individual and team productivity/performance
  • 21. Organisations and employee engagement: The ‘4-ball’ practice model Play down ‘We don’t...’ Play act ‘It’s all about PR…’ Play safe ‘At least we audit/ benchmark...’ Play make ‘We do it…’ The four progressive states of employee engagement embeddedness in organisations
  • 22. The ‘Six Pillars’… EE PLAYBOOK 1. Grounded understanding of Employee Engagement 2. Working definition of Employee Engagement 3. Measurement wisdom 4. Actioning infrastructure 5. Dynamic EE-Performance ‘playbook’ DELETE 6. Competent leadership/management
  • 23. Little. Limited. Mostly ephemeral in nature. Exists in pockets with variation in line management. Good working knowledge embedded across organisation. No definition in use. Most likely borrowed without any real ownership, or ‘false’ ownership. Maybe borrowed with internalisation or adapted after some organisational focus. Distributed ‘ownership’, whether borrowed, adapted or created. Limited to absenteeism metrics, employee surveys seen as event driven if done. Probably undertaking surveys but with no valid construct; response rate/PR main focus. Will do measurement basics, even to the extent of engagement index etc. Tick box is main focus. People management evaluation/measurement seen as ‘core’ on a par with CRM , finance etc. Probably in the form of basic training/management courses. Probably in the form of basic management courses. Most likely carry out some form of branded programme. Will have a number of actioning elements in place but not necessarily joined up. Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus. Does not exist. May have something articulated on ‘strategies’. Most likely collection of irrelevant case studies. Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being developed. Easy access in different e- /physical formats at different levels. Signals ‘embedded’ intent. Will have varied mix of skilled people managers. Existing good performers more through luck. Will have varied mix of skilled people managers. Existing good performers more through luck. Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations. Cohort of well-trained people managers exists with talent pools. Regular evaluation/reinforcement. ‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’ I Grounded understanding of employee engagement II III IV V VI Working definition of employee engagement Measurement wisdom Actioning Infrastructure EE-Performance Playbook Competent leadership/ management The ‘4-ball’ Employee Engagement reality matrix Pillar 23 NEGATIVE NEGATIVE NEUTRAL POSITIVE Overall value to organisation performance/competitive advantage
  • 24. 0% 5% 10% 15% 20% 25% 30% 35% 40% Understood across majority of managers and employees Understood across majority of managers Understood in some areas of management Managers have heard the term but have little understanding We collectively don’t really use the term In your organisation/business unit how well is the concept of employee engagement understood (and its potential impact in the workplace – the Why)? Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 25. As an organisation/business unit we provide learning on employee engagement and its impact... 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% At induction for line managers ONLY Don’t know At induction for employees and line managers As part of our development programme for line managers ONLY As part of our development programme for both employees and line managers We do not currently provide structured learning on employee engagement Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 26. Does your organisation/business unit use a definition of employee engagement? 0% 10% 20% 30% 40% 50% 60% Yes No Don't know Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 27. How easy is this definition for communication and measurement purposes across the organisation? Easy to remember – Easy to measure 39% Easy to remember – Hard to measure 21% Hard to remember – Easy to measure 7% Hard to remember – Hard to measure 9% Don’t know 24% Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 28. How do we know what we are measuring is employee engagement? 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Don't measure/No answer provided Answer provided doesn't explain Use assumed model/advice of consultants Non-answer Part research explanation but vague Underpinning theory model(s)/rationale given *Note: Categories derived from open text reclassification Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 29. 29 Part II The first 100 days…
  • 30. Employee Engagement - Actioning Infrastructure 4 3 1 2
  • 31. Actioning Employee Engagement Infrastructure (Purpose: ‘to embed’) Supportive top leadership and ‘signalling’… ‘Interactive’ people management evaluation process map Multi-survey mapping and planning overlay EE related development/ learning programmes & workshops People Manager evaluation/ appraisal (regular ‘practice runs’) Defined ‘how to’ strategies around engagement elements ‘Live’ Employee Engagement adapted QFD (‘House of Quality’) Dedicated internal focus team or nominated ‘on-point’ person Nominated People Manager Engagement line champions Organisation event logsLinks into wider organisation intelligence analytics Wider communications/ branding “Spinning plates cogs…”
  • 32. Which of the following statements describes our organisation/business unit’s approach to embedding employee engagement infrastructure? 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% It’s basically in the guise of an action plan off the back of the employee survey We use employee surveys and other measurement instruments, linked with performance/productivity data and actioning initiatives We use employee surveys and other measurement instruments, linked with performance productivity data, backed up with leadership/management education and actioning initiatives We don’t have any recognisable support infrastructure Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 33. Management education, assessment & reinforcement People data availability & quality Employee survey information & other evaluations Management ‘positional mapping’ ‘Game management’ Performance/ productivity/ engagement ‘holes’ Initiating the first 100 days…
  • 34. Employee survey information & other evaluations… 
  • 35. Once a year (census) 28% Twice a year (census) 13%Once every two years (census) 28% Every quarter (pulse) including annual (census) 5% As and when required 15% None of the above 11% Our organisation conducts an employee survey.... Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 36. Less than 20 26% 20-40 23%41-60 21% 61-80 24% Over 80 6% Our survey question set includes how many questions? Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 37. VaLUENTiS 5D Employee Engagement Framework © VaLUENTiS Ltd 2002-13 Objectives awareness Behaviour alignment Role ‘fit’ Performance management Feedback Capability Line-of-Sight Remuneration equity Bonus/incentives Benefits Role equity Recognition Promotional aspects Reward (equity) Cultural elements Team dynamics Communication Resources Local management Physical environment Work Environment Development Career progression Competencies Succession planning Job/ Role architecture Training/ Learning Coaching/ Mentoring Organisation design Performance/talent management ‘Corporate’ Leadership Communication Decision rights Work values Trust Organisation operating culture
  • 38. A balanced mix of Question-statements plus organisation performance data with generation of indices/scorecards Line-of-Sight Work Environment VaLUENTiS 5D Employee Engagement Framework Reward (equity) Development That gives us around 10103 survey combinations 20Q 30Q 40Q 50Q 60Q 70Q 80Q 90Q 100Q ‘Standard sets’ Database contains over 1000 Question-Statements, though around 290 are ‘Stems’, the rest are variations….
  • 39. “Only one box in nine reflects the constant ‘high bar’ challenge for organisations in optimising engagement across the workforce on a daily basis” Staff engagement: The challenge for organisations (The A-C Matrix) © VaLUENTiS Ltd 2002-13 Likely to have performance, attitudinal and/or behavioural issues More likely to have performance/ capability issues Knows what to do/achieve but unlikely to achieve it More likely to have objective and/or ‘potential’ issues Job gets done Could do more High probability of wasted effort/ frustration Less than optimally productive - Could do more ‘well’ Fully productive Individual’s degree of Alignment Degree of Commitment AffectiveContinuance Incongruent Fully congruent ‘Doing the right things the right way for the right reasons’ ‘Doing the wrong things/ wrong way/ wrong reasons’ ‘Having to stay’ ‘Wanting to stay’‘Feeling of ought to stay’
  • 40. Staff engagement: The challenge for organisations (The A-C Matrix) © VaLUENTiS Ltd 2002-13 Likely to have performance, attitudinal and/or behavioural issues More likely to have performance/ capability issues Knows what to do/achieve but unlikely to achieve it More likely to have objective and/or ‘potential’ issues Job gets done Could do more High probability of wasted effort/ frustration Less than optimally productive - Could do more ‘well’ Fully productive15% 10% 10% 5% 15% 25% 10% 5% 5% “Typical organisational split” Individual’s degree of Alignment Degree of Commitment AffectiveContinuance Incongruent Fully congruent ‘Doing the right things the right way for the right reasons’ ‘Doing the wrong things/ wrong way/ wrong reasons’ ‘Having to stay’ ‘Wanting to stay’‘Feeling of ought to stay’
  • 41. DIVERSITY EMPLOYEE CENTRICITY EMPLOYER BRAND HR GOVERNANCE HR OPERATIONAL EXCELLENCE LEADERSHIP ORGANISATION CLIMATEORGANISATION COMMUNICATIONS ORGANISATION DESIGN PERFORMANCE ORIENTATION RESOURCING RETENTION REWARD TALENT MANAGEMENT LEARNING & DEVELOPMENT 796 813 742 674 615 431 487 642 628 594603 684 657 599 416 ‘Out-performing’ (world class) ‘Out-performing’ (peer) ‘Comparable’ (peer) ‘Under-performing’ (peer) VaLUENTiS Management Pathfinder®: Client example (extended version)
  • 42. With regard to the evaluation/measurement of people management in your organisation/business unit, which one of the following statements is the most accurate? 0% 5% 10% 15% 20% 25% 30% 35% 40% We don’t measure on an ongoing basis We have a basic scorecard of HR metrics like absenteeism, turnover etc We have basic scorecard of HR metrics plus employee engagement scores We have some form of evaluation across the various supporting people processes/systems We use a sophisticated mix of measurement approaches including HR metrics, employee engagement, people management, human capital reporting etc Don’t know/Can’t decide Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 43. People data availability & quality… 
  • 44. Employee Engagement triangulation “Squaring the circle…” New (re)hire data Performance appraisal data Case data Other internal survey/assessment data Exit data Organisation event log data Critical incident data Social media data Customer/client/ patient/citizen/ passenger data Employee/management survey data
  • 45. New (re)hire data Performance appraisal data Employee/manage ment survey data Case data Other internal survey/ assessment data Exit data Organisation event log data Critical incident data Social media data Customer/client/ patient/citizen data “To this - The Engagement-Performance Matrix” Performance area ‘Hawthorne’ for the 21st Century organisation” “There is much that organisations can do for themselves”
  • 46. Performance/ productivity/engagement ‘holes’… 
  • 47. ‘P12 modes of productivity’ More likely to embrace set values More likely to produce higher grade/quality of work (less errors) More likely to be flexible to organisation needs (if equitable) Less likely to suffer stress (but more likely to suffer burn-out) More likely to achieve goals set More likely to ‘own’ their development More inclined to input into ideas/ innovation More likely to give discretionary effort above contractual obligations Less likely to move employer Less inclined to take days off More inclined to share knowledge Applied across all job roles in the context of the role specificity and environment which impact on individual and collective performance
  • 48. Example: Schering project 2003 HR- Focus
  • 49. © VaLUENTiS VBM Analytics methodology 2008-13 Human Capital Practices Human Capital Practices External Value Proposition External Value Proposition Customer Satisfaction Patient Satisfaction Customer Loyalty Patient experience Revenue Growth Quality of services ProfitabilityUse of Resources Employee Retention Staff Retention Individual/ team Productivity Individual/ team Productivity ‘Local’ Management ‘Local’ Management Cost controlCost control ComplianceCompliance Portfolio mixSafety X -sellingClinical treatment ServicePatient focus Work valuesWork values Line -of-sightLine -of-sight DevelopmentDevelopment RewardReward Work environment Work environment Employee Engagement Staff Engagement Leadership & governance Leadership & governance Shareholder value Trust performanceEmployer brand Employer brand Portfolio mixPrompt service X -sellingEnvironment ServiceCommunity Example ‘Macro’ model NHS version 1.20 Mapping employee engagement and organisation performance (example):
  • 50. 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% Yes No Don't know 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% Yes No Don't know As an organisation/business unit, we link our employee survey data with other people data (e.g. appraisals, exit, absence etc)? As an organisation/business unit, we link our employee survey data with other performance data (e.g. sales, customer/patient/team productivity, safety etc)? Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 51. Management ‘positional mapping’… 
  • 52. Embedding good employee engagement practice: ‘Mapping the management reality’ Individual Board members Against embedding (Status quo OK) Let it happen (Ambivalent/ non-committal) Help it happen (qualified supportive) Make it happen (Actively championing) Senior managers Middle managers Line managers Supervisors/Team leaders Remember ‘actions speak louder than words…’
  • 53. “Often overlooked: Impaired management engagement and its impact…” 910 860 813 790 760 Management client cadre sample 2010-11 Sample size: 1400 managers representing 20,000 employees Score range 200-1000Source: VaLUENTiS VB-HR™ Engagement database ‘Line management’ engagement score by percentile
  • 54. ‘Line Management’ engagement scores ‘bell curve’ Management client cadre sample 2010-11 Sample size: 1400 managers (employee population: 20,000) Score range 200-1000 Source: VaLUENTiS Engagement database 14.5% below one standard deviation 738 1000200 “Same data as previous slide – different graphic format… Looking outside ‘the norm’ that’s one in seven line managers posing serious concern…” 13.9% above one standard deviation “the norm”
  • 55. Employee Engagement: Good people managers versus average managers...... ...Good managers High probability of: 1. Being self-aware (score well on EI) 2. Treating staff as the organisation’s ,not their own ‘little army’ 3. Being pro-active, forward looking and confident no matter the situation 4. Being knowledgeable of (successful) people- management approaches 5. Understanding the importance of clear one-to-one communication and being consistent 6. Getting results but not at the expense (or over- reliance on good performers) 7. Making tough calls when required for the benefit of the team 8. Don’t postpone/move important events such as individual reviews/appraisals etc 9. Understanding that most managerial decision-making is about equity in people situations/issues 10. Taking a natural interest in people development above the mandatory level 11. Challenging team performance in different ways 12. View management role as a ‘privilege’, not a right ...Average/poor managers High probability/tendency of: 1. Limited self-awareness 2. Treating staff as their own resource rather than organisation’s 3. Being reactive, backward-looking and/or display uncertainty on too many occasions 4. Being limited in their understanding of people management 5. Their communication too often being seen as vague or inconsistent when interacting with staff 6. Get results but tend to have higher absenteeism or turnover of staff 7. Deferring tough calls, preferring to political expediency even at the expense of others 8. History of postponing or procrastinating on individual events such as individual reviews/appraisals 9. Limited awareness of or disregard the equity principle when making managerial decisions 10. Show little interest in individual development save for mandatory skill requirements 11. See team management as a ‘chore’ 12. View management role as a ‘right’, not a privilege
  • 56. The ‘people competency’ of line management – the organisation view...... ...common problems • Lack of understanding across managers as to what good people management is and its impact • Varied mix of line managers with variation in people practice and resulting issues • No set bar to becoming line ‘people manager’, i.e. no ‘license to manage’ • Too many ‘B’-players in managerial positions who limit employee engagement potential • Too often, HR as ‘personnel function’ compensates for deficiencies ...’fixes’ • Clear communicated framework of good people management practice together with learning exposure • Utilise management competency platform with structured programme of learning and assessments • Adopt ‘license to manage’ standard with appropriate hurdles and gradings • Instigate talent assessment where necessary, with career option route-paths including exit • Assess if issue relates to cultural expectations, vague HR role definition/value proposition or all three, in conjunction with above actions
  • 57. With regards to the competencies of people managers which of the following statements best describes your organisation/ business unit? 0% 5% 10% 15% 20% 25% 30% 35% Current people managers with requisite skills are there by luck through the recruitment process rather than anything else Current people managers with requisite skills are there by luck through the recruitment process rather than anything else though some managers have received some management training Most, if not all, of our managers have been exposed to some form of structured leadership/management development Most, if not all, of our managers have been exposed to some form of structured leadership/management development and continue to do so ongoing Some of our managers (through selection) have been exposed to some form of structured leadership/management development Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 58. Does your organisation/business unit operate a ‘license to manage’ (or similar) threshold for managers to become people managers? Yes 20% No 68% Don't know 12% Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 59. Management education, assessment & reinforcement… 
  • 60. EE based Leadership Development… Discussion groups High High Low Learner autonomy over content Learnerautonomyoverprocess CBT Traditional classroom lecture Qualifications Informed reading Action Learning events Role Plays Simulations /case studies Mentoring, Coaching, Shadowing Secondments Structured reading EE work sessions
  • 61. Line of Sight Work Environment Reward & Recognition Learning & Development Operating culture  Awareness of objectives/goals  Individual’s behaviour aligned  Individual ‘fit’ with assigned roles  Performance management effectiveness  People receiving timely feedback/acted on  Know capabilities for promotion  SMART targeting/goals  Values alignment  Local management/leadership role model  Intra-team relations/cohesiveness  Have resources to carry out job  Team effectiveness/trust  Physical environment/facilities  Work-life balance  Sense of accomplishment  Team diversity  Reward equity intra-organisation  Reward equity extra-organisation  Benefits package component balanced  Performance-reward link  Recognition for contribution  Promotion for contribution/performance  Incentives encourage correct behaviour  Incentives encourage achievement  Individuals possess requisite competencies  Utilisation of individual skills  Pro-active training/ learning  Opportunities for personal development  Structured coaching/mentoring  Job/role architecture  Career progression paths  Succession planning  Inter-team relations/cohesiveness  Organisation decision rights  Performance/talent management  ‘Corporate’ leadership  Pride with organisation  Effective decision-making  Work values  Organisational trust & openness 3 3 2 2 3 8 2 4 ‘5D’ Employee Engagement case study diagnostic sheet © 2004-12 OVERALL OVERALL OVERALL OVERALL OVERALL 8 10 5 22 12 27 6 25 12 15 9 19 22 20 24 21 15 11 12 7 14 6 11 9 35 31 44 29 25 25 33 21 27 30 28 21 24 14 24 20 1 3 4 4 1 5 5 6 12 18 13 15 7 22 17 17 11 23 33 23 12 32 18 17 24 13 7 9 19 10 5 19 25 28 32 31 37 22 33 20 28 15 21 18 24 9 22 21 3 6 5 3 8 6 3 7 6 17 19 20 22 13 17 21 21 24 26 29 25 20 21 29 5 7 7 12 8 15 7 6 42 29 25 22 25 32 33 24 23 17 18 14 12 14 19 13 3 2 5 3 5 4 9 5 17 24 15 21 21 12 21 16 21 32 25 26 31 21 29 18 6 9 7 10 8 15 10 16 31 20 29 20 21 29 24 28 22 13 19 20 14 19 7 17 8 10 9 5 3 4 3 6 22 16 15 26 11 26 14 21 26 19 23 26 17 29 25 30 15 18 10 14 14 13 11 14 18 24 28 21 31 17 29 20 11 13 15 8 24 11 18 9      This is an example where front-line client projects meet management learning. VaLUENTiS has customised Harvard/ECCH case studies by adding employee engagement profiles along with human capital data and analytics to create a far more enriched and practical learning experience for managers/practitioners. It’s also unique and relatively cheap to deliver.
  • 62. Problem Solving Case study 1 day workshop Module: Employee Engagement Pre-module preparation 2-hr ‘work’ sessions ½ day workshop CI CI CICritical Incident Mini- case study Problem solving Employeebenchmarkdata(nominalset) Pre-course assessment questionnaire Post-course assessment questionnaire Level 2 evaluation diagnostic Level 2 & 3 evaluation diagnostic Employeebenchmarkdata(timeseriesset) 3-6 Months (typical timeframe) CI CI CICritical Incident Behavioural event journal Post-course assessment questionnaire Pre-course assessment questionnaire Structured coaching/ work group Example of Employee Engagement structured module…
  • 63. The theory states that monitoring and maintaining urban environments in a well-ordered condition may stop further vandalism as well as an escalation into more serious crime. The ‘theory’ applied translates to: monitoring and maintaining work environments in a well-ordered management condition may stop further engagement erosion as well as an escalation into more serious disengagement issues. Applied to employee engagement… The ‘Broken Windows’ hypothesis
  • 64. ‘Game management’… 
  • 65. ModelsStrategiesImplementationLearning Contents 1. Engagement strategies 2. Engagement operating ‘system’ models and analytics templates 3. Question-statement selection and construct design 4. Measurement index construction, maintenance and reporting 5. Engagement Driver Factor (EDF) analysis 6. Engagement ‘forcefield’ analysis 7. EE project management methodology and flowcharts 8. Engagement ‘issue work-through’ tools 9. Management learning programme design and evaluative criteria 10. Engagement Transformation Programme (ETP) methodology 11. Core applied theory summary capsules 12. Human Capital Management framework EE playbook4 Game Management EE playbook example content
  • 66. Does your organisation/business unit utilise an ‘Employee Engagement playbook’…? 0% 10% 20% 30% 40% 50% 60% 70% 80% Yes, in full Yes, in part Currently under design No Don’t know Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013
  • 67. 67
  • 68. Management education, assessment & reinforcement ‘Not so much climbing as jumping the curve’… ACTIONING INFRA- STRUCTURE People data availability & quality Employee survey information & other evaluations Management ‘positional mapping’ ‘Game management’ Performance/ productivity/ engagement ‘holes’
  • 69. Little. Limited. Mostly ephemeral in nature. Exists in pockets with variation in line management. Good working knowledge embedded across organisation. No definition in use. Most likely borrowed without any real ownership, or ‘false’ ownership. Maybe borrowed with internalisation or adapted after some organisational focus. Distributed ‘ownership’, whether borrowed, adapted or created. Limited to absenteeism metrics, employee surveys seen as event driven if done. Probably undertaking surveys but with no valid construct; response rate/PR main focus. Will do measurement basics, even to the extent of engagement index etc. Tick box is main focus. People management evaluation/measurement seen as ‘core’ on a par with CRM , finance etc. Probably in the form of basic training/management courses. Probably in the form of basic management courses. Most likely carry out some form of branded programme. Will have a number of actioning elements in place but not necessarily joined up. Will have necessary ‘toolkit’ to hand with ongoing programmes to suit organisation focus. Does not exist. May have something articulated on ‘strategies’. Most likely collection of irrelevant case studies. Playbook in the form of ‘manager manual’ or on-line knowledge-share. Still being developed. Easy access in different e- /physical formats at different levels. Signals ‘embedded’ intent. Will have varied mix of skilled people managers. Existing good performers more through luck. Will have varied mix of skilled people managers. Existing good performers more through luck. Will have varied mix of skilled people managers but level of competency higher than Play-Act organisations. Cohort of well-trained people managers exists with talent pools. Regular evaluation/reinforcement. ‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’ I Grounded understanding of employee engagement II III IV V VI Working definition of employee engagement Measurement wisdom Actioning Infrastructure EE-Performance Playbook Competent leadership/ management The ‘4-ball’ Employee Engagement reality matrix Pillar 69 NEGATIVE NEGATIVE NEUTRAL POSITIVE Overall value to organisation performance/competitive advantage
  • 70. Employee Engagement in Organisations 0% 10% 20% 30% 40% 50% 60% Play Down Play Act Play Safe Play Make Source: VaLUENTiS Employee Engagement in Organisations – ‘State of The Notion’ report, September 2013 *Note: Based on VaLUENTiS E3 INDEX scoring system
  • 71. ‘Think HR. Think Human Capital.’ Tour 2013 THANK YOU. ‘Your mission should you choose to accept it…’
  • 72. Nicholas J Higgins nicholas.higgins@valuentis.com VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108 M: +44 (0)7811 404713 www.valuentis.com www.ISHCM.com www.NicholasJHiggins.com www.HCglobal.blogspot.com
  • 73. THE EE PLAYBOOK Line of sight Work environment Operating culture Development Reward (equity) Performance link What we bring… Employee Engagement Solutions Evidenced based definition, understanding and application Measurement wisdom and expertise On-line tools and analytics Survey design expertise Project management expertise Actioning strategies and tactics Frontline blended learning ‘License to manage’ programmes Senior management feedback sessions Global reach ‘Ten years of innovation…’ VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108/21 www.valuentis.com www.ISHCM.com
  • 74. Management Pathfinder® Think Human Capital.
  • 75. Professional Services www.valuentis.com Smart. Smarter. Smartest... ‘PEOPLE SCIENCE®’ Organisation Intelligence to improve organisation performance • Human Capital Management Evaluation • Employee Engagement • Talent Management • Workforce Productivity & Performance • Predictive Analytics • HC Forensics & Risk • HR Function ROI Analysis • Organisation Measurement • Management Education • Organisation Strategy SOLUTIONS ‘The leading human capital management specialists’
  • 76. Think HR. Think Human Capital.™ Only one place to learn Human Capital Management. Being human is unique. Attaining an M Sc in HCM is even more so. 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD Tel: +44 (0)207 887 6121 Fax: +44 (0)207 887 6100 enquiries@ISHCM.com www.ISHCM.com …+