Prof Katie Truss - PPMA Conference 2010


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The Fulcrum between skills and employee engagement, Presentation on brand new leading edge research

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Prof Katie Truss - PPMA Conference 2010

  1. 1.
  2. 2. Creating an Engaged Workforce: The Critical Skill?<br />Presentation to the PPMA Conference<br />March 2010<br />Professor Katie Truss<br />Centre for Research in Employment, Skills and Society<br />Kingston Business School<br />
  3. 3. “Public sector managers need <br />to do better!”<br />“Job cuts signal start of public sector recession”<br />“350,000 public sector job cuts by 2014”<br />“2/3 of public sector HR managers think they will be directly affected by expected changes”<br />“The UK started well behind other countries in investing in our skills base ... We are not catching up fast enough”<br />
  4. 4. Financial Pressures<br />Skills Shortages<br />Increasing Demands<br />Overload! <br />
  5. 5. So... where does <br />engagement fit in?<br />
  6. 6.
  7. 7. Today’s Big Idea <br />2010 HR Directors’ ‘key challenge’<br />1.5m Google hits<br />CIPD Core Competence<br />MacLeod Review<br />
  8. 8. ... but what is it?<br />
  9. 9.
  10. 10. William Kahn: 1st Engagement Champion <br />“ People are constantly bringing in and leaving out various depths of their selves during the course of their work days ... The terms developed to describe these calibrations of self-in-role are personal engagement and personal disengagement. I defined personal engagement as the harnessing of organization members’ selves to their work roles.” <br />(Kahn, 1990: 693-4).<br />
  11. 11. The Consortium<br />Partnership:<br />10 members<br />academic team<br />CIPD<br />2 years<br />in-depth research<br />5,500 questionnaires<br />180 interviews<br />Aim: to explore engagement in context<br />Amey Mace Nampak Veolia Birmingham City Council NHS Trust Gvt Department Pharmaceuticals Automotive Financial Services <br />
  12. 12. Engagementis:<br />... a feeling<br />... a mindset<br />... a way of behaving<br />Engagement strategies are interventions intended to raise engagement levels <br />
  13. 13. An Engaged Employee<br />... thinks hard about work<br />... discusses work with others<br />... feels good about work<br />
  14. 14. The Three Facets of Engagement<br />
  15. 15. Question ...<br />Can ANY job be engaging?<br />
  16. 16. ‘When the Apollo mission was going to the Moon, the journalists were at the launch site and were trying to find someone to give a comment.<br />One found an old guy who worked there cleaning the floor.<br />They said to this guy, ‘Well, sir, what do you do here?’<br />And he replied, ‘I’m putting a man on the moon’.<br />... And that’s my aspiration, to have our employees thinking they are putting a man on the moon.’<br /><br />
  18. 18. The potential for work engagement lies within every individual. Realising this is the task of the manager.<br />
  19. 19. Why bother?<br />
  20. 20. Engagement Extent<br />
  21. 21. Engagement Frequency<br />
  22. 22. Implications of low levels of social engagement ...<br />
  23. 23. Types of Engaged Employees<br />© Kingston Business School<br />Frequent<br />Strong<br />Weak<br />Infrequent<br />
  24. 24. Rates of Engagement<br />10%<br />43%<br />14%<br />33%<br />Source: Truss et al., (March 2010) Harvard Business Review<br />© Kingston Business School<br />
  25. 25. Challenges <br />How many are there?<br />
  26. 26. Question:Is engagement always a good thing?<br />
  27. 27. The Engagement Curve<br />Strongly Engaged<br />Engaged<br />Neutral<br />Performance and Wellbeing<br />Over-Engaged<br />Disengaged<br />© Kingston Business School<br />
  28. 28. Engagement Outcomes<br />High<br />Fit Non-Performers<br />6%<br />Fit Performers<br />32%<br />Fence Sitters<br />59%<br />Wellbeing<br />Unfit Non-Performers<br />1%<br />Unfit Performers<br />2%<br />Low<br />High<br />Low<br />Performance<br />
  29. 29. Sustainable Engagement?<br />“I had a guy who used to be full-on and he had a heart attack, lovely guy, quite young, 31. When he was in hospital, he starts e-mailing, ‘I spent the weekend in hospital, they’ve done all these tests on me, I’m just on down for an ECG, but I thought I’d just copy an  e-mail to you, I hope you’re alright’ ... “<br />
  30. 30. The Engagement Equilibrium<br />
  31. 31. Engagement Drivers<br />Alfes, Truss et al. (2010)<br />
  32. 32. Results of the Civil Service People Survey 2009<br /><br />
  33. 33. How does Engagement work?<br />
  34. 34. Maslow’s Hierarchy of Needs<br />
  35. 35. The Meaning of Meaning<br />“We must never forget that we may also find meaning in life even when confronted with a hopeless situation, when facing a fate that cannot be changed.” <br />Viktor Frankl<br />1904-1997<br />Holocaust survivor<br />
  36. 36. Kahn’s 3 Dimensions of Meaningfulness<br />The Task:<br />Challenging<br />Creative<br />Varied<br />The Role:<br />Role fit<br />Influence<br />Meaningfulness<br />Interactions:<br />Respectful<br />Insightful<br />Kahn (1990)<br />
  37. 37. “I am providing an essential service for several hundred thousand people, in fact, probably for half a million people. So I provide a meaningful service to my customers. And I think that carries with it a social and environmental and corporate responsibility which makes it meaningful as well.” <br /> Manager, Veolia<br />
  38. 38. The Engagement Ladder<br />Engagement ‘Business as Usual’<br />Developing and embedding a holistic engagement strategy<br />Getting line managers on board<br />Developing top-level interventions<br />Staff Survey Engagement Survey<br />Awareness of engagement<br />© Kingston Business School<br />
  39. 39. “What do I do on Monday?”David MacLeod<br />
  40. 40. Moving up the Ladder<br />© Kingston Business School<br />
  41. 41. © Kingston Business School<br />
  42. 42. Kingston Engagement Consortium: Where Next?<br />