Engage for success_internatinal

on

  • 787 views

 

Statistics

Views

Total Views
787
Views on SlideShare
464
Embed Views
323

Actions

Likes
0
Downloads
28
Comments
0

3 Embeds 323

http://www.simply-communicate.com 214
http://www.engageforsuccess.org 108
http://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • KEYItalics = instructions to you as facilitatorPlain print = suggested basis for facilitator script As facilitator your role is to create conditions in which people feel safe and encouraged to say what they feel. Good facilitators do not offer their own opinions; they set clear questions, probe, crystallise and move the group on. They change the dynamic of the group fairly frequently to ensure that no single person or sub group/s dominates. They do this by getting people to think alone at first and then getting the group to work in pairs, trios and larger groups but no larger than five. All group plenaries are used to crystallise ideas. They should not be over used as too many people are silent at one time and more dominant voices quickly emerge.Some fundamental points to rememberBe at the door whilst people are arriving to greet personally and individuallyMake quick introductions before starting the main sessionThank people throughout the session Show warmth and use eye contact to bring people in and connect with themIf there are over 20 participants, use table numbers and tickets to mix up the group.
  • After welcome and introductionsOur purpose today is …[as above] Check audience for understanding of purposeI should explain where this originates from. In 2009 the UK government commissioned a report into the claimed business benefits of employee engagement.A second report was sponsored by the current UK Prime Minister David Cameron and published in 2012. Both provided solid evidence of the value of employee engagement. But neither of these looked much outside the UK. The authors of the reports – David MacLeod & Nita Clarke – decided to extend the focus and these workshops are one part of widening the inquiry into employee engagement internationally.This is the role of the Cross Culture sub-group of Engage for Success [next slide]
  • As above…Clarify understanding if necessary.You may be interested in the data that Engage for Success has already identified. ….IF THERE IS INTEREST BRING UP APPENDIX SLIDE AND SUGGEST PEOPLE GO TO www.engageforsuccess.orgOurrules for the session are …. [next slide]
  • Here they are …Make sure people are comfortable…add your own rules too!So what are we really looking for? Some companies do better than others because of superior technology, huge resources or a great brand. But none of these can sustain high performance if the organisation’s people are disengaged. Technology and resources might keep them ahead for a bit but if people become disengaged, pretty soon the organisation will weaken alongside competitors that are setting the conditions in which people – you and me – engage ourselves.The answer to what helps us really commit (and engage) lies in all of us …let’s explore it …
  • In your new pairs respond to these questions this time about here or another organization when you were really engaged. Note the second question is quite specific, we are now trying to discover what factors are present in the wider organisation when people are engaged. For instance, what about their relationships, the sort of work, the way the organisation is run, the people they work with, the way the company performing. [Pick these or other examples that get the point across to the participants].You have 10 minutes in total for both of you in each pair to discuss both questionsOK 1 Minute to goOK let’s hear some responses – with each of you telling the other person’s story(PROBE THE SECOND QUESTION HARD..)(After 4/5 pairs ……or enough to get some SPECIFIC, ACTIONABLE AND MEASURABLE enablers identified. Write these very clearly on flipchart.) On your own write down the factor that was most significant to your engagementOK let’s hear from everyone …very quickly now...thank you
  • Facilitator is careful to acknowledge ideas from the group that have come up alreadyNOW WHAT DISENGAGES? Get in a pair with someone you were not with before or someone you know least and [next slide]
  • Judge the mood, one option is to do this in plenary – use your judgement about whether people are comfortable talking about disengagement in the entire group, another option is to break into small groups for them to have an initial discussion before bringing their key ideas into the plenary.To set the scene, you may wish to use the following promptsManager behaviours?Your team?Your colleagues?Organisational climate or culture?Others …
  • …. what does being engaged mean to us in xxxxxx, for instance, is it different to what it may mean to be engaged in say [insert another couple of countries that are recognised to be different to this one]?So, here I mean what it is about our ‘national culture’ what values we were brought up, that encourages us to be motivated, inspired and engaged? Facilitate short discussion pulling out common ideas……….
  • In your groups of four now. You have twenty minutes and remember only write ingredients (elements that make us engaged) that are SPECIFIC, ACTIONABLE & MEASURABLE – no soft concepts. Write the ideas down on post it notes.(go around and make sure they do not get stuck on early questions)minutes to go2 minutes to goPlease stick your post-its to the wall (and ask each team to review briefly in plenary – perhaps standing round the wall with the post-its on …if too many ask for volunteers – you start to cluster responses – have 6 different markers ready to circle on the spot)Thank you …good work, let’s compare our enablers with the UK’s …………………………..
  • (Take them through above) Where are there cross overs with the enablers we identified?Refer back to the clusters of post-its, discuss which refer to which of the enablers, are any indicating a new enabler, or implying a different interpretation of one of the UK definitions? ……Finally…………………………………………….
  • OPTIONAL – allow 15 mins for this conversationIn their groups of four, allow seven minutes for a small group discussion, then the remaining time for a short plenary, for instance, asking for one suggestion from each group in turn.Capture the ideas on a flipchart.Remember to prompt for specific actionsThey could take themselvesActions they would like their manager to takeSuggestions for senior leadersGeneral suggestions for how the organisation could work differently e.g. workplace, HR processes.Keep the pace up, and focus discussion onto the actions to prevent the session becoming negative, and loosing energy.
  • And here is what happens now….Other workshops are being held in different countries and companies, it may be interesting for participants to know if other workshops are being held in their company also.And how could we improve this experience?..................................................................
  • These appendices are materials that facilitators can choose to insert in the main presentation or leave it for end discussions / additional questions from participantsThe Appendices include:E4S toolkitE4S Cross Cultures Subgroup missionThe business case for engagement
  • As you can see this extract makes for persuasive reading.CBI = Confederation of British IndustryM&S = retailer Marks & SpencerBAE = British Aerospace company Gallup = UK pollsterOK let me reassure you about the rules of engagement for this meeting……

Engage for success_internatinal Engage for success_internatinal Presentation Transcript

  • Discovery Workshop – what engages you?
  • PURPOSE OF THE DISCOVERY WORKSHOP  To hear what inspires and engages you at work, and outside – and what gets in the way  To explore what you think is country specific  Ultimately to create a treasure trove of knowledge about which employee engagement principles and practices are applicable across countries, and which are country specific 05/12/2013 PRESENTATION TITLE IN FOOTER 2
  • ENGAGE FOR SUCCESS CROSS CULTURES SUBGROUP MISSION It exists to increase personal, business and ultimately national/regional growth through understanding and connecting people in and across diverse working environments around the world. Our vision – what we will be To be the ‘go to’ source of knowledge and guidance about engaging people at work in diverse working environments around the world. Our strategy – how we will achieve our vision The sub-group will gather and share best practice, case studies, advice and guidance about how to engage people better in diverse working environments from different countries. 05/12/2013 PRESENTATION TITLE IN FOOTER 3
  • HOUSE RULES IN THIS SESSION  Anonymous – nobody’s comments will be identified outside this meeting  Everybody’s ideas count – speak up and encourage others to speak up  Allow me to facilitate you  Tell me if you feel uncomfortable or unsure about what you are being asked to do  Add your own….or agree with each group & change on the spot 05/12/2013 PRESENTATION TITLE IN FOOTER 4
  • 1. WHEN ARE YOU AT YOUR BEST OUTSIDE WORK?  Think of a time outside work where you 100% committed and inspired to make something a success  What was it that inspired you and helped you to really commit? IP ENGAGE FOR CHANGE 2013 5
  • 2. WHAT BRINGS OUT THE BEST IN YOU AT WORK?  Now think of a project/period at work where you were immersed, 100% committed and inspired to make something a success  What was it that inspired you and helped you to really commit?  Was your sponsor/manager’s style a factor? If so in what way? What other factors were influential? 05/12/2013 PRESENTATION TITLE IN FOOTER 6
  • WHAT BEING ENGAGED MEANS TO SOME PEOPLE ‘People who are committed, energetic, focussed on the challenge presented’ – they:  Are involved by their bosses in solving real work challenges  Enjoy their work whatever they do  Make it their job to do it better  Risk speaking upwards to challenge and innovate  Make it safe for people to challenge up to them  Self organise – less need for costly supervision  Take responsibility  Collaborate within & beyond their part of the organisation  Resolve difficulties locally  Are generous with time and skills – generous leadership Above IP of Engage for Change 05/12/2013 PRESENTATION TITLE IN FOOTER 7
  • 3. WHAT DISENGAGES YOU AT WORK? 05/12/2013 PRESENTATION TITLE IN FOOTER 8
  • 4. WHAT DOES BEING ENGAGED MEAN IN OUR COUNTRY? (20 MIN)  What encourages people in our country to be inspired, committed and engaged in their work?  Do you think it’s different to other countries? 05/12/2013 PRESENTATION TITLE IN FOOTER 9
  • 5. THE ESSENTIAL INGREDIENTS OF POSITIVE ENGAGEMENT IN OUR COUNTRY My immediate manager’s behaviour – things they do and say The behaviour of top leaders– things they do and say My behaviour to others – things that I do and say My team’s behaviour – things they do and say Anything else, for instance, about how the company operates, or your country culture 05/12/2013 PRESENTATION TITLE IN FOOTER 10
  • 6. THE UNITED KINGDOM ENGAGE FOR SUCCESS’S VIEW ON WHAT ENGAGES EMPLOYEES – THE FOUR ENABLERS – WHAT WE HAVE IN COMMON WITH UK  Visible, empowering leadership providing a strong strategic narrative (or story) about the organisation, where it’s come from and where it’s going.  Engaging managers who focus their people and give them scope to make decisions, and take accountability, treat their people as individuals and coach and stretch their people.  The views and opinions of employees are sought after, (employee voice) throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution.  There is organisational integrity – what leaders say is important, e.g. through organisational values are reflected in day to day behaviours. There is no ‘say –do’ gap. 05/12/2013 PRESENTATION TITLE IN FOOTER 11
  • OPTIONAL 7. INCREASING YOUR ENGAGEMENT  What would increase your commitment and inspire you to achieve more?  Be specific!  Consider what  You could do  Managers  Senior leaders  The organisation 05/12/2013 PRESENTATION TITLE IN FOOTER 12
  • WHAT HAPPENS NOW?  Our ideas are sent to Engage for Success along with the results of other workshops  All the results are analysed and posted on their website  If you do this in your own company, the ideas could also go to management to stimulate a discussion in our company about specific actions that could improve engagement benefit employees, colleagues and the company  Would you be interested in running these workshops in your company?  …Finally how could we improve this experience? 05/12/2013 PRESENTATION TITLE IN FOOTER 13
  • THANK YOU 05/12/2013 PRESENTATION TITLE IN FOOTER 14
  • APPENDICES
  • OVERWHELMING BUSINESS CASE FOR EMPLOYEE ENGAGEMENT – ENGAGE FOR SUCCESS DATA  CBI: engaged employees take 2.9 sick days/disengaged 6.19 days  Towers Perrin: operating margins 3x higher in engaged workforces  M&S: stores with improving engagement delivered £62m more sales  Kenexa: In the US companies with engaged staff have highest customer sat  BAE: engaged staff reduced plane construction time 25%  BAE: same staff found £26m in savings in two sites  Gallup: disengaged organizations have 62% more accidents  Gallup: engaged staff say that work brings their creative ideas – 59% vs 3%  Aon Hewitt: engaged organizations give 22% higher returns to shareholders  Total UK: double digit £ms in efficiency savings + new revenue lines (Engage for Change data)  Kenexa – increased engagement could add £26B to UK GDP  Get more from: www.engageforsuccess.org