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Understanding the key drivers of
engagement for employees in the UK
Third Sector
Roger Parry, Agenda Consulting
January 20...
Agenda Consulting
People Research Consultancy focussing on the not-for-profit
sector. Specialist areas:
 Employee and vol...
Research Database
 We included:
– most recent survey only
– Only UK employees
 Research database comprises:
– 50 surveys...
We use 3 engagement questions
 I would willingly put in extra effort in order to help the
organisation
– Personal discret...
% of employees positive
Extra Effort and Proud are high within the sector
Good Place to Work more modest
Good Place to Work v Extra Effort
% of employees positive by organisation
Weak relationship (Correlation (r) = 0.34)
Conclusions
1. These 3 questions behave differently and clearly measure
different things
2. Engagement is not a precise te...
Model Results
Leadership, Values and Communication account for
nearly half the impact
Conclusions
1. Perceptions of Leadership, Values and Communication
strongly influence Good Place to Work (47% together)
2....
Conclusions
4. Perceptions of Role, Wellbeing and Service have medium
influence (32% together)
5. Perceptions of Reward, L...
Good Place to Work % positive by
sector, role, length of service
Recommendations
1. Include Good Place to Work as one of your engagement
questions
2. Be consistent in the way you measure ...
Contact details
Roger Parry, Director
Clare Harris, Head of Business Development
Agenda Consulting
T: 01865 263720
www.age...
Question per topic
Colleagues: I work with skilled competent people who are
good at their jobs
Communications: This organi...
Reward: I am rewarded fairly for the contribution I make in my
particular job
Role: The work that I do gives me a feeling ...
Internal Communications Group
The role of internal
communications in employee
engagement
#CCinternalcomms
Sponsored by
Visit the CharityComms website to view
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check out what el...
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Understanding the key drivers of engagement for employees in the UK Third Sector. Internal Communications Group, 21 January 2015

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Roger Parry, director, Agenda Consulting

Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk

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Understanding the key drivers of engagement for employees in the UK Third Sector. Internal Communications Group, 21 January 2015

  1. 1. Understanding the key drivers of engagement for employees in the UK Third Sector Roger Parry, Agenda Consulting January 2015
  2. 2. Agenda Consulting People Research Consultancy focussing on the not-for-profit sector. Specialist areas:  Employee and volunteer surveys  HR and volunteers benchmarking  Reward  HR strategy and effectiveness  Organisational change
  3. 3. Research Database  We included: – most recent survey only – Only UK employees  Research database comprises: – 50 surveys from 50 organisations – 9,100 employees in the UK
  4. 4. We use 3 engagement questions  I would willingly put in extra effort in order to help the organisation – Personal discretionary effort  I am proud to tell people that I work for this organisation – Personal emotional response  I would wholeheartedly recommend the organisation to others as a good place to work – Advocacy of the organisation
  5. 5. % of employees positive Extra Effort and Proud are high within the sector Good Place to Work more modest
  6. 6. Good Place to Work v Extra Effort % of employees positive by organisation Weak relationship (Correlation (r) = 0.34)
  7. 7. Conclusions 1. These 3 questions behave differently and clearly measure different things 2. Engagement is not a precise term – depends on the questions used 3. We consider that the Good Place To Work question is the best measure for the Third Sector: – most demanding/discriminating – most influenced by organisational factors – a key tenet of employee engagement
  8. 8. Model Results Leadership, Values and Communication account for nearly half the impact
  9. 9. Conclusions 1. Perceptions of Leadership, Values and Communication strongly influence Good Place to Work (47% together) 2. Or in other words, perceptions of: • leadership group and whether they are trustworthy • strength of values/ethics in practice • whether there is open and honest communication – Are very important factors for staff. And influence their willingness to recommend the organisation as a good place to work 3. If an organisation wishes to improve the proportion of employees who would recommend it as a good place to work, then these three factors are likely to be important.
  10. 10. Conclusions 4. Perceptions of Role, Wellbeing and Service have medium influence (32% together) 5. Perceptions of Reward, Learning and Development, Management and Colleagues are the weakest (21%) 6. Or in other words, it is quite possible for staff to be happy about their reward, their learning, their manager and their colleagues but to be critical of the organisation as a whole 7. The research does not imply that these factors are unimportant to staff. It does imply that getting these factors right on their own is unlikely to be sufficient to drive engagement forwards 8. Also, the research does not imply that managers are unimportant - they have a big impact in driving perceptions.
  11. 11. Good Place to Work % positive by sector, role, length of service
  12. 12. Recommendations 1. Include Good Place to Work as one of your engagement questions 2. Be consistent in the way you measure engagement 3. Pay particular attention to perceptions of Leadership, Values and Communications and to the ways that managers influence perceptions 4. Explore the relative impact of the factors in your organisation – and prioritise the most important 5. Sector Matters – benchmark your organisation against others in the same sector
  13. 13. Contact details Roger Parry, Director Clare Harris, Head of Business Development Agenda Consulting T: 01865 263720 www.agendaconsulting.co.uk
  14. 14. Question per topic Colleagues: I work with skilled competent people who are good at their jobs Communications: This organisation practises open, honest communication and shares information Leadership: I trust and respect the leadership group in this organisation Learning: This organisation helps me to acquire skills and knowledge that will benefit my future career Management: I trust and respect my immediate manager
  15. 15. Reward: I am rewarded fairly for the contribution I make in my particular job Role: The work that I do gives me a feeling of personal achievement Service I believe that this organisation delivers a high quality service to its external customers Values: This organisation has strong values and operates to high ethical standards Wellbeing: I am badly treated or bullied at work Question per topic
  16. 16. Internal Communications Group The role of internal communications in employee engagement #CCinternalcomms Sponsored by
  17. 17. Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do. www.charitycomms.org.uk

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