Employee Engagement - Fad or Performance factor?

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John Smythe's slides from a talk delivered to the Welsh Government, November 2013. For attached notes: http://www.engageforchange.com/fad-or-performance-factor/

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Employee Engagement - Fad or Performance factor?

  1. 1. Employee engagement – fad or performance factor (see also notes pages) John Smythe 11 11 13 Welsh Government
  2. 2. Which workers are most engaged and productive? © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  3. 3. Your menu What is employee engagement? What engages you/your people? Problems with the concept Be the „go to‟ resource on employee engagement IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 3
  4. 4. What engages you?  Think of a project/period where you were really engaged, fired up, productive and enjoying it  What brought about your engagement? IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 4
  5. 5. How would you recognise an engaged person/group? ………………………………………. IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 5
  6. 6. What do engaged people do?           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 Self organise – less need for costly supervision Take responsibility Collaborate within & beyond their „border‟ Resolve difficulties locally Demonstrate awareness of personal limits Are generous IP Engage for Change 2013 6 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  7. 7. “I decide when to engage myself, not you boss”! We engage ourselves when we are invited to challenge in safety, and to contribute to every day operational decisions and big ticket strategy and change that affects us, which we can improve IP Engage for Change 2013 7 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  8. 8. Benefits of engagement are not enablers/drivers Benefits eg: • Discretionary effort • Better decisions • Better strategy, change • Better operational processes • Compelling place to work Enablers (EfS) • Strong strategic narrative • Engaging managers • Employee voice • Integrity • Customers enjoying better service (from engaged • =++++++++++++ ++ employees) IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 8
  9. 9. What engages us? “A culture of distributed leadership enables people to liberate their creativity to deliver great results for their institution and themselves” BY:  Inviting employees who deliver the end result to contribute to day to day decisions, strategy and change in a well governed way.  Leaders at every level who have the self knowledge, discipline, appetite & capability to engage people in in decision making IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 9
  10. 10. From command and control to a more mutual culture Telling the many what has been decided by the few OUTCOME Hooligans or spectators Inclusion Driving accountability down by implicating people as individuals in execution Selling to the many what has been decided by the few OUTCOME Compliant collaborators Co-creation OUTCOME Willing collaborators Judging who will add value if included in front end decision forming for change & strategy OUTCOME Personally committed reformers IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 10
  11. 11. Choices of approach open to leaders “There is a 5th way they decide but don‟t even bother telling us” IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 11
  12. 12. Overwhelming business case (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 (EFC)  Kenexa – increased engagement could add £26B to UK GDP © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  13. 13. Business case? – UK 25,000 workers YouGov/EfC Hostages Apostles 28% 33% Fence-sitters 16% Disconnected Mercenaries 20% 3% IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 13
  14. 14. Why now for employee engagement?  Loyalty for security Transactional relationship  Velvet revolutions Democratic capitalism  Power over knowledge Digital flattens hierarchy IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 14
  15. 15. Velvet revolutions Lech Walesa at Gdansk Shipyard addressing workers © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  16. 16. Coincidental social upheavals? The Arab Spring Protestors gathering in Tahrir Square, Cairo, Egypt Protests in Duma, Syria Demonstrators marching through Habib Bourquiba Avenue, Tunis Political dissidents in Sana’a, Yemen demanding the resignation of the president IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 16
  17. 17. Problems with employee engagement  Definitions & enablers/drivers – more to do locally/internationally  C suite full of boomers and Xers bought up on C&C and „lovin it‟  Command and control, hierarchical leadership sugared by employee engagement „magic spray‟:  Turbo charged top down communication masquerading  Learnt behavioural performances which don‟t last  Presentational concessions to mutuality: Dress codes First names Open doors/walking floors Charm offensives by leaders IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 17
  18. 18. Be the „go to‟ resource on employee engagement 1. The behaviour/role model of leaders, managers & supervisors – Generous Leadership; „guides not gods‟ 2. Engaging widely and deeply to drive transformation, change, strategy & operational improvement via disruptive interventions 3. Internal communication that enables engagement 4. Engaging widely to deliver inside-out customer/brand promise 5. Helping a new C Suite members to engage with the organization in his/her first 300 days 6. Helping functional teams (Comms/HR/L&D/Mkt/Finance etc) to be role models IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 18
  19. 19. The shifting nature of leadership  Complexity requires new capabilities beyond the individual © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  20. 20. Leadership & culture - gods to guides Capabilities to create context © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  21. 21. Leadership & culture - gods to guides1 Capabilities to manage participation © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  22. 22. Management drivers of engagement and performance Creates space for teams and individuals to test and explore whilst ensuring short term demands are met (0.13) Accepts challenge and addresses questions (0.11) Provides insight and explanation to help create a clear context for the work we do (0.10) Identifies the right people to contribute given the demands of different situations (0.10) Creates value by engaging others (0.09) Communicates clear messages about what needs to be done Has the knowledge needed to lead our team in the work we do Is adept at dealing with different personalities Helps members of the team overcome resistance to change Invites people who can make a difference to be involved, irrespective of level of seniority Helps groups integrate different perspectives to create sustainable solutions © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  23. 23. Be the „go to‟ resource on employee engagement 1. The behaviour/role model of leaders, managers & supervisors – Generous Leadership; „guides not gods‟ 2. Engaging widely and deeply to drive transformation, change, strategy & operational improvement via disruptive interventions 3. Internal communication that enables engagement 4. Engaging widely to deliver inside-out customer/brand promise 5. Helping a new C Suite members to engage with the organization in his/her first 300 days 6. Helping functional teams (Comms/HR/L&D/Mkt/Finance etc) to be role models IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 23
  24. 24. How would you recognise it - Ruby & Geraldine‟s contrasting experiences © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 24
  25. 25. Total UK: “We had to disrupt the „dirigiste‟ top down norm” Top down…. Action for recovery: Survive, Recover, Thrive …Or bottom up…. Double digit millions in savings bottom up and “twice the speed of top down”; Paris 25 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  26. 26. Geraldine suffered this familiar pattern of command & control communication: 1. Elites decide; often secretly 2. Messages formed 3. Messages delivered 4. Messages impact checked 5. Messages reinforced = Command, control, align & coerce © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 26
  27. 27. Whose shoes would you rather be in? Ruby‟s Geraldine‟s © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 27
  28. 28. Generalists solve complex problems © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 28
  29. 29. Complete transparency of data  Employees need the same view / data / experience as decision makers at the front of the train  Better still let them collect it © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  30. 30. Getting people into the breakthrough zone Flight, Fight BREAKTHROUGH ZONE Daily operations, transac tional responses Enough!  Good for surviving  Bad for breakthrough 1 hour recovery Needs dynamic experiences over some hours © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 30
  31. 31. Strategy – „Need to Want‟ © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 31
  32. 32. Vision To be the most relevant F&P practice we can be to our clients, our people and our firm This means being  The number one choice for our clients  An employer of choice  Vital to the achievement of our firm's vision and respected by everyone in DLA Piper © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 32
  33. 33. Vision Our vision and strategy F&P offerings & knowledge I to We Communication Leadership capability Employer of choice © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 33
  34. 34. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
  35. 35. Visible progress Additional revenues plus cost savings Department … plus a detailed reporting of savings within each business unit …..plus detailed programme impact reporting by Business Unit © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 35
  36. 36. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 36
  37. 37. Get the „how to‟ & receive discount via: www.gowerpublishing.com/isbn/9781409443247 IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 37
  38. 38. The Engage for Change model for inclusive strategy, change etc 1. The vision/‟where we need to be‟ – simply stated 2. Your default approach to engagement – enabler or disabler? 3. Negotiating who should be engaged – the power of the peach 4. A creative intervention to engage your leaders and people 5. Integrating the intervention as a part of business strategy © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 38
  39. 39. Be the „go to‟ resource on employee engagement 1. The behaviour/role model of leaders, managers & supervisors – Generous Leadership; „guides not gods‟ 2. Engaging widely and deeply to drive transformation, change, strategy & operational improvement via disruptive interventions 3. Internal communication that enables engagement 4. Engaging widely to deliver inside-out customer/brand promise 5. Helping a new C Suite members to engage with the organization in his/her first 300 days 6. Helping functional teams (Comms/HR/L&D/Mkt/Finance etc) to be role models IP Engage for Change 2013 © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 39
  40. 40. To be relevant in future….. 1. „In the tent‟ advisor - challenging the pattern of top down, elite based decision making. 2. Negotiating with elites where others can contribute to add value and accelerate change & strategy understand the demographics of the workforce. 3. Knowing how to create open source engagement experiences/interventions F2F & digitally…vs cascades. 4. Building the „engagement challenge‟ into change & operational improvement processes. 5. Grafting engagement capability into training, development, performance management & recognition. © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 40
  41. 41. And finally Sir Wim Bischoff (chair Lloyds Banking Group) as a senior sponsor of Engage for Success “employee engagement will become be one of the key health factors to be considered by shareholders” – the velvet revolution at work is becoming main stream © Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 41

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