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Sally Cross, Engage for Growth - engagement on a shoestring

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Workshop B presentation at the Bristol Business School ‘Unlocking Performance through Employee Engagement' Conference.

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Sally Cross, Engage for Growth - engagement on a shoestring

  1. 1. Unlocking Performance Through Employee Engagement 25th June 2019 Sally Cross - Engage for Growth sally.cross@engageforgrowth.com
  2. 2. Have an inspiring conversation about engagement that sparks our creativity and influences our work Objective for this session …
  3. 3. Agenda 3 - Systemic organisation-wide change – lessons learnt 1 - Employee surveys – unlocking employee voice and mining rich data 2 - Beyond surveys – employee jams
  4. 4. “Necessity is the Mother of invention” Plato? Why “on a shoestring”?
  5. 5. Employee engagement means different things to different people Something about running surveys Builds hope & expectation that is not fulfilled Organisation- wide systemic change Significantly improves organisational performance (Definitions) (Outcomes)
  6. 6. Some of my beliefs about creating high performing teams & organisations …..  Use evidence-based practice  Apply systems thinking  Harness the power of employee voice – at all levels  Embrace the social construction of reality  Unleash the energy of those who are passionate about people  Focus on learning (as opposed to training) and 70:20:10  30 years after learning about John Adair’s Action Centred Leadership, I still love it
  7. 7. Action Centred Leadership
  8. 8. “Typical” surveys Pros • Simple & quick to administer • Enable intra- and inter- organisation benchmarking • Appear to be objective • Depending on sample choice – everyone can participate Cons • They model the world view of the survey designer • Provide false objectivity • Encourage comparisons rather than action • Difficult to decide which factors/elements are important • Not easy to translate results into concrete actions Are surveys objective? • Number of responses is influenced by many factors • The responses are skewed by who asks you to complete the survey • The responses are skewed by local events – how are you feeling today? Top tips • Running a survey is a change intervention in itself • Spend more time working on how you will deal with the results than in planning how to run the survey • Ensure leadership team & stakeholder buy-in • Plan a comms campaign to maximise participation
  9. 9. 11 Survey structure and analysis method Analysis method Survey structure  Section 1 - Demographic questions to support analysis  Section 2 – Five quantitative questions to assess differences in employee engagement: 1. Generally speaking I am very satisfied with my job 2. My work gives me a feeling of personal accomplishment 3. I frequently think of leaving this job 4. I am proud to tell people who I work for 5. Overall I feel that my career goals can be met in this organisation  Section 3 – Qualitative free text questions: – Identify the 3 things that you most value about working for this organisation – Identify the 3 things that you would most like to see changed or improved that would increase your satisfaction in working for this organisation Each quantitative question analysed for the different demographic groups Thematic analysis of text responses
  10. 10. Q2 - My work gives me a feeling of personal accomplishment Q3 - I frequently think of leaving this job Q4 - I am proud to tell people who I work for Q5 - Overall I feel that my career goals can be met in this organisation Q1 - Generally speaking I am very satisfied with my job Strong (positive) Medium (negative) Medium (positive) Medium (positive) Q2 - My work gives me a feeling of personal accomplishment Medium (negative) Medium (positive) Medium (positive) Q3 - I frequently think of leaving this job Weak (negative) Medium (negative) Q4 - I am proud to tell people who I work for Medium (positive) 12 Correlation analysis between the 5 employee satisfaction questions NB –this data does not show causal relationships If we want people to feel more satisfied, then:  Priority 1 = Ensure they have a sense of personal accomplishment in their work  Priority 2 – Ensure they are achieving their career goals People who are thinking about leaving have mixed views about all of the other questions – in particular, pride in this organisation has almost no correlation with “thinking about leaving”
  11. 11. Text analysis This graph is an output from a thematic analysis. Start the analysis with Herzberg's motivation and hygiene factors and add/delete further categories as needed 13
  12. 12. 14 Example of correlations between the 5 employee satisfaction questions and the highest rated text responses? If we want to ….. Q1 & 2 - Improve satisfaction with my job AND a feeling of personal accomplishment Q3 - Reduce the number of people who are thinking about leaving Q4 - Increase pride in the organisation Q5 - Increase the feeling that my career goals can be met Value - Personal growth High High High High Value – Colleagues High Low Low Low Value - Work itself High Low Low Low Value - Project / role variety Medium Low Medium Medium Improve - Admin & support Medium Low Medium Medium Value – Teaming Medium Low Low Medium Value - The brand Medium Nil High Low Improve – Rewards Low High Medium Medium Value - Organisation values Low Low Low Low Improve – Leadership Low Medium Low Medium Improve – Performance mgt process Low Medium Low Medium Improve – Recognition Low Medium Low Low
  13. 13. Beyond surveys – start Jam-ing!
  14. 14. Jam: “A collaborative on-line organisation-wide conversation”  Designed to achieve transformational shift  High profile on-line event  Participative and engaging  3-5 days live  No organisational or geo barriers  Clear context + strategic question  Real-time discussion  Big enough to capture meaningful input  100-100,000 people
  15. 15. Structure of a Jam Strategic question Forum & Hosts Forum & Hosts Forum & Hosts Forum & Hosts Forum & Hosts Forum & Hosts Forum & Hosts Forum & Hosts Forum & Hosts 8-12 Forums Host sets up: Forum title Brief description Initial starter topics Topic Posts/replies, likes Topic Topic Topic Posts/replies, likes Posts/replies, likes Posts/replies, likes Participants: Add posts/replies to or “like” other posts Hosts: Encourage discussion Write end of day post with links to interesting discussions Comms team: Send start of day comms, with links to the end of day posts
  16. 16. What happens during a Jam? Day 0: Key question • A key strategic question is set • Plus initial topics/forums Day 1: What • People start commenting about what they experience • Others watch and observe • Some test the water Day 2-3: Why • Conversations more brave and honest • Curiosity & ideas about why things happen in a certain way and how things could be different Day 4-5: How • Real issues surface and people propose solutions • Participants build on each others ideas Over 3-5 days conversations progress from curiosity to action: participants build on other’s ideas and create a dynamic shift in their thinking and accelerate change across the organisation Leadership: Encourage => Support => Agree => Decide Real-time and post-event analysis: manual and analytics
  17. 17. Example outcomes from a 5 day Jam  3,500 participated out of 15,000 employees  Vibrant on-line conversations generating dozens of ideas  Identified unexpected issues that were important to significant numbers of employees – some of these were real quick wins  European Board members made public and visible commitments during the Jam  Participants started spontaneously sharing ideas and collaborating  Created significant visibility, energy, interest and commitment  Open and very honest dialogue across all levels and geos  Consolidated the change team and champions across Europe
  18. 18. Analysis methods Community insights (Statistical data) Human intelligence Content & sentiment analysis
  19. 19. Change that works …..  The power of role modelling  Build a little; test a lot - use pilots to test ideas  Getting Senior Execs to lead change happens in two ways starting with one leader who successfully tries something new. Then, either:  Other Execs copy them, or  Other Execs get competitive and implement something better  Build a network of people champions  Focus on front line managers - What needs to happen for managers to support and deliver the change?  To achieve Personal Growth – focus on how to achieve learning rather than delivering training

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