A practical approach to engagement
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A practical approach to engagement
- 1. Jackie Bisson, Head of Development and Training I 16th May 2012 Kingston University A Practical Approach to Staff Engagement
- 2. Focus for Today – Four practical steps
- 5. Activity: Look at the different channels of communication used by Kingston University in 2010 and 2012. •How would this have worked in your organisation? •What are the enablers you have? •What do you need to overcome?
- 6. “I have a place I can go for a rest at work?” Agree Tend to Agree Tend to Disagree Disagree 11% 14% 17% 58%
- 7. •Understand the statistics •Check out the feedback •Know the context
- 8. Activity: What additional information would help you interpret this data? 2012 2010 Result Result 79% 74% More could be done to help staff prepare for and cope with change 58% New Not had the opportunity to be involved in changes to faculty / department 53% 55% Think things will improve over the next 12 months 55% 48% Change at KU is not managed well
- 10. •Resources •Shared accountability •Simple plan •Deliver improvements •Communicate – honest and open •Celebrate success
- 11. Activity: What benefits and concerns do you see with the Kingston University 2010 project structure? See next slide
- 12. Activity: What benefits and concerns do you see with the attached project structure? Local Actions University-wide Actions Champion HR Client Corporate Fac/Dept Partner HR Implementation theme Team •Coordinating activities Champion •Reporting and HR Client Corporate Fac/Dept Planning theme Partner •Organisational Comms Champion Corporate Fac/Dept HR Client theme Partner Focus Groups Champion •Consult Corporate Fac/Dept HR Client theme Partner Champions University SMT Project Board Forum Chaired by HR Director Chaired by VC Chaired by Pro VC
- 14. •Establish the need •Align to institutional and HE priorities •Inform change •Create the ‘staff experience’
- 15. Activity: What is your ‘staff experience’?
- 17. Staff Engagement Increased 71% 74%
- 18. Contact details Jackie Bisson Head of Development and Training Kingston University j.bisson@kingston.ac.uk 020 8417 3066
Editor's Notes
- Using Kingston university as a case study to discuss different pathways to engagement. Practical examples of what has worked well and some not so well.
- Gather and use the feedback Interpret the data Achieve buy-in Embed improvements into all you do
- Examples of 2010 posters – designed to grab attention. Changed every two weeks during the ‘go-live’ period.
- Summary of case study
- Handouts provided were: Poster examples from 2010 Poster example from 2012 Postcard copy from 2012 VC invitation letter from 2012
- Summary of case study
- Anticipated responses: Information on various faculties/departments Additional information on different staff Groups More detailed individual feedback e.g. via focus groups Understanding of the context e.g. has there been significant change? HE benchmark figure
- Summary of case study
- A few of the anticipated responses: Concerns: How easy is it to share information and learning? The university-wide projects appear to be apart from the faculty/department activities HR are central to the activity Senior Management Team – how accountable/engaged are they? Is this all extra to the “day job”? Benefits Faculty and department actions are owned locally Accountability for action plans held by local Champions SMT receive regular feedback from the champions and project board Focus groups established to gain additional information HR team able to build improvements into People Strategy activities e.g. Performance Management. Additional handout to demonstrate an on-going communication activity – ‘Keith knows staff opinions count’.
- high level project plan Exec 14-12-10 Version 2
- Summary of case study
- This screen shot was taken from the University of Bristol's intranet page. Kingston University are currently scoping their ‘staff experience’ and are grateful to Bristol for sharing how they have described a ‘Positive Working Environment’.
- Outcome for Kingston University.