Engagement February 2010

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One day in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer.

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Engagement February 2010

  1. 1. Engagement <br />by Fluid <br />February 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 Definition<br />7-9 Dealing with poor performance<br />10-11 Dealing with a newcomer’s poor performance<br />12-13 Engagement and performance<br />14-15 Give feedback, get back performance<br />16-17 Five traps of performance measurement<br />18-19 Benchmarking performance<br />20-21 Conducting performance or performing conduct<br />22-23 The corporate prisoner<br />24-25 Fuelling the fire<br />26-27 How can HR and Training raise performance?<br />28-29 Case study-Mantech<br />30-34 High performing organisations<br />35-39 Finishers, maxperformers, elite performers<br /> and star teams<br />40-42 Crystal ball time<br />43-44 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Definition<br />
  7. 7. Page 6<br /><ul><li>WHAT IS ENGAGEMENT, WHY IS IT IMPORTANT AND HOW DOES AN ENGAGED EMPLOYEE BEHAVE?
  8. 8. Engagement is measurable and its drivers can be identified
  9. 9. Different employee groups and organisations will present their own particular challenges
  10. 10. The two key engagement drivers are job satisfaction/autonomy and feeling valued/involved
  11. 11. Reward may cause disengagement but not engagement
  12. 12. Long-serving employees typically have low engagement</li></ul>Definition<br />
  13. 13. Page 7<br />Benefits<br />
  14. 14. Page 8<br /><ul><li>Profit-related pay
  15. 15. Sabbaticals
  16. 16. Home working
  17. 17. Flexible benefits
  18. 18. Duvet days
  19. 19. Gifted days</li></ul>Benefits<br />
  20. 20. Page 9<br />Working in harmony<br />
  21. 21. Page 10<br /><ul><li>Do your employees know who they work for?
  22. 22. Communicate well and early
  23. 23. Work hard to get your message across
  24. 24. Induct employees properly
  25. 25. Don’t stop after the induction
  26. 26. Appoint a mentor
  27. 27. Avoid heroes
  28. 28. Treat employees as a separate audience</li></ul>Working in harmony 1 of 3<br />
  29. 29. Page 11<br /><ul><li>INFORMING KEY PEOPLE
  30. 30. Organisation strategy and business goal
  31. 31. Products and services
  32. 32. Company interaction
  33. 33. Values and ethos
  34. 34. Performance expectations</li></ul>Working in harmony 2 of 3<br />
  35. 35. Page 12<br /><ul><li>TOP TIPS
  36. 36. Adopt a marketing mindset
  37. 37. Ensure information presented to employees is credible
  38. 38. Individuals need opportunities to step outside their comfort zones and speak to colleagues from other teams
  39. 39. Encourage dialogue and forward planning between managers
  40. 40. Capitalise on new technology</li></ul>Working in harmony 3 of 3<br />
  41. 41. Page 13<br />Engagement drivers<br />
  42. 42. Page 14<br /><ul><li>BUSINESS AIDS TO UNDERSTAND ENGAGEMENT DRIVERS
  43. 43. Realistic job previews
  44. 44. Screening questionnaires
  45. 45. Ability tests
  46. 46. Personality and motivation questionnaires
  47. 47. Assessment exercises
  48. 48. Exit questionnaires</li></ul>Engagement drivers<br />
  49. 49. Page 15<br />Top and bottom of the league<br />
  50. 50. Page 16<br /><ul><li>TOP 10 SECTORS
  51. 51. Animal welfare 67%
  52. 52. Charity/voluntary 66%
  53. 53. Architecture/art & design 64%
  54. 54. Business/professional services 61%
  55. 55. Property 61%
  56. 56. Archaeology 60%
  57. 57. New and online media 60%
  58. 58. Construction 57%
  59. 59. Education 57%
  60. 60. Arts and entertainment 55%</li></ul>Top and bottom of the league 1 of 2<br />
  61. 61. Page 17<br /><ul><li>BOTTOM 10 SECTORS
  62. 62. Retail 42%
  63. 63. Distribution 42%
  64. 64. Automotive 44%
  65. 65. Wholesale trade 45%
  66. 66. Government and civil service 45%
  67. 67. Manufacturing 46%
  68. 68. Hospitality 46%
  69. 69. Travel and tourism 47%
  70. 70. Transport and storage 47%
  71. 71. Cleaning and waste services 47%</li></ul>Top and bottom of the league 2 of 2<br />
  72. 72. Page 18<br />Real-life examples<br />
  73. 73. Page 19<br /><ul><li>FOLLOWING A MERGER IT WAS FELT A NEW CULTURE SHOULD BE BUILT ACROSS THE BUSINESSES AND REGIONS-co-operative, 7800 employees-WHAT IT DID
  74. 74. Elected 140 individuals as representatives to ‘Colleague Councils’ for each trading or support group, giving employees at all levels involvement in the group’s business decisions since no more than a third of the posts on each council can be taken by management. Meetings take place each quarter and there is a biannual executive council chaired by the Chief Executive. The councils consider the most important issues for the workplace, focus on how they can implement changes and then communicate these actions and progress to colleagues after meetings. Training is provided and there is a ‘news and views’ newsletter which promotes communication of any decisions made. </li></ul>MidCounties Co-Operative 1 of 2<br />
  75. 75. Page 20<br /><ul><li>FOLLOWING A MERGER IT WAS FELT A NEW CULTURE SHOULD BE BUILT ACROSS THE BUSINESSES AND REGIONS-co-operative, 7800 employees-BENEFITS AND ACHIEVEMENTS
  76. 76. Carried out a review of carrier bag usage
  77. 77. Launched a paper recycling initiative
  78. 78. Put up new colleague noticeboards
  79. 79. Reviewed bonus payments
  80. 80. Held a review of support materials, such as benefits booklet
  81. 81. Achieved 89% participation in annual colleague survey</li></ul>MidCounties Co-Operative 2 of 2<br />
  82. 82. Page 21<br /><ul><li>IN 2007 EMPLOYEE ENGAGEMENT WAS ONLY 54%, WIH 18% OF THE WORKFORCE HAVING EXPERIENCED BULLYING & HARASSMENT-trade union, 800 employees-WHAT IT DID
  83. 83. Developed a Dignity at Work charter
  84. 84. Set up a cross-organisational working group including union representation
  85. 85. Invited all employees to comment on results of the discussions of 22 focus groups
  86. 86. Launched Dignity at Work with a live webcast to all RCN offices</li></ul>Royal College of Nursing 1 of 2<br />
  87. 87. Page 22<br /><ul><li>IN 2007 EMPLOYEE ENGAGEMENT WAS ONLY 54%, WIH 18% OF THE WORKFORCE HAVING EXPERIENCED BULLYING & HARASSMENT-trade union, 800 employees-BENEFITS AND ACHIEVEMENTS
  88. 88. March 2009 showed 74% of employees were now engaged
  89. 89. 77% think the RCN respects individual differences
  90. 90. 82% feel happy to work for the RCN (17% up on 2007)
  91. 91. A reduction in absenteeism and attrition</li></ul>Royal College of Nursing 2 of 2<br />
  92. 92. Page 23<br /><ul><li>IMPLEMENT AN EFFECTIVE ENGAGEMENT STRATEGY FOLLOWING A MERGER-travel business, 17000 employees-WHAT IT DID
  93. 93. Asked for employee feedback for a new vision, values and strategy
  94. 94. Created an employee brand ‘Be Social’
  95. 95. Aligned HR processes with the company vision
  96. 96. Developed communication channels to suit the company’s range of demographics and roles
  97. 97. Launched a ‘Work in Partnership’ initiative to give employees a role in the decision-making process</li></ul>TUI Travel 1 of 2<br />
  98. 98. Page 24<br /><ul><li>IMPLEMENT AN EFFECTIVE ENGAGEMENT STRATEGY FOLLOWING A MERGER-travel business, 17000 employees-BENEFITS & ACHIEVEMENTS
  99. 99. 15 months after the merger, 97% of the top 700 managers said they would work over and above what is expected of them
  100. 100. Decisions made in the ‘Work in Partnership’ forums meant that the deadlines for integration were achieved
  101. 101. ‘Be Special’ is now more than a brand, and has come to represent the newly merged entity’s culture </li></ul>TUI Travel 2 of 2<br />
  102. 102. Page 25<br /><ul><li>HIGHLY MOTIVATED WORKFORCE, FOCUS ON USING ENTERTAINING EXPERIENCES
  103. 103. Cut the number of surveys from 14 to four
  104. 104. Ran an employee music competition with a touring recording studio
  105. 105. Published e-zines, posters, newsletters and a Chief Executive’s blog
  106. 106. Ran an internal football tournament with a main prize of Cup Final tickets
  107. 107. Developed and introduced tailored NVQs and apprenticeships
  108. 108. Held environmental roadshows and encouraged participation in community projects</li></ul>Vodafone 1 of 2<br />
  109. 109. Page 26<br /><ul><li>HIGHLY MOTIVATED WORKFORCE, FOCUS ON USING ENTERTAINING EXPERIENCES
  110. 110. Its employee engagement index score is now 72.4/100-its highest yet
  111. 111. Made the Sunday Times 20 Best Companies to Work For list for the second year running
  112. 112. Made the Financial Times 50 Best Places to Work list in first year of entering
  113. 113. 80% of customer-facing staff have access to professional qualifications, and its 92% NVQ pass rate is one of the highest in the UK </li></ul>Vodafone 2 of 2<br />
  114. 114. Page 27<br />Staying onside<br />
  115. 115. Page 28<br /><ul><li>HOW TO KEEP THE WORKFORCE ONSIDE
  116. 116. Show that you have a plan
  117. 117. Be open but be realistic
  118. 118. Do it in person
  119. 119. Involve your people
  120. 120. Show your compassion
  121. 121. Redefine success
  122. 122. Offer recognition
  123. 123. Keep on celebrating</li></ul>Staying onside<br />
  124. 124. Page 29<br />Views on engagement<br />
  125. 125. Page 30<br /><ul><li>Educational differences abound
  126. 126. Occupation dictates what is important
  127. 127. Women value relationships at work
  128. 128. Age doesn’t just bring experience, but different engagement
  129. 129. Ethnicity impacts career progression engagement</li></ul>Views on engagement<br />
  130. 130. Page 31<br />Creating an engaging environment<br />
  131. 131. Page 32<br /><ul><li>Focus on creating a performance-led culture to deliver future organisational goals
  132. 132. Define your employee value proposition
  133. 133. Set your priorities, then focus on the key elements and deliver them to an outstanding level
  134. 134. Create a coherent story, not just a series of related initiatives</li></ul>Creating an engaging environment<br />
  135. 135. Page 33<br />Communication<br />
  136. 136. Page 34<br /><ul><li>COMMUNICATING THE ENGAGEMENT STRATEGY
  137. 137. Involve as many of your HR team in the process as possible, so that the strategy becomes a shared story.
  138. 138. Spend one-to-one time with key senior managers to address their concerns and ensure they see the benefit to their part of the business.
  139. 139. Share the strategy directly with the wider management population-don’t assume they’ll read emails or that others will articulate your strategy clearly.
  140. 140. Bring the strategy to life-focus on the benefits for each group and on the role that managers will play in delivering it.
  141. 141. Ensure people have plenty of time to ask questions.
  142. 142. Keep revisiting the message and highlight the benefits as they become apparent.</li></ul>Communication<br />
  143. 143. Page 35<br />Return on investment<br />
  144. 144. Page 36<br /><ul><li>MEASURE THE ROI FROM ENGAGEMENT
  145. 145. Use a combination of business and HR metrics
  146. 146. Evaluate all aspects of the employee life cycle using a range of measurement sources
  147. 147. Ensure you can access reliable date when you need it.</li></ul>Return on investment<br />
  148. 148. Page 37<br />Engagement in a recession<br />
  149. 149. Page 38<br /><ul><li>IMPROVING ENGAGEMENT IN AN ECONOMIC DOWNTURN
  150. 150. Cheer up the office mood by throwing a staff party or night out, or provide free food at work
  151. 151. Give constant praise, encouragement and recognition to employees
  152. 152. Reassure staff about job security where possible
  153. 153. Encourage more flexible working (reducing hours reduces pay)
  154. 154. Make sure senior management come across as involved, positive and honest
  155. 155. Communicate, even if there’s no new news, and enable employees to feed back concerns
  156. 156. Ramp up employee training; make sure they are comfortable in their roles and know the job inside out </li></ul>Engagement in a recession<br />
  157. 157. Page 39<br />Management behaviours<br />
  158. 158. Page 40<br /><ul><li>TOP BEHAVIOURS OF ENGAGING MANAGERS
  159. 159. Communicates, makes clear what is expected
  160. 160. Listens, values and involves team
  161. 161. Supportive, backs team/you up
  162. 162. Target focused
  163. 163. Clear strategic vision
  164. 164. Show active interest in others
  165. 165. Good leadership skills
  166. 166. Respected</li></ul>Management behaviours 1 of 2<br />
  167. 167. Page 41<br /><ul><li>TOP BEHAVIOURS OF DISENGAGING MANAGERS
  168. 168. Lacks empathy/interest in people
  169. 169. Fails to listen and communicate
  170. 170. Self-centred
  171. 171. Doesn’t motivate or inspire
  172. 172. Blames others, doesn’t take responsibility
  173. 173. Aggressive
  174. 174. Lacks awareness
  175. 175. Doesn’t deliver</li></ul>Management behaviours 2 of 2<br />
  176. 176. Page 42<br />Exit interviews<br />
  177. 177. Page 43<br />Exit interviews 1 of 2<br /><ul><li>WANT TO STOP THEM LEAVING?
  178. 178. In the first instance, make sure the person is in the right job-match talent and training to the role
  179. 179. Provide feedback on performance-regular communication is critical
  180. 180. Be available to your team
  181. 181. Treat all employees with fairness and respect
  182. 182. Help team members to balance work and home life </li></li></ul><li>Page 44<br /><ul><li>WANT TO GET LEAVERS BACK?
  183. 183. Give exit interviews to people who were productive or eligible to return
  184. 184. Get to the bottom of why people leave-don’t accept soft soap
  185. 185. Let some time pass after departure and then…
  186. 186. Keep regular quarterly contact with leavers to gauge their happiness-or otherwise
  187. 187. Make sure if they know they have made a mistake you are there to advise-and would perhaps welcome them back</li></ul>Exit interviews 2 of 2<br />
  188. 188. Page 45<br />The MacLeod Review<br />
  189. 189. Page 46<br /><ul><li>RECOMMENDATIONS
  190. 190. National campaign on engagement
  191. 191. Senior sponsor group to raise awareness.
  192. 192. Support for employers, including case studies and coaching advice made available from March 2010.
  193. 193. Existing government resources including Acas, UKCES and Sector Skills Councils should be aligned to provide better support in developing skills needed for engagement.</li></ul>The MacLeod Review<br />
  194. 194. Page 47<br />Case studies<br />
  195. 195. Page 48<br />Case studies A-L<br />
  196. 196. Page 49<br />Case studies M -Z<br />
  197. 197. Page 50<br />Conclusion & Questions<br />
  198. 198. Page 51<br />Conclusion<br />Summary<br />Questions<br />

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