Engagement June 2010

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Second day of an in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer, following positive feedback from the previous event .

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Engagement June 2010

  1. 1. Engagement <br />by Fluid <br />June 2010<br />
  2. 2. Page 3<br />Introduction<br />
  3. 3. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 Maximising engagement<br />7-8 Unleashing the concealed power<br />9-10 Engagement and the community<br />11-14 Linking engagement with business performance<br />15-18 Employee surveys<br />19-20 Succession planning<br />21-22 Exercise A<br />23-41 Real-life examples<br />42-43 Measuring engagement at New Balance<br />44-45 The MacLeod Review<br />46-47 Exercise B<br />48-49 Case studies<br />50-51 Conclusion and questions<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 />Maximising engagement<br />
  7. 7. Page 6<br /><ul><li>Let everyone known what is expected of them
  8. 8. Give people the tools for the job
  9. 9. Give people opportunities to learn and shine at what they are good at
  10. 10. Be generous but specific in your praise
  11. 11. Listen to your employees
  12. 12. Help them believe in the purpose or product of the organisation
  13. 13. Encourage friendships at work </li></ul>Maximising engagement<br />
  14. 14. Page 7<br />Unleash the concealed power<br />
  15. 15. Page 8<br /><ul><li>CATERPILLAR TO BUTTERFLY-UNLEASHING THE CONCEALED POWER OF ITS STRATEGY
  16. 16. Step one-develop a unique strategy
  17. 17. Step two-support strategy with the appropriate environment
  18. 18. Step three-sell your strategy to win emotional commitment
  19. 19. Step four-keep strategy flexible </li></ul>Unleash the concealed power<br />
  20. 20. Page 9<br />Engagement and the community<br />
  21. 21. Page 10<br /><ul><li>KEYS TO COMMUNITY
  22. 22. The global group
  23. 23. The locally loyal
  24. 24. The matrixed middle
  25. 25. HOW MUCH TO INVEST IN COMMUNITY?
  26. 26. What is the purpose of my community?
  27. 27. What business goals do I expect it to help with me with?
  28. 28. How much community can I afford? </li></ul>Engagement and the community<br />
  29. 29. Page 11<br />Linking engagement with business performance<br />
  30. 30. Page 12<br /><ul><li>B&Q
  31. 31. Ensure your day to day HR function works
  32. 32. Gain the support of senior executives and the board
  33. 33. Ensure there is an honesty in your business culture</li></ul>Linking engagement with business performance 1 of 3<br />
  34. 34. Page 13<br /><ul><li>DSG INTERNATIONAL
  35. 35. Keep it real
  36. 36. Know your motive
  37. 37. Don’t run before you can walk</li></ul>Linking engagement with business performance 2 of 3<br />
  38. 38. Page 14<br /><ul><li>AVIVA
  39. 39. Analyse your date with care
  40. 40. Consider increasing the number of surveys you carry out
  41. 41. Never carry out a survey before you are about to give bad news</li></ul>Linking engagement with business performance 3 of 3<br />
  42. 42. Page 15<br />Employee surveys<br />
  43. 43. Page 16<br /><ul><li>KEY ELEMENTS
  44. 44. Project analysis
  45. 45. Communication
  46. 46. Questionnaire
  47. 47. Analysis levels
  48. 48. Fieldwork
  49. 49. Response
  50. 50. Data processing, analysis and interpretation
  51. 51. Reporting and action planning</li></ul>Employee surveys 1 of 3<br />
  52. 52. Page 17<br /><ul><li>ACHIEVING A SUCCESSFUL SURVEY
  53. 53. Senior management must be committed to the survey
  54. 54. Involve employee representatives at all stages
  55. 55. Tell people about it by publicising the survey through all available media
  56. 56. Keep it real by addressing issues of importance to employees
  57. 57. Give employees prompt and relevant feedback on the results
  58. 58. Act on the results</li></ul>Employee surveys 2 of 3<br />
  59. 59. Page 18<br /><ul><li>If you ask a question, show you value the response
  60. 60. Managers’ reactions to a survey can be as telling as the results of the survey itself
  61. 61. Don’t try to use the results in isolation-they are a starting point for conversations
  62. 62. Don’t assume poor response rates or poor results are a departmental problem. Isolating individuals’ results will show the real hot spots that need action.
  63. 63. Don’t let people explain away the results-if they do, they miss the opportunity to improve</li></ul>Employee surveys 3 of 3<br />
  64. 64. Page 19<br />Succession planning<br />
  65. 65. Page 20<br /><ul><li>CREATING A LAYER OF COMMUNICATIVE AND ENGAGING MANAGERS
  66. 66. Start at the top, as managers will adopt the behaviours of their leaders
  67. 67. Make sure your managers understand the purpose and plan of the organisation
  68. 68. Involve them in planning the detail
  69. 69. Include communication in managers’ job descriptions
  70. 70. Develop communication guidelines
  71. 71. Provide communication training
  72. 72. Reward effective communication</li></ul>Succession planning<br />
  73. 73. Page 21<br />Exercise A<br />
  74. 74. Page 22<br />Exercise A<br />
  75. 75. Page 23<br />Real-life examples<br />
  76. 76. Page 24<br /><ul><li>IMPLEMENTED A CONSULTATION PROGRAMME TO LOOK AT BUSINESS PLANNING AND HIGH STAFF TURNOVER-bus operator, 1700 employees-WHAT IT DID
  77. 77. Defined its aims and objectives as a business
  78. 78. Developed an employee engagement strategy
  79. 79. Appointed an HR Manager, part of the senior team
  80. 80. Launched employee survey and award schemes
  81. 81. Introduced one-to-one reviews</li></ul>Abellio 1 of 2<br />
  82. 82. Page 25<br /><ul><li>IMPLEMENTED A CONSULTATION PROGRAMME TO LOOK AT BUSINESS PLANNING AND HIGH STAFF TURNOVER-bus operator, 1700 employees-BENEFITS & ACHIEVEMENTS
  83. 83. Attrition rates fell from 42% in 2005 to 15% in 2008
  84. 84. All training is competency based and aligned to individual and organisational needs
  85. 85. Absence levels have fallen from 13% to 6%
  86. 86. Good relationships with trade unions
  87. 87. Achieved Investors in People status in November 2008</li></ul>Abellio 2 of 2<br />
  88. 88. Page 26<br /><ul><li>IN 2006 ONLY 56% OF EMPLOYEES WERE MOTIVATED IN THEIR JOBS, AND THE CHALLENGE WAS TO ENGAGE EVERY EMPLOYEE-council, 60000 employees-WHAT IT DID
  89. 89. Brought in consultants to identify attitudes to be changed
  90. 90. Identified core values of belief, excellence, success and trust (BEST)
  91. 91. Involved the unions
  92. 92. Get senior buy-in from the outset</li></ul>Birmingham City Council 1 of 2<br />
  93. 93. Page 27<br /><ul><li>IN 2006 ONLY 56% OF EMPLOYEES WERE MOTIVATED IN THEIR JOBS, AND THE CHALLENGE WAS TO ENGAGE EVERY EMPLOYEE-council, 60000 employees-BENEFITS AND ACHIEVEMENTS
  94. 94. 83% of employees motivated in their job(2008)
  95. 95. 76% of employees highly and frequently engaged
  96. 96. More than 6000 service improvements implemented, all generated by employees
  97. 97. £17M in increased productivity
  98. 98. Changed the BEST programme from a fixed-timescale project to be part of business as usual</li></ul>Birmingham City Council 2 of 2<br />
  99. 99. Page 28<br /><ul><li>IMPROVE PERFORMANCE IN BEST COMPANIES SURVEY-charity, 170 employees-WHAT IT DID
  100. 100. Structured briefings led to suggestions on how the organisation could perform better
  101. 101. Senior management came up with a response and action plan based on these ideas and communicated the results
  102. 102. Through a progressive and well thought through HR strategy the charity has created a climate of engagement where 91% of the workforce believe they work with colleagues who are committed and professional</li></ul>Broadway 1 of 2<br />
  103. 103. Page 29<br /><ul><li>IMPROVE PERFORMANCE IN BEST COMPANIES SURVEY-charity, 170 employees-BENEFITS AND ACHIEVEMENTS
  104. 104. 92% of the workforce believe Broadway makes a positive difference to people’s lives
  105. 105. 95% of external appointments are filled after the first attempt
  106. 106. Average length of stay for employees has increased from 2.2 years to four years
  107. 107. Sickness absence rate of 2% compared to the CIPD average for the voluntary sector of 4%
  108. 108. 71% of managerial appointments made internally
  109. 109. Broadway receives more requests for job packs and has the highest volume of applications compared to any other charity within its customer base</li></ul>Broadway 2 of 2<br />
  110. 110. Page 30<br /><ul><li>A NEW APPROACH TO UNDERSTANDING ENGAGEMENT WAS INTRODUCED BY THE HR & COMMUNICATIONS TEAM-construction, 980 employees-WHAT IT DID
  111. 111. Identified 32 champions
  112. 112. Organised a workshop for the champions, asking them to spell out what they saw as a great place to work
  113. 113. Had the champions help design an ongoing programme of workshops, the results of which were fed back to other staff
  114. 114. Asked the champions to help develop a cost-cutting solution, resulting in a request for people to volunteer to take pay cust-84% of workers volunteered</li></ul>Everest Home Improvements 1 of 2<br />
  115. 115. Page 31<br /><ul><li>A NEW APPROACH TO UNDERSTANDING ENGAGEMENT WAS INTRODUCED BY THE HR & COMMUNICATIONS TEAM-construction, 980 employees-BENEFITS AND ACHIEVEMENTS
  116. 116. £1.2M saved through salary reduction
  117. 117. Nearly £4M reduction in operating costs since the programme began
  118. 118. Additional activities were launched to support the programme, including the Everest Value Awards</li></ul>Everest Home Improvements 2 of 2<br />
  119. 119. Page 32<br /><ul><li>RAPID EXPANSION BETWEEN 2004 & 2008 CO-INCIDED WITH HIGH ATTRITION AND ABSENCE PLUS LOW MORALE-fleet management, 440 employees-WHAT IT DID
  120. 120. Implemented a reward framework linking pay with performance
  121. 121. Improved operational training and introduced behavioural development programmes
  122. 122. Introduced leadership and management development programmes
  123. 123. Developed an internal communication platform</li></ul>FMG Support 1 of 2<br />
  124. 124. Page 33<br /><ul><li>RAPID EXPANSION BETWEEN 2004 & 2008 CO-INCIDED WITH HIGH ATTRITION AND ABSENCE PLUS LOW MORALE-fleet management, 440 employees-BENEFITS AND ACHIEVEMENTS
  125. 125. Attrition has fallen from 27% in 2006-7 to 25% in 2007-8
  126. 126. The 2009 employee survey found that 94% of people are proud to work for FMG Support
  127. 127. 91% feel there is a real commitment to the company, and 90% still want to be working there in 12 months’ time.</li></ul>FMG Support 2 of 2<br />
  128. 128. Page 34<br /><ul><li>IN 2008 SICKNESS ABSENCE AVERAGED 10.9 DAYS AND ONLY 65% OF THE WORKFORCE COMPLETED THE ANNUAL SURVEY-prison, 226 employees-WHAT IT DID
  129. 129. Implemented sick meetings for employees returning from sickness absence
  130. 130. Arranged for the HR business partner and the performance management team to manage employee sickness
  131. 131. Introduced one-to-one wellbeing clinics with an occupational health adviser
  132. 132. Set up an employee survey team
  133. 133. Arranged employee consultation events</li></ul>HM Prison Morton Hall 1 of 2<br />
  134. 134. Page 35<br /><ul><li>IN 2008 SICKNESS ABSENCE AVERAGED 10.9 DAYS AND ONLY 65% OF THE WORKFORCE COMPLETED THE ANNUAL SURVEY-prison, 226 employees-BENEFITS AND ACHIEVEMENTS
  135. 135. By the year-end 2008-9 sickness absence had fallen to 5.2 days, the lowest of any UK prison
  136. 136. Attrition for the same year fell to 10
  137. 137. 103 employees did not take sick leave
  138. 138. 78% of employees completed the survey
  139. 139. 89% of employees were clear about what was expected of them in their job</li></ul>HM Prison Morton Hall 2 of 2<br />
  140. 140. Page 36<br />Heart of England NHS Foundation Trust 1 of 2<br /><ul><li>MERGER RESULTED IN THE NEED FOR A ‘ONE TRUST’ CULTURE-NHS, 10000 employees-WHAT IT DID
  141. 141. Series of events hosted by the Chief Executive, bringing together more than 3000 employees
  142. 142. On-site Q&A sessions hosted by the Chief Executive, plus a FAQ newsletter and regular email communication
  143. 143. Designing and implementing the first local employee survey in the NHS
  144. 144. Creating a dedicated jobs unit to support employees during the restructuring</li></li></ul><li>Page 37<br /><ul><li>MERGER RESULTED IN THE NEED FOR A ‘ONE TRUST’ CULTURE-NHS, 10000 employees-BENEFITS AND ACHIEVEMENTS
  145. 145. The trust saved £750000 on redundancy costs making only six redundancies rather than an expected 50
  146. 146. Achieved £3M in efficiencies by reducing back-office posts
  147. 147. Engaged and developed leaders to effectively manage the human aspects of large-scale organisational change
  148. 148. Collected valuable intelligence on employee perceptions of the trust-75% of the workforce would recommend the hospital for treatment
  149. 149. The Trust was awarded ‘Top Employer’ status by The Guardian</li></ul>Heart of England NHS Foundation Trust 2 of 2<br />
  150. 150. Page 38<br /><ul><li>IMPROVE ENGAGEMENT LEVELS TO ENCOURAGE RECOVERY OF THE BUSINESS-retail, 16000 employees-WHAT IT DID
  151. 151. Improved annual employee survey to monitor levels of engagement rather than satisfaction, allowing an independent company to manage it
  152. 152. Use of 360 degree feedback to ensure its leaders demonstrate the right behaviours and all employees must work towards key performance indicators
  153. 153. In addition there is a forum for retail employees where representatives from each store share concerns, with the information passed on to regional and national meetings where the Board of Directors attend to listen to views/ideas</li></ul>Iceland Foods 1 of 2<br />
  154. 154. Page 39<br /><ul><li>IMPROVE ENGAGEMENT LEVELS TO ENCOURAGE RECOVERY OF THE BUSINESS-retail, 16000 employees-BENEFITS AND ACHIEVEMENTS
  155. 155. Employee survey response increased over three years from 74% to 91%
  156. 156. Focus groups were held to address areas of poor engagement
  157. 157. Latest survey gave an engagement score of 76% with 58% classed as highly engaged
  158. 158. Employees agree positively with statements such as ‘I feel a strong sense of family’, ‘My manager motivates me to give my best every day’ and ‘I feel proud to work for this organisation’
  159. 159. Reduction in absence and staff turnover
  160. 160. Accreditation in Best Companies to Work For</li></ul>Iceland Foods2 of 2<br />
  161. 161. Page 40<br /><ul><li>DEVELOP VALUES TO DRIVE A DISTINCTIVE AND DIFFERENT STYLE OF SERVICE-hotels, 130000 employees-WHAT IT DID
  162. 162. Ran 70 workshops in 20 countries with more than 1000 people in just one month. This led to the creation of five core values called ‘Winning Ways’ which were launched at a leadership conference by the company’s CEO. The values were then communicated to the whole company using workshops designed to bring the values to life. Other initiatives included: a ‘jigsaw challenge’ where hotels could submit examples of Winning Ways behaviour a ‘chase the extraordinary’ tour of IHG hotels in the US, which invited more than 10000 people to pledge to live the Winning Ways</li></ul>Intercontinental Hotels 1 of 2<br />
  163. 163. Page 41<br /><ul><li>DEVELOP VALUES TO DRIVE A DISTINCTIVE AND DIFFERENT STYLE OF SERVICE-hotels, 130000 employees-BENEFITS AND ACHIEVEMENTS
  164. 164. Employee engagement jumped by 8.5% over six months
  165. 165. Engagement among managers rose 6% over the same period
  166. 166. 80% of employees will put in extra effort based on the impact of the new values set
  167. 167. 80% said they see people around them living the Winning Ways, and 83% said they see their manager living them
  168. 168. 82% would recommend it to others as a good place to work</li></ul>Intercontinental Hotels 2 of 2<br />
  169. 169. Page 42<br />Measuring engagement at New Balance<br />
  170. 170. Page 43<br /><ul><li>Each point is marked out of ten so that the overall index provides an engagement rating:
  171. 171. 100-120 Outstanding
  172. 172. 80-100 You are doing OK
  173. 173. 60-80 Halfway there
  174. 174. 40-60 Challenging times
  175. 175. 0-40 Dangerous times</li></ul>Measuring engagement at New Balance<br />
  176. 176. Page 44<br />The MacLeod Review<br />
  177. 177. Page 45<br /><ul><li>RECOMMENDATIONS
  178. 178. National campaign on engagement
  179. 179. Senior sponsor group to raise awareness.
  180. 180. Support for employers, including case studies and coaching advice made available from March 2010.
  181. 181. 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 />
  182. 182. Page 46<br />Exercise B<br />
  183. 183. Page 47<br />Exercise B<br />
  184. 184. Page 48<br />Case studies<br />
  185. 185. Page 49<br />Case studies<br />
  186. 186. Page 50<br />Conclusion & Questions<br />
  187. 187. Page 51<br />Conclusion<br />Summary<br />Questions<br />

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