CIPR INSIDE
WEBINAR: Internal
Communication and
Employee Engagement
2013
CIPR INSIDE WEBINAR

Welcome
Kevin Ruck
PR Academy
@AcademyKev
exploringinternalcommunication.com
kevin.ruck@pracademy.co....
Just 27% of employees
in the UK are ‘highly
engaged’, with an
equivalent proportion of
employees being
‘disengaged’.
Engag...
Leadership
Provides a strong
strategic
narrative.

Engaging
Managers
Facilitate and
empower.

Communication

Engagement

V...
Employee engagement theory
In his original study that outlines the basis for employee engagement, Kahn (1990, p.
693), def...
Work engagement

Organisational
engagement

The work you do

The vision of the organisation, where it’s
headed

The team w...
Work engagement
Intellectual engagement
I focus hard on my work
I concentrate on my work
I pay a lot of attention to my wo...
Organisational
engagement
Think
I think about improvements to help
my organisation operate more
effectively
Feel
I feel po...
Employees’ organisational commitment (%)

21,981 respondents in
the UK
https://www.gov.uk/government/pub
lications/the-201...
Three components of
employee engagement

Feeling well
informed

Opportunities
for
upward
feedback

Manager
commitment

Tru...
49% Employees feel fairly well informed about important
organisational issues
29% Received only a limited amount of inform...
Informed Employee Voice
High
Informed Non-Communicators (6%)
Fully/fairly well informed but little
opportunity
to feed inf...
Case study
HP
Discover 2012
“We highlighted times when Meg [CEO] would be
speaking about strategy, or when someone would b...
Upward feedback
Basic
Surveys,
suggestion
schemes,
email boxes.

Advanced
Based on people
feeling well
informed in the fir...
Employees’ rating of management’s active
consulting (%)
Case study
Essex County Council
Your Voice
“In 2011, we ran our first ‘Your Voice’
engagement day. This was followed
up in...
Case study
Glasgow Housing Association
Think Yes
“The objective of Think Yes was to raise
customer satisfaction levels by ...
PhD research
Internal Communication and Organisational
Engagement Questionnaire (ICOEQ)

5 organisations

2066 responses t...
Correlations: strategic planning
Analysing the strength of the
association of a specific aspect of
communication with a sp...
Internal Communication

Senior Managers
Organisational Engagement

Plans and
aims

Change

Progress

Employee Voice

Feel
...
How to help employees get
strategy
Harvard Business Review – research
based on 60, 000 responses.
“Top management has a pr...
Senior management
understanding
Practitioners’ perception of stakeholders who
think that internal communications is really...
Changing internal communication practice
Q4. In an ideal world, how would you change
the amount of time spent on these pri...
Evidence based practice
CIPR INSIDE WEBINAR

Comments,
questions,
challenges?
CIPR INSIDE WEBINAR:
CIPR INSIDE
ENGAGEMENT LEADS TO PERFORMANCE
Tuesday 19 November
Ask the Guru: Pros and cons of social...
CIPR Inside Webinar - Employee engagement and internal communication - a closer look
CIPR Inside Webinar - Employee engagement and internal communication - a closer look
CIPR Inside Webinar - Employee engagement and internal communication - a closer look
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CIPR Inside Webinar - Employee engagement and internal communication - a closer look

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Kevin Ruck, PR Acadmey hosted a webinar for CIPR Inside on 15 November 2013 - these are the slides.

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CIPR Inside Webinar - Employee engagement and internal communication - a closer look

  1. 1. CIPR INSIDE WEBINAR: Internal Communication and Employee Engagement 2013
  2. 2. CIPR INSIDE WEBINAR Welcome Kevin Ruck PR Academy @AcademyKev exploringinternalcommunication.com kevin.ruck@pracademy.co.uk
  3. 3. Just 27% of employees in the UK are ‘highly engaged’, with an equivalent proportion of employees being ‘disengaged’. Engage for Success
  4. 4. Leadership Provides a strong strategic narrative. Engaging Managers Facilitate and empower. Communication Engagement Voice Views are sought out; people see that their opinions count. MacLeod and Clarke (2009) Engaging for Success Integrity Behaviour is consistent with stated values.
  5. 5. Employee engagement theory In his original study that outlines the basis for employee engagement, Kahn (1990, p. 693), defines it as, “…the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances”. Wave 1: 1990s • Characterised by the beginnings of practitioner interest and the term employee engagement came into use, widely credited as being coined by consultancy firm Gallup in 1999. • Wave 2: 2000 - 2005 Robinson et al., (2004) defined the concept as a positive employee attitude towards the organisation and its values, involving awareness of business context, and work to improve job and organisational effectiveness. • Wave 3: 2006 - 2010 Saks (2006) extended the employee engagement concept to encompass both job engagement and organisation engagement. Saks's work is significant because it tackles the question of the status of the concept. Welch (2011)
  6. 6. Work engagement Organisational engagement The work you do The vision of the organisation, where it’s headed The team work environment The values of the organisation, what it believes in Personal development opportunities The perceived support given to all employees The relationship with your line manager The way that senior managers communicate with all employees The opportunity to have a say about what goes on in your team The opportunity to have a say about what goes on in the organisation The response provided by a line manager to views expressed The response provided by senior managers to views expressed
  7. 7. Work engagement Intellectual engagement I focus hard on my work I concentrate on my work I pay a lot of attention to my work Affective engagement I feel positive about my work I feel energetic in my work I am enthusiastic in my work Social engagement I share the same work values as my colleagues I share the same work goals as my colleagues I share the same work attitudes as my colleagues
  8. 8. Organisational engagement Think I think about improvements to help my organisation operate more effectively Feel I feel positive about working for my organisation Do I put extra effort in to help the organisation succeed
  9. 9. Employees’ organisational commitment (%) 21,981 respondents in the UK https://www.gov.uk/government/pub lications/the-2011-workplaceemployment-relations-study-wers
  10. 10. Three components of employee engagement Feeling well informed Opportunities for upward feedback Manager commitment Truss et al.(2006)
  11. 11. 49% Employees feel fairly well informed about important organisational issues 29% Received only a limited amount of information 13% Reported they received not much at all Truss et al.(2006)
  12. 12. Informed Employee Voice High Informed Non-Communicators (6%) Fully/fairly well informed but little opportunity to feed information upwards Feel informed Informed Communicators (32%) Fully/fairly well informed and have opportunity for upward communication This group is highly engaged Fence sitters (39%) Uninformed Non-Communicators (18%) Little/no information and lack of opportunity for upward feedback Uninformed Believers (5%) Little information but have opportunity to feed information upwards Low/med Low/med Have opportunity for upward communication Truss et al. (2006) High
  13. 13. Case study HP Discover 2012 “We highlighted times when Meg [CEO] would be speaking about strategy, or when someone would be talking about innovation or plans for the future. As financial information was unveiled at the meeting, MacNeil [VP Global Employee Comms] and her team were able to simultaneously on the intranet.” “They [employees] were getting information at the same time as the analysts. But the key difference was that, for the first time ever, the information was being put into context for Hewlett Packard employees.” Oct 2013 corpcommsmagazine.co.uk
  14. 14. Upward feedback Basic Surveys, suggestion schemes, email boxes. Advanced Based on people feeling well informed in the first place, face to face, actions taken as a result or reasons why action not taken provided. Reinforced by managers who are open to critical feedback.
  15. 15. Employees’ rating of management’s active consulting (%)
  16. 16. Case study Essex County Council Your Voice “In 2011, we ran our first ‘Your Voice’ engagement day. This was followed up in 2012. On one day we held 48 separate face-to-face events which enabled over 800 employees to have discussions with senior leaders.” http://ciprinside.co.uk/learning/ case-studies/
  17. 17. Case study Glasgow Housing Association Think Yes “The objective of Think Yes was to raise customer satisfaction levels by asking staff to think positively when faced with a customer request.” “There is a popular Think Yes area on the intranet. Colleagues can post any major 'blockage' anonymously if they feel it can't be discussed with their manager. Again, we solve the problem then openly publish the blockage and solution.” http://ciprinside.co.uk/learning/ case-studies/
  18. 18. PhD research Internal Communication and Organisational Engagement Questionnaire (ICOEQ) 5 organisations 2066 responses to survey 123 closed questions using a 5 point Likert scale and four open questions: 1. 2. 3. 4. 5. 6. 7. Information interests Helpfulness of communication methods General satisfaction with communication Senior manager communication Line manager level communication Peer group level communication Organisational engagement Welch (2011) 27 interviews 9 focus groups with 77 people Differences in satisfaction between organisations are significant, for example, satisfaction with ways to communicate ideas to senior managers varied from 18% to 65%
  19. 19. Correlations: strategic planning Analysing the strength of the association of a specific aspect of communication with a specific aspect of engagement. For example, satisfaction with employee voice and emotional organisational engagement.
  20. 20. Internal Communication Senior Managers Organisational Engagement Plans and aims Change Progress Employee Voice Feel Informed Informed employee employee voice voice What I do for the organisation Think Do Diagram to represent summary of associations between internal communication and organisational engagement based on 2066 responses from employees in five organisations Source: Ruck (2013) Unpublished PhD research at University of Central Lancashire,
  21. 21. How to help employees get strategy Harvard Business Review – research based on 60, 000 responses. “Top management has a profound impact on how well employees grasp and support strategy – far more than any other variable. Supervisors don’t play a direct role.” “Only top leaders can give strategic communication the appropriate weight.” Galunic and Hermreck (Dec 2012)
  22. 22. Senior management understanding Practitioners’ perception of stakeholders who think that internal communications is really important: Ruck and Trainor (2012)
  23. 23. Changing internal communication practice Q4. In an ideal world, how would you change the amount of time spent on these priorities More Same Less Ruck and Trainor (2012)
  24. 24. Evidence based practice
  25. 25. CIPR INSIDE WEBINAR Comments, questions, challenges?
  26. 26. CIPR INSIDE WEBINAR: CIPR INSIDE ENGAGEMENT LEADS TO PERFORMANCE Tuesday 19 November Ask the Guru: Pros and cons of social media with Marc Wright, Ghassan Karian and Euan Semple Thursday 28 November ♯insidestory awards - deadline to enter Friday 29 November Webinar: Being a strategic business partner with James Harkness and Jane Mitchell from Harkness Kennett February 2014 Qualifications: CIPR internal communication certificate and diploma Check out weekly eflyers from CIPR Inside and ciprinside.co.uk for more details

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