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Leandro herrero employee engagement and change 1

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Six models of Employee Engagement and how each of them has different social life. The area is conceptually messy and often misleading as if there was one single model, usually reduced to a number in a scale. Some models are better than others to create true change-ability in the organisation

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Leandro herrero employee engagement and change 1

  1. 1. EMPLOYEE ENGAGEMENT AND CHANGE-ABILITY OF THE ORGANIZATION LEANDRO HERRERO MD MBA FCMI FIOD FRSA NOVEMBER 2013
  2. 2. 1 2 Working conditions Flexibility at work Pay and perks Reward and recognition Empowerment Good communication People development plans Talent management Clear vision and purpose Internal digital connections gamification Health & wellbeing programme Satisfaction Happiness Engagement Fun Self-belief Realization Enhancement Fulfilment motivation 3 Profitability Higher e.p.s Retention Reputation Customer satisfaction Loyalty Employer of choice Low absenteeism Safety High quality Resilience in adversity Pick something from column 1, say that it creates something IN column 2 (pick at leisure); then say it delivers something from column 3. (again, choose) You can’t go wrong. Welcome to the Employee Engagement Industry. There is plenty of data connecting 1,2, and 3 ( and if there isn't’, say it anyway). Yes, its messy.
  3. 3. engagement engagement engagement engagement
  4. 4. Engagement: within the company? With the company?
  5. 5. My perspective   “Shaping  tomorrow’s  organiza2ons  today.   Making  today’s  organiza2ons  remarkable”   “RE-MARK-ABLE” worth remembering worth telling a story noticeable, noteworthy, striking, extraordinary, special, outstanding, singular… •  Organizational solutions when large scale behavioural change is needed •  Grass roots, bottom up, peer to peer orchestration of an internal social movement to address particular business challenges 5
  6. 6. Employee Engagement Organization Change-ability
  7. 7. Employee Engagement 1 Organization Change-ability
  8. 8. The chalfont project six models of employee engagement Air time Happy cows Investors Moral drive activism cause
  9. 9. Air time ‘listen to them’ Employee voice ‘find out’ Surveys (town halls-like) Monologue / dialogue/voice respect
  10. 10. Happy cows ‘produce better milk’ Satisfaction Happiness & 'Results’ Input-output machine Productivity & results
  11. 11. cause Voluntarism Community work CSR Philanthropy fundraising External cause inside internal glue United/belonging
  12. 12. Investors Metaphor HR = human capital investment fund management My personal r0i Retention/exit My growth/your growth
  13. 13. Moral drive Individual enhancement Dignity of work solidarity rights Work conditions/climate
  14. 14. activism Towards self-management Viral change™
  15. 15. The chalfont project six models of employee engagement Air time Happy cows cause Investors Metaphor Moral drive activism It’s a voice model. Employees are told, also listened to. A dialogue Is supposed to be established. What ‘they’ say counts. Management listens to them’. Surveys and rankings dominate this Model. The measurement tools tend to take over the narrative. I did not invent the term! There is a book.. This is a machine model. Provide good input, you’ll get a good output. Employee Happiness and satisfaction deliver better… results, The machine is oiled with Good working conditions and rewards, Cows are happy, milk is good Employees are engaged within the company on noble causes that the company either has or adopts. Its often a ‘ngo inside’ model. People’s engagement provides meaning, sense of worth and a glue. And this is good for everybody The employee is an investor of his/her own human capital. At year end there is either good or bad investment! Hr people and management are ‘human capital investment fund managers’ Employee engagement is… because its morally good, regardless. It has to do with human dignity and the power of work as enhancement of the individual. Don’t look In the mba manual but in the catholic social teaching documents for example Employees take charge in a progressive self-managed way. They are active in a peer-to-peer environment. They are engaged with the company not just within the company. doing is greater than talking or advocating. Leadership gains control by loosing control
  16. 16. Air time, happy cows, and cause model are significantly more dominant that the other three models
  17. 17. x
  18. 18. Employee Engagement Organization Change-ability 2
  19. 19. Models of change ❶   A   Destination Change Z   The Methodists
  20. 20. Models of change ❶   Destination Change A   Z   The Methodists Journey Change ❷   A   Z   The Travellers
  21. 21. Models of change ❶   Destination Change A   Z   The Methodists Journey Change ❷   A   Z   The Travellers Status: Change (change-ability) ❸   Z   A   Riders and Acrobats
  22. 22. Reaching Promised land Z is the key. It’s a project management Narrative. Most traditional change Management is destination type How to reach a destination is as Important as reaching it. Organization learning and discovering Is an objective in itself There are destinations and journeys but what matters is to Create an organizational dna That allows for constant change (change ability)
  23. 23. Sustainable engagement Organization Change-ability
  24. 24. Sustainable engagement The activism model Provides the highest Level of sustainable cultural shaping and behavioural dna at the same Time of reaching destinations And learning in the journey THIS IS AT THE CORE OF VIRAL CHANGE ™ WW.W.VIRALCHANGE.COM Organization Change-ability
  25. 25. 10
  26. 26. 1. Engagement is not a number in a scale 2. The ultimate goal of employee engagement Is employee Selfmanagement (activism) 3. The ultimate goal 0f leadership is to loose control
  27. 27. 4. Real engagement and real change Is behavioural, Not intellectual, even emotional 5. Values articulation and communication without behavioural Translation is useless. 6. Behavioural translation without real life embedment at a scale is a (expensive) fraud
  28. 28. 7. True employee engagement culture means a particular behavioural dna with emphasis on change-ability 8. Cultures (and their dna) are not created by training. No revolution has been created in a classroom
  29. 29. 9. Each of the six employee engagement models may work as ‘within’ the company and/or ‘with the company’ but their goals are different. There is not such a ting as One employee engagement
  30. 30. 10. The ‘employee engagement industry’ will fade ( as did quality, excellence and customer worship) … But there will still be employees and companies… Aim at ‘remarkable’… the rest is commentary
  31. 31. Leandro-Herrero@thechalfontproject.com “SHAPING TOMORROW’S ORGANIZATIONS TODAY. MAKING TODAY’S ORGANIZATIONS REMARKABLE”

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