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Employee Engagement:
Where next?
HR Directors Business Summit
Birmingham, UK
Feb 3rd 2015
Nicholas J Higgins CEO, VaLUENTi...
Professional Services
www.valuentis.com
Smart. Smarter. Smartest...
‘PEOPLE SCIENCE®’
Organisation Intelligence
to
improve...
THE
EE
PLAYBOOK
Line of
sight
Work
environment
Operating
culture
Development
Reward
(equity)
Performance
link
What we brin...
6
Psychological Conditions of Personal
Engagement and Disengagement at Work
William A. Kahn
Academy of Management Journal ...
The concept of Employee Engagement ‘EE100’:
A synthesis of antecedent theories and empirical evidence - 100 years in the
m...
‘Higher Employee Engagement and modes of productivity’
More likely to
embrace ‘set
values’ and act
accordingly
Less likely...
9
Sub-optimal performance,
i.e. less than achievable
Or
Sub-optimal costs,
i.e. higher than necessary
Or
Both
Impaired Emp...
Employee Engagement in Organisations:
3rd Annual Report
31st January 2015
in collaboration with
Authors:
Nicholas J Higgin...
Does your organisation/business unit use a
definition of employee engagement?
YesNo
Don't know
2%
47% 51%
How do we know what we are measuring is
employee engagement?
Don't measure/
No answer provided
Answer provided
doesn't exp...
13
 Embedding working EE definition for
communication and understanding
 More accurate measurement and focus with
techni...
Once a year
(census)
Twice a year
(census)
Once every
two years
(census)
Every quarter
(pulse) including
annual (census)
4...
Our survey question set includes how many
questions...?
[< 20]
[20-40][41-60]
[61-80]
[> 80]
38%
17%
16
 The move towards an ‘integrated’ system of
annual (census) and interim ‘pulse-type’
surveys on blended media channels...
Yes
54%No
41%
Don't know
5%
As an organisation/business unit,
we link our employee survey data
with other people data
(e.g...
Where next…?
“EE BIG-small analytics…”
New (re)hire data
Performance
appraisal data
Case data
Other internal
survey/assess...
With regard to the evaluation/measurement of people management in
your organisation/business unit, which one of the follow...
DIVERSITY
EMPLOYEE
CENTRICITY
EMPLOYER
BRAND
HR
GOVERNANCE
HR
OPERATIONAL
EXCELLENCE
LEADERSHIP
ORGANISATION
CLIMATEORGANI...
Which of the following statements describes our organisation/business
unit’s approach to embedding employee engagement inf...
Where next…?
Actioning Employee Engagement Infrastructure
Supportive top
leadership and
‘signalling’…
‘Interactive’ people...
Does your organisation/business unit utilise an ‘Employee
Engagement playbook’…?
Yes, in full
2% Yes, in part
13% Currentl...
ModelsStrategiesImplementationLearning
Contents
1. Engagement strategies
2. Engagement operating ‘system’ models and
analy...
Does your organisation/business unit operate a ‘License to
Manage’ threshold for managers to become people managers?
Yes
N...
26
 Much more attention given to ‘manager’
engagement scores and their impact, based
on deeper analysis
 More pro-active...
The ‘Six Pillars’…leading to strategy
EE PLAYBOOK
1. Grounded understanding of Employee Engagement
2. Working definition o...
Organisations and employee engagement:
The ‘4-ball’ success model
Play down
‘We don’t...’
Play act
‘It’s all about PR…’
Pl...
Employee Engagement in Organisations
Play Safe
Play Make
Play Down
Play Act
30
 ‘Playmakers’ continue to best leverage their
employee engagement in organisation
performance terms, i.e. ‘best in cla...
Nicholas J Higgins
nicholas.higgins@valuentis.com
VaLUENTiS Ltd, 2nd Floor, Berkeley Square House,
Berkeley Square, London...
VaLUENTiS Employee Engagement in Organisations: Where Next? HR DIRECTORS SUMMIT 300115 final
VaLUENTiS Employee Engagement in Organisations: Where Next? HR DIRECTORS SUMMIT 300115 final
VaLUENTiS Employee Engagement in Organisations: Where Next? HR DIRECTORS SUMMIT 300115 final
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VaLUENTiS Employee Engagement in Organisations: Where Next? HR DIRECTORS SUMMIT 300115 final

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Presentation delivered at HR DIRECTORS BUSINESS SUMMIT Birmingham UK 3rd February 2015

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VaLUENTiS Employee Engagement in Organisations: Where Next? HR DIRECTORS SUMMIT 300115 final

  1. 1. Employee Engagement: Where next? HR Directors Business Summit Birmingham, UK Feb 3rd 2015 Nicholas J Higgins CEO, VaLUENTiS Ltd & Dean, International School of HCM (‘ISHCM’)
  2. 2. Professional Services www.valuentis.com Smart. Smarter. Smartest... ‘PEOPLE SCIENCE®’ Organisation Intelligence to improve organisation performance • Human Capital Management Evaluation • Employee Engagement • Talent Management • Workforce Productivity & Performance • HC Analytics • HC Forensics & Risk • HR Function ROI Analysis • Organisation Measurement • Management Education • Organisation Strategy SOLUTIONS ‘The leading human capital management specialists’ “As evidence-based management practitioners, our purpose is to enhance effective people management (and its impact on productivity/performance) in organisations, whilst enabling greater individual managerial professionalism.”
  3. 3. THE EE PLAYBOOK Line of sight Work environment Operating culture Development Reward (equity) Performance link What we bring… Employee Engagement Solutions Evidenced based definition, understanding and application Measurement wisdom and expertise On-line tools and analytics Employee survey design expertise and processing Project management expertise Actioning strategies and tactics Frontline blended learning ‘License to manage’ programmes Senior management feedback sessions and group management coaching Global reach ‘Twelve years of innovation…’ Team productivity/ performance modelling
  4. 4. 6 Psychological Conditions of Personal Engagement and Disengagement at Work William A. Kahn Academy of Management Journal 1990 “Personal Engagement is the simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive and emotional), and active, full role performance.”
  5. 5. The concept of Employee Engagement ‘EE100’: A synthesis of antecedent theories and empirical evidence - 100 years in the making Source: The antecedents of Employee Engagement, Nicholas J Higgins & G Cohen, VaLUENTiS technical paper 2003 Wider Group Immediate Team OrganisationIndividual •Group theory •Trust theory •Teams theory •Conflict theory •Decision-making theory •Motivation theory •Goal setting and task theory •Equity (justice) theory •Trait theory •Expectancy theory •Commitment theory •Needs theory •Social cognitive/ self efficacy theory •Cognitive dissonance •Wellbeing/Burnout •Job satisfaction •Organisation Citizenship Behaviour •Learning theory •Behaviourism •Emotional Intelligence •Psychological contract •Leadership theory •Organisational ‘fit’ theory •Other I/O psychology contributions •Organisation performance & measurement* Human Capital Management practice/systems: •Training & Development •Performance management •Reward & recognition •Resourcing & selection •Organisation communication •Talent management •Leadership •Organisation culture •Employer brand •Human capital retention •Organisation design •Workforce diversity •High performance work systems •Fayol - Principles of management •Taylor - Scientific management •McGregor Theory X/Y •Mayo/Hawthorne studies •Tavistock – Socio-technical systems •Lewin (MIT) - group dynamics/behaviour •Munsterberg - Industrial psychology •Follett - Management relations/integration •Hertzberg – Two factor theory •Drucker – Practice of management •Kahn – Personal engagement •Likert – Management system/measurement scale
  6. 6. ‘Higher Employee Engagement and modes of productivity’ More likely to embrace ‘set values’ and act accordingly Less likely to suffer stress (but more likely to suffer burn-out) More likely to ‘own’ their development More inclined to input into ideas/ innovation More likely to give discretionary effort above contractual obligations Less likely to move employer Less inclined to take days off Each job role/family has its own ‘context’ and ‘specificity’ which impact on individual productivity and collective performance
  7. 7. 9 Sub-optimal performance, i.e. less than achievable Or Sub-optimal costs, i.e. higher than necessary Or Both Impaired Employee Engagement: Impact on individual and team productivity/performance
  8. 8. Employee Engagement in Organisations: 3rd Annual Report 31st January 2015 in collaboration with Authors: Nicholas J Higgins & Graeme Cohen
  9. 9. Does your organisation/business unit use a definition of employee engagement? YesNo Don't know 2% 47% 51%
  10. 10. How do we know what we are measuring is employee engagement? Don't measure/ No answer provided Answer provided doesn't explain Use assumed model/advice of consultants Part research explanation but vague *Note: Categories derived from open text reclassification 23% 42%
  11. 11. 13  Embedding working EE definition for communication and understanding  More accurate measurement and focus with technical underpinning and checking of underlying premises  A maturing in terms of generic concepts backed up with technical definitions to provide organisational ‘stickiness’ (analogy with accounting) Where next…?
  12. 12. Once a year (census) Twice a year (census) Once every two years (census) Every quarter (pulse) including annual (census) 4% 12% Our organisation conducts an employee survey.... 53% Don’t conduct employee surveysAs and when required
  13. 13. Our survey question set includes how many questions...? [< 20] [20-40][41-60] [61-80] [> 80] 38% 17%
  14. 14. 16  The move towards an ‘integrated’ system of annual (census) and interim ‘pulse-type’ surveys on blended media channels  Question sets ‘audited’ for balance and ‘fit for purpose’ together with analytics expertise  Technical expert ‘process ownership’ to protect against ‘objective hacking’ or ‘instrument morphing’ Where next…?
  15. 15. Yes 54%No 41% Don't know 5% As an organisation/business unit, we link our employee survey data with other people data (e.g. appraisals, exit, absence etc)? Yes 41%No 54% Don't know 5% As an organisation/business unit, we link our employee survey data with other performance data (e.g. sales, customer/patient/team productivity, safety etc)?
  16. 16. Where next…? “EE BIG-small analytics…” New (re)hire data Performance appraisal data Case data Other internal survey/assessment data Exit data Organisation event log data Critical incident data Social media data Customer/client/ patient/citizen/ passenger data Employee/management survey data
  17. 17. With regard to the evaluation/measurement of people management in your organisation/business unit, which one of the following statements is the most accurate? Don’t know/Can’t decide We don’t measure on an ongoing basis We use a sophisticated mix of measurement approaches… We have a basic scorecard of HR metrics like absenteeism, turnover etc We have basic scorecard of HR metrics plus employee engagement scores… We have some form of evaluation across the various supporting people processes/systems… 41% 23% 19% 7% 7% 2%
  18. 18. DIVERSITY EMPLOYEE CENTRICITY EMPLOYER BRAND HR GOVERNANCE HR OPERATIONAL EXCELLENCE LEADERSHIP ORGANISATION CLIMATEORGANISATION COMMUNICATIONS ORGANISATION DESIGN PERFORMANCE ORIENTATION RESOURCING RETENTION REWARD TALENT MANAGEMENT LEARNING & DEVELOPMENT 796 813 742 674 615 431 487 642 628 594603 684 657 599 416 ‘Out-performing’ (world class) ‘Out-performing’ (peer) ‘Comparable’ (peer) ‘Under-performing’ (peer) Where next…? Advanced management analytics: Management Pathfinder® Client example (extended HR function version)
  19. 19. Which of the following statements describes our organisation/business unit’s approach to embedding employee engagement infrastructure? We don’t have any recognisable support infrastructure We use employee surveys and other measurement instruments, linked with performance/ productivity data and actioning initiatives We use employee surveys and other measurement instruments, linked with performance productivity data, backed up with L-M education and actioning initiatives It’s basically in the guise of an action plan off the back of the employee survey 35% 26% 22% 16%
  20. 20. Where next…? Actioning Employee Engagement Infrastructure Supportive top leadership and ‘signalling’… ‘Interactive’ people management evaluation process map Multi-survey mapping and planning overlay EE related development/ learning programmes & workshops People Manager evaluation/ appraisal (regular ‘practice runs’) Defined ‘how to’ strategies around engagement elements ‘Live’ Employee Engagement adapted QFD (‘House of Quality’) Dedicated internal focus team or nominated ‘on-point’ person Nominated People Manager Engagement line champions Organisation event logsLinks into wider organisation intelligence analytics Wider communications/ branding
  21. 21. Does your organisation/business unit utilise an ‘Employee Engagement playbook’…? Yes, in full 2% Yes, in part 13% Currently under design 4% No 72% Don’t know 9%
  22. 22. ModelsStrategiesImplementationLearning Contents 1. Engagement strategies 2. Engagement operating ‘system’ models and analytics templates 3. Question-statement selection and construct design 4. Measurement index construction, maintenance and reporting 5. Engagement Driver Factor (EDF) analysis 6. Engagement ‘forcefield’ analysis 7. EE project management methodology and flowcharts 8. Engagement ‘issue work-through’ tools 9. Management learning programme design and evaluative criteria 10. Engagement Transformation Programme (ETP) methodology 11. Core applied theory summary capsules 12. Human Capital Management framework EE playbook4 Where next…? The EE playbook
  23. 23. Does your organisation/business unit operate a ‘License to Manage’ threshold for managers to become people managers? Yes No 75% Don't know
  24. 24. 26  Much more attention given to ‘manager’ engagement scores and their impact, based on deeper analysis  More pro-active, streamlined and frequent learning for managers to upgrade competency (or remove responsibility)  ‘License to Manage’ to become the default setting within most, if not all, operating cultures Where next…?
  25. 25. The ‘Six Pillars’…leading to strategy EE PLAYBOOK 1. Grounded understanding of Employee Engagement 2. Working definition of Employee Engagement 3. Measurement wisdom 4. Actioning infrastructure 5. Dynamic EE-Performance ‘playbook’ DELETE 6. Competent leadership/management
  26. 26. Organisations and employee engagement: The ‘4-ball’ success model Play down ‘We don’t...’ Play act ‘It’s all about PR…’ Play safe ‘At least we audit/ benchmark...’ Play make ‘We do it…’ The four progressive states of employee engagement embeddedness in organisations
  27. 27. Employee Engagement in Organisations Play Safe Play Make Play Down Play Act
  28. 28. 30  ‘Playmakers’ continue to best leverage their employee engagement in organisation performance terms, i.e. ‘best in class’  ‘Playsafers’ go one of two ways – either kick-on to PlayMaker™ level or eventually regress to Playactor level  ‘Playactors’ look to transform to playmaker level or remain stuck in a ‘false PR loop’  ‘Playdowners’ have the opportunity, with the right leadership, to transform to Playmakers or remain where they are. Where next…?
  29. 29. Nicholas J Higgins nicholas.higgins@valuentis.com VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108 M: +44 (0)7811 404713 www.valuentis.com www.ISHCM.com www.NicholasJHiggins.com

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