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VaLUENTiS HR HR Directors Summit 020216 16-9 format final dist copy

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VaLUENTiS Employee Engagement Accelerator Programmes (EEAPs) presentation with latest from the new Strategic Employee Engagement report 2016

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VaLUENTiS HR HR Directors Summit 020216 16-9 format final dist copy

  1. 1. Employee Engagement: Accelerator Programmes Nicholas J Higgins CEO, VaLUENTiS Ltd & Dean, VaLUENTiS Business School (‘VaLBS’) HR Directors Business Summit ICC, Birmingham UK 2016
  2. 2. THE EE PLAYBOOK Line of sight Work environment Operating culture Development Reward (equity) Performance link What we bring… Employee Engagement SolutionsEvidenced 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 Employee Engagement Accelerator Programmes (EEAPs) global reach ‘Twelve years of innovation…’ VaLUENTiS Ltd, 2nd Floor, Berkeley Square House, Berkeley Square, London W1J 6BD HO: +44 (0)207 887 6108 www.valuentis.com www.VaLBS.com Team productivity/ performance modelling
  3. 3. Strategic Employee Engagement in Organisations: 4th Annual Report 10th February 2016 in collaboration with Authors: Nicholas J Higgins & Graeme Cohen
  4. 4. The PlayMaker™ Network
  5. 5. “There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: Employee engagement, customer satisfaction, and cash flow.” Jack Welch
  6. 6. Employee Engagement is a defined construct that can be measured and used to direct and evaluate initiatives and progress in organisations. The advantage is that it becomes a ‘4D’ reference point. Employee Engagement is used as a generic term to include all and sundry whether projects or initiatives are related or not. The danger is that the term becomes meaningless. ‘Not so good’ ‘Better’
  7. 7. The overflowing Employee Engagement initiative ‘bucket’.
  8. 8. Employee Engagement: random case ‘examples’?!  ‘Rebranding’  ‘Benefits/incentives’  ‘Wellbeing’  ‘Inclusion’  ‘Communicating the vision/values’  ‘Performance management’  ‘Culture Change’  ‘Absenteeism/turnover’
  9. 9. Employee Engagement: random case ‘examples’ from an EEAP perspective  ‘Rebranding’ focus on recruitment/retention analytics and weaknesses instead  ‘Benefits/incentives’ focus on 360° reward evaluation and optimisation  ‘Wellbeing’ focus on the job related causes rather than compensating mechanisms  ‘Inclusion’ focus on total employee population and business case rationale  ‘Communicating the vision/values’ focus on what this type of initiative is trying to solve and drill down to frontline issues  ‘Performance management’ focus on the outcomes not the process  ‘Culture Change’ focus on what this type of initiative is trying to solve, establish the business case and evaluate the impact/transposition  ‘Absenteeism/turnover’ recognise that any adverse trends are already manifestations of impaired EE  And so on…
  10. 10. Employee Engagement Accelerator Programmes: Organisation Differentiators  ‘Work-out’ a EE definition that can subsequently be measured and communicated realistically  Focus on understanding EE to assist with identifying both impact and impairment (modelling) at the front-line  Provide informative (smart) data and analytics, utilising a portfolio of sources  Establish enabling infrastructure whilst embedding evidence- based case/rationale mindset to initiatives  Create and sustain/grow a knowledge repository to facilitate EE impact projects  Continuously target leader-manager competency/capability
  11. 11. OK The next few slides are taken from our forthcoming Strategic Employee Engagement in Organisations report published on 10th February. We are able to conduct a little ‘live’ polling here to add into the mix. So to your ‘app’….
  12. 12. Our organisation conducts an employee survey.... A. Once a year (census) B. More than once a year (census & pulse) C. Less than once a year (census) D. Have not/do not conduct an employee survey
  13. 13. Our organisation conducts an employee survey.... Once a year (census) 52% Twice a year (census) 7% Once every two years (census) 18% Every quarter (pulse) including annual (census) 4% As and when required 11% Have not/do not conduct an employee survey 8%
  14. 14. Our survey question set includes how many questions...? A. Less than 20 B. 21 - 60 C. 61 or more D. Not applicable
  15. 15. Our survey question set includes how many questions...? Less than 20 19% 20-40 35% 41-60 26% 61-80 14% Over 80 6%
  16. 16. Does your organisation unit/business unit use a definition of employee engagement...? A. Yes B. No C. Don’t Know
  17. 17. Does your organisation unit/business unit use a definition of employee engagement...? Yes 53% No 45% Don't know 2%
  18. 18. What is your approach towards benchmarking employee engagement questions...? • Benchmark externally ONLY • Benchmark internally (e.g. x-unit/team) ONLY • Benchmark externally and internally • Benchmark survey response rate ONLY
  19. 19. What is your approach towards benchmarking employee engagement questions...? Benchmark externally ONLY 7% Benchmark survey response rate ONLY 6% Not sure 14% Benchmark internally ONLY 18% Benchmark externally and internally 55%
  20. 20. Does your organisation/business unit utilise an ‘Employee Engagement playbook’…? • Yes, in full • Yes, in part • Currently under design • No/Don’t know
  21. 21. Does your organisation/business unit utilise an ‘Employee Engagement playbook’…? Yes, in full 3% Yes, in part 13% Currently under design 4% No 72% Don’t know 8%
  22. 22. Does your organisation/business unit operate a ‘license to manage’…? A. Yes B. No C. Don’t Know
  23. 23. Does your organisation/business unit operate a ‘license to manage’ …? Yes 16% No 75% Don't know 9%
  24. 24. 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 benchmark...’ Play make ‘We do it…’ The four progressive states of employee engagement embeddedness in organisations
  25. 25. Play Down 4% Play Act 50% Play Safe 45% Play Make 1% Organisations and employee engagement: The ‘4-ball’ success model
  26. 26. Staff engagement A-C Matrix as a ‘ready reckoner’ © VaLUENTiS Ltd 2002-16
  27. 27. Context Organisation people management 6P review Initiatives Requisite Programme knowledge Current EE/TM Strategy (or practice ‘in-force’) Operating cultural analysis and change parameters Construct/revise EE (& TM) Playbook Implementation Management legacy plus current ensuring link with available infrastructure Eradicating ‘dysfunctional’ aspects of current operating culture Utilisation of resources Consistency of delivery and outcome versus political obstacles Impact measurement & evaluation Business case rationale and outcome/impact ‘Ten point plan’ EEAP/6P scope EE/TM index Productivity/performance ‘holes’ Line management (individually and collectively) Survey/data competency plus Pathfinder™ analytics 6P Playmaker curve position Embedding and sustaining programme changes Providing an integrated ‘employee engagement’ strategy that directs and benchmarks where necessary Getting people managers to manage in a progressive manner (to an expected and defined level) EMPLOYEE ENGAGEMENT ACCELERATOR PROGRAMMES Example schematic © VaLUENTiS Ltd 2016
  28. 28. Employee Engagement Accelerator Programmes: SIX reasons that make a difference  Provide discipline around business case and rationale that avoids ‘positive bias’ i.e. ‘real expected impact/outcomes’…  Supported by analytics/evidence not just hunch or passion (or PR opportunity)…  Assess the political/cultural drivers and obstacles…  Embed an evaluation/measurement/evidence ethos  Shift leadership/management perceptions  Have an organisation productivity-performance optimisation focus
  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.VaLBS.com www.NicholasJHiggins.com

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