The document discusses strategies for engaging employees in local government organizations. It provides examples of how Wychavon District Council in England improved employee engagement, which led to better performance and higher resident satisfaction. The key points discussed are: 1. Strong leadership, good communication, and making staff feel valued are critical for engagement. 2. Wychavon implemented initiatives like clear strategies, autonomy for managers, appreciation of employees, and listening to staff. 3. Performance improved as engaged staff were more motivated, productive, and provided better customer service.

1. Thank Goodness it’s Monday! Turning on your people – even in tough times Fiona Narburgh Head of Strategy & Communications for Wychavon And film maker!

2. Take us through the Wychavon story Why bother? The business case for engagement What to do – ideas on leadership, comms and performance Tips to survive and thrive Today I will …

3. Performing organisations = engaged staff, going the extra With strong leadership and good management With open trusted communications Where staff are valued and thus deliver Because high staff engagement = high resident satisfaction Even more critical in this financial context My message is quite simple…

4. 2007 LGC Council of the Year 2008 Times Best Council to Work For; 11 th best satisfaction with council, 9 th best for VFM in UK Place Survey 2009 Top rating for VFM; 8 th lowest council tax in Country 2010 Customer Service Excellence and IIP Gold and Champion 2011 Up 10pts on Value for Money satisfaction in Worcestershire Local Place Survey The good times…

5. The bad times … Where we were • Performance was average • Inspection meant interference • Staff weren’t proud to work here • Customer service was patchy • Departments did their own thing A middle England, mediocre council So what makes the difference?

6. “… our strong performance is all down to the engagement of our people; we simply couldn’t deliver the great deal residents expect from us without the motivated team we now have.” Jack Hegarty, Managing Director

9. “ I have not seen toilets as immaculate as these since a recent visit to Harrods” (Feedback on public toilets, Evesham)

10. An Engaged Employee Feels that the organisation gets the best out of them (Optimising Performance) Speaks highly of the organisation as an employer (Advocacy) Is motivated at work (Motivation) Feels valued by the organisation (Feeling Valued) Is satisfied with their job (Job Satisfaction) The Building Blocks of Employee Engagement

11. In councils 33% would speak highly of their employer ..in the private sector 48% In councils 30% would speak highly of their services …in the private sector 57% According to Ipsos Mori…

12. An example of active disengagement (MacLeod and Clarke)

13. Engaging for Success, MacLeod and Clarke, 2009 The case for Engagement 1 Gallup; engagement predicts sickness 2.7 days/yr engaged, 6.2 days/yr disengaged. Towers Perrin; 75% of engaged staff believe they can impact costs, quality and customer service. Only 25% of disengaged believe they can. PricewaterhouseCoopers; strong correlation between highly engaged staff and client satisfaction. Chartered Management Institute; significant association with between engagement and innovation.

14. Engaging for Success, MacLeod and Clarke, 2009 The case for Engagement 2 Corporate Leadership Council; engaged employees less likely to leave. Engaged organisations grew profits 3 times faster than competitors. Institute of Employment Studies; established link between employee satisfaction, customer satisfaction and increases in sales Hay Group; engaged employees generate 43% more revenue than disengaged ones Best Companies to Work for; companies increased their profits by 315%

16. So let’s do a whirlwind tour of some of the practical things that help the most ….

17. More inspiration, less command and control Freedom and autonomy to manage Clear strategy, rooted in community concerns Strong brand - clarity on what we stand for Managers as role models Appreciate each other’s strengths Listening to staff opinion 1. Leadership and management matters…

19. Inspiring 55% Strategic thinker 41% Forward looking 36% Honest 26% Fair minded 23% Courageous 21% Supportive 20% Knowledgeable 19% 11% 31% 31% 21% 25% 8% 21% 39% What managers want from their leaders – and what they get (Work Foundation)

20. © Best Companies Limited Personal Growth My Team Wellbeing My Manager Leadership My Company Fair Deal GSB Times Best Companies to work for 2010

21. Times Best Companies to work For 2010 A good manager… Talks openly and honestly Shares important information Expresses appreciation Supports and cares Listens more than they talk Helps fulfil potential Motivates us to give our best Is a good role model Demonstrates leadership skills

22. Best Council to work for: Overall biggest differences 09/10 -21.6 3.73 4.54 Senior managers in this organisation do a lot of telling but not much listening -23.2 4.20 5.17 I have confidence in the leadership skills of the senior management team -29.4 3.99 5.16 I am excited about where this organisation is going -29.6 3.76 4.88 I am inspired by the person leading this organisation -33.4 3.95 5.26 Senior managers truly live the organisation’s values % diff Council Private Question

24. £5 £3m Mixed Economy of Service Provision 2010

28. Do you enjoy your job?

29. What motivates you?

30. Are you proud to work for us?

31. Job Grade Level © Best Companies Limited No. of responses 136 52 7

33. Capacity, Positivity Attitude, Adaptability / flexibility,

35. Very open with information Easy language Creative approaches Persuasion rather than procedure Asking for feedback – keen to get opinions Ideas for Savings – “in this together” feel 2. Communication and involvement matters

48. Clarity of roles and targets through appraisals Realism about to do lists – what can come off as well as on Time to talk - one to one conversations, 10 min stand ups, team meetings, briefings Wellbeing package – subsidised gym, health MOTs, creche, PMI, employee assistance programme Charity and community increasingly important 3. Performance and wellbeing matters

50. Global Corporate Challenge (pedometer challenge)

51. Better not busier (our approach to lean/ transformation)

53. Leadership/ direction – clarity of purpose that’s understood across the organisation, an open style that seeks feedback, credible, honest, inspiring Communications/ involvement – creative, upbeat, honest, suggestions welcomed, lots of ways to involve and contribute too Performance/ wellbeing – clear expectations for all, performance conversation and action on performance, wellbeing/ health initiatives, flexibility yet responsibility In summary what helps is…

54. What to do on Monday! On line resource full of case studies, research, evidence and ideas at www.workforcematters.worktogether.org.uk Engaging for Success , http://www.bis.gov.uk/ - the report to Government by David MacLeod and Nita Clarke 2009 Fiona Narburgh [email_address] 07855 276104 For further information…