Engage for Success Essex

2

A warm welcome

Perry Timms &

Lisa Sibley

3

A day totally devoted to employee

engagement…

Network…talk, listen, connect to engage

Share knowledge and experience

Time out to reflect and have fun!

4

Gratitude to today’s sponsors

and supporters

5

10.50am - Cuppa/break

12.45pm to 1.30pm - Eat, drink, connect

3pm - Comfort break

4pm - Event closes

Event timings overview

6

Handouts on tables for reference

Slide decks will be made available post event

Say cheese….photographer in the house

Let’s spread the word – Twitter #EngageEssex

Event essentials

7

Employee engagement –

a vital driver of economic success

Robert Overall

Essex County Council

8

Getting to know each other –

and the employee engagement

ingredient, what’s yours?

Engage for Success

Nita Clarke

Essex practitioner event

26 April 2013

http://www.ipa-involve.com/

http://www.ipa-involve.com/

10

KEEP IT SIMPLE….

‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’

Professor David Guest

‘It’s the people, stupid!’

with apologies to James Carville

11

IT’S NOT…..

THE CASE FOR ENGAGEMENT

03/05/2013 PRESENTATION TITLE IN FOOTER 12

THE BIGGER PICTURE

03/05/2013 Engage for success 13

The context for WHY Employee Engagement is critical: The 20th Century model was “Business as Usual”. MAKE EFFICIENT – aligned but not engaged, central direction, command and control.

BARRIERS

‘Spare me another **** HR/comms initiative’

‘Don’t you know there’s a recession on?’

‘I’ve not got time for the soft and fluffy stuff’

Spreading good practice

Leaders modelling behaviour

Command and control

Micro-managing

People skills for the line

Takes time, application, consistency and effort

Transactional – ie survey – rather than transformational – ie culture change

17

DISENGAGEMENT IS NOT INEVITABLE

Research shows that how an organisation deals with redundancy has greater effect on employee engagement than job losses themselves (Roffey Park 2011)

Engagement has stayed high in high performing companies through the recession. Among results of engagement:

improved product quality

more technical innovation

Better internal co-operation

managers encourage people to learn from their mistakes

goals clearly defined

career opportunities and performance management strengthened

(Towers Watson July 2010)

19

KEY ENABLER 1: STRATEGIC NARRATIVE

Strong, visible, empowering leadership provides a strong strategic narrative about the organisation, where it’s come from and where it’s going.

This gives a line of sight between the job and the organisation’s vision.

The story is communicated clearly, consistently and constantly.

The past You are here The future

20

KEY ENABLER 2: ENGAGING MANAGERS

They:

focus their

people, offer

scope and enable

the job to get

done

treat their people

as individuals

coach and stretch

their people

21

KEY ENABLER 3: INTEGRITY

There is organisational integrity – the values on the wall are reflected in day to day behaviours.

These expected behaviours are explicit and bought into by staff.

Keep it real – staff see through corporate spin quicker than customers or the public.

Integrity enables trust: no engagement without trust

22

KEY ENABLER 4: EMPLOYEE VOICE

There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem.

23

A government sponsored, employer led Task Force (TF), to spearhead a movement

to enhance levels of employee engagement across the U.K. workforce.

Launched at No 10 Downing Street by the Prime Minister and BIS’s Ed Davey in

March 2011.

ENGAGE FOR SUCCESS - THE NEXT STAGE

Supported by a high level sponsor group and by Guru and practitioner groups. TF already looking in more depth at barriers and practical challenges to engagement. Practitioners’ national network and major website

MOVEMENT STRUCTURE


Lord O'Donnell, Former Head of Home Civil Service Marc Bolland, CEO, M&S Mark Elborne, CEO, General Electric, North Europe Sir Martin Sorrell, CEO, WPP Martin Temple, Chairman, EEF Moya Greene, CEO, Royal Mail Nigel Stein, CEO, GKN Paul Drechsler, CEO, Wates Group Peter Cheese, CE, CIPD Sir Peter Housden, PS for Scotland Peter Rogers, CEO, Babcock Peter Sands, CEO, Standard Chartered Peter Searle, CEO, Adecco Group UK & Ireland Richard Baker, Chairman, Virgin Active Rob Devey, CE, Prudential UK and Europe Ronan Dunne, CEO , O2 Rona Fairhead, Group CE, Financial Times Group Simon Walker, Director General, IoD Sir Stephen Bubb, CE, Acevo Stephen Howard, Chief Executive, BITC Steve Elliott, Director General, CIA Steve Mogford, CEO, United Utilities Tim Melville-Ross, Chairman, HEFCE Tim O’Toole, CEO, First Group Will Hutton, Executive Vice Chair, Work Foundation Sir Win Bischoff, Chairman, Lloyds Banking Group

Adam Balon, Innocent Adam Crozier, CEO, ITV

Adrian Brown, UK and Western Europe CEO RSA Alex Gourlay, CEO, Alliance Boots Amyas Morse, Auditor General, NAO Andy Harrison, CEO, Whitbread Anthony Jenkins, CEO, Barclays Dame Barbara Stocking, CEO, Oxfam Barbara Frost, CE, WaterAid Sir Bob Kerslake, Head of the Civil Service Brendan Barber, General Secretary, TUC Carolyn Downs, CE, Local Govt Assoc Charlie Mayfield, Chairman, JLP Chris Browne, MD, Thomson Airways Chris Hyman, CEO, Serco David Evans, CE, Grass Roots Group Ed Sweeney, Chairman, ACAS Ian King, CEO, BAE Ian Livingston, CEO, BT Ian Powell, Chairman & Senior Partner, PwC Ian Sarson, CEO, Compass Group Jane Wilson, CE, CIPR John Cridland, Director General, CBI John Hannett, General Secretary, USDAW John Neill, Group CE, Unipart John Walker, Chairman, FSB Karen Boswell, MD, East Coast Rail

Engage for Success Sponsors

http://www.rsagroup.com/rsagroup/en/home

http://www.wateraid.org/international/

CEO BREAKFAST

03/05/2013 CEO BREAKFAST 27

Nita Clarke [email protected]

Employee Engagement report & recommendations:

[email protected]

Engage for Success – www.engageforsuccess.org

03/05/2013 ENGAGE FOR SUCCESS 28

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Time for a break and

opportunity to network!

30

Engaging leadership perspectives

Jon Salkeld

Anglia Ruskin University

Engaging Leadership Perspectives

The Context

Prediction

Reality

The future changes you, not you change the

future

Emergence

Strategy is considered as emergent or evolutionary “a pattern in a stream of decisions”

(Mintzberg, 1978)

Leadership in Crisis

Dictate

Accelerate

Fixate

Overcompensate

Berate

Leadership on Track

Reframing

Recharging

Redirecting

Surfing

Finally…

The crisis of today is the joke of tomorrow

48

Let’s talk, listen, connect to

engage – and share to take action

49

Engagement to delight v disengagement

to disappoint your customers

Brian Weston

Institute of Customer

Service

Institute of Customer Service

Employee Engagement:

The Business Impact

Brian Weston

Director, Marketing and Communications

about the Institute of Customer Service

• UKCSI

• Benchmarking

• Accreditation

• Customer Service Training and Professional Qualifications

• Research

• Conference and networking

• UK Customer Satisfaction Awards

www.instituteofcustomerservice.com

2013 UK Customer Satisfaction Awards

Objective HR

Employee Engagement

Strategy of the Year

Winner

• High retention rates

• Ex-employees returning

• Lower absence rates

• Higher customer satisfaction

• Productivity and growth Finalists

Ageas Insurance

LV=

New Charter Housing Trust Group

RHP

Star Technology - A Claranet Group Company

UKFast

customerserviceconference.co.uk

heightened importance of emotional

intelligence

Economic insecurity Diverse customer segments

Less deference Social Media

explosion

customer satisfaction is up

65.6

69.4

71.2 72.0

75.2 75.6

76.7 77.3 77.4

78.0

Jan 08 Jul 08 Jan 09 Jul 09 Jan 10 Jul 10 Jan 11 Jul 11 Jan 12 Jul 12

UKCSI wave

the day to day service experience 1 2 3 4 5 6 7 8 9 10

Friendly

Knowledgeable

Helpful

Enthusiastic

Interested in meeting my needs

Passionate about doing a good job for me

Enjoying their work

Seemed proud to work for the company

Bored

Banks

Insurers

High St Retailers

Utilities

Using a scale of 1-10, where 1 is completely disagree and 10 is completely agree, score these statements about customer service staff you regularly encounter at…

memorable customer experiences

29% of customers said they had a memorable service experience

differentiators between “good” and

“bad” customer experiences

Employee behaviour Differential between customers

who had good and bad

experiences

Seemed interested in

meeting the customers’

needs

6.1

Seemed helpful 5.7

Seemed passionate about

doing a good job 5.6

Seemed enthusiastic 5.3

outcomes of good and bad service

experiences

Since this experience, have you…

what customers complain about

34.3%

31.1%

31.0%

23.7%

22.5%

21.7%

17.5%

13.2%

13.2%

Quality or reliability of goods/services

Staff attitude

Staff competence

Late delivery or slow service

Suitability of goods/services

Cost

Availability of goods/services

Organisation not keeping its promises andcommitments

Other

frequency of first point of contact

behaviours

impact of first point of contact behaviours

employee engagement is a driver of

business performance

“Good” and “bad” service experiences

• Customer satisfaction

• Complaints and complaint handling

• Recommendation

• Repeat purchase

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Eat, drink and connect!

www.gomadthinking.com 4/26/13 65

Go MAD Thinking

Pocket Gate Farm

Off Breakback Road

Woodhouse Eaves

Leicestershire

LE12 8RS

T: 01509 891313

Go MAD about Employee

Engagement

A Results Focused Approach

Rob Huntington – Thinking Engineer

www.gomadthinking.com

Where in the world are we?

4/26/13 66

Europe

United

Kingdom


Go MAD Thinking Headquarters

Discovering 3 Things

1. How to create the conditions to release the

potential of people to think and act in a more

engaging and results focused way.


2. A guaranteed way to add value to the top and

bottom line of your organisation

Employee Engagement – what it

looks like

So what is employee

engagement?

Definitions of Employee

Engagement – the missing link

• The psychological investment people have in their organisation and its goals (Modern Survey)

• The employees drive to use all of their ingenuity and resources for the benefit of the organisation (Best Companies)

• Emotional and intellectual commitment to

their organisation and its success (Work

Foundation)

The Business Case for Employee

Engagement

……is well made

Innovation, Productivity, Customer Service,

Sales, overall financial performance

The Business Case for Employee

Engagement

5,370,000 results

2,005 books


Engagement

Capability Direction

4/26/13 75

Peak

Organisational

Performance

Impact on Performance

A Quick Quiz • What percentage of your managers truly understand the

concept of employee engagement? • Considering your Company’s employee engagement

efforts, what percentage is directed towards survey activity versus genuinely improving engagement?

• What percentage of employees in your organisation have absolute zero interest in improving themselves or their situation versus those that will make the best of any situation?

• How many of your employees are disengaged right now? • How many of your employees appreciate that they have a

choice about their engagement levels?

A Quick Quiz

• What percentage of your managers truly understand the concept of employee

engagement?

• 40%

• Considering your Company’s employee engagement efforts, what percentage is

directed towards survey activity versus genuinely improving engagement?

• Typically it is 80:20 – this needs reversing!

• What percentage of employees in your organisation have absolute zero interest

in improving themselves or their situation versus those that will make the best of

any situation?

• 10% versus 5% - an 85% opportunity!

• How many of your employees are disengaged right now?

• Around 35% to 50% (McClean and Company)

• How many of your employees appreciate that they have a choice about their

engagement levels?

• ???


Employee Engagement

Groundhog Day

The link to results

Assumed Imposed Expected

THINKING ACTIONS RESULTS

Changing the

thoughts and

emotions that

people have about

work at an

individual and

leadership level

Changing the

thinking leads to a

new set of

behaviours and

actions

New and better

results achieved

through different

actions and

behaviours

generated

through different

thinking


3. Thinking with Ropes

THE RULES

•The rope must remain on your wrists exactly

as it is at the moment

•You cannot cut or break the rope

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What were you saying to yourself /

your partner?

There must be a way..

Some Thinking Statistics

Q. People talk to themselves, on

average, how often?

A. Every 11 seconds


Q. How many thoughts do we have

each day?

A. Approximately 6,000


Q. Of those 6,000 thoughts, what

percentage of those are the same

as previous thoughts?

A. 90%


Q. Of the things that people worry

about, what percentage are actually

real?

A. 8% - although 4% are out of

your control


The 4 thinking components

4/26/13 87

Statements

Recalled Experience

Questions Imagined

Future

• Self

• Others

• Situation

Helpful • Focus



4/26/13 88

Statements

Recalled Experience

Questions Imagined

Future

• Self

• Others

• Situation

Hindering • Focus



4/26/13 89

Statements

Recalled Experience

Questions Imagined

Future

• Self

• Others

• Situation

Helpful

Helpful or Hindering?

Summer Holidays


Your next Birthday


Politicians


Customers


The last Work Christmas

meal/outing/party/?


The Brazilian

Beach Volley Ball team


A team trip

to Paris


Senior Leadership


What you did last week


What you’ve got to do the

rest of this week


The only way is Essex?

What are you?

Which best describes you at the moment?

If you reviewed you last week at work, what

evidence could you provide for each?

How would your colleagues describe your

engagement?

Po – I = Pe

100% - 40% = 60%


Original research (4000 hours in

1998)

Question:

What is the simplest way of explaining the

success process that people naturally use

when making a difference?

Answer:

Go M.A.D.® a Solution Focused Thinking™

System

104

www.gomadthinking.com 105

Take Action

& Measure

Results

Self

Belief Personal

Responsibility

Involve

Others

Plan

Priorities

Define

Goal

Reason

Why

The Go M.A.D.® Framework

Application levels for Solution

Focused Thinking™

Helping you

to think

(Personal Effectiveness)

Helping others to think

(Coaching)

Helping teams to think

(Projects, meetings & team development)

Helping organisations to think

(Leadership thinking & cultural transformation)


The Go M.A.D.® Leadership

Thinking Framework

107

Culture

(Collective

Beliefs)

Leadership

Responsibility People

Organisational

Reason Why

Vision &

Objectives

Management

Thinking &

Planning

Take Action and Measure

Results

Client Experiences

• Co-operative Pharmacy – 7 point shift in employee engagement scores in 6 months, ‘unexplained’ KPI uplift

• Kraft - Over $15m difference

• Lloyds Banking Group – 15 people identified savings of £15m (300k implementable immediately)

• Vaultex – 30-40% uplift in engagement scores and associated efficiencies and improvements to the value of £500,000 identified in a 90 day period

Possibility Thinking –

Mindstorming

What could I possibly do to improve levels of

employee engagement in my organisation ?

Taking Action…….

• Employee Engagement Open Programme – 20% discount – 22nd & 23rd May 2013

A taster of the things you will learn: • The Go M.A.D.® systems thinking approach to improving

employee engagement

• 65 High Quality Questions that enhance leadership thinking to drive increased employee engagement

• How to think creatively and widely about employee engagement...

• ...to generate more than 100 new ideas to take away

• How to create your bespoke employee engagement umbrella goal with prioritised actions to apply instantly back in the workplace

Go MAD Research & Consulting Group

Some free gifts from me as a thank you

• Over 100 “Thinking for Success” podcasts can be accessed through iTunes business section

• Free Go MAD Thinking App


Book available –

First come, first

served.

A Closing Thought…….

“Whistle while you work.” – The Seven

Dwarves


[email protected]

07961 823156

robbhuntington

robhuntington

Employee voice matters – let’s get

loud!

Dr Martin Reddington

Engage for Success Essex 26 April 2013

“…An insight-driven function…In this way HR uses much of the

work from its core activities to further inform the organisation

about challenges, course correction and big opportunities.”

“….A Business Savvy function.. We wanted to get into a

conversation with practitioners about what they think business

savvy is…”

Four ‘foundations’ that help build business savvy in HR

professionals and their teams…..

(CIPD, 2011)

High Performance HR

Comfortable with social media and its uses in organisations

Understanding people performance recipes and employee

engagement

Using ‘big data’ to optimise organisational effectiveness

More individualisation of the relationship with top management

and high potentials

High Performance HR

© Dr Martin Reddington (2013)

‘NEW’ OE

The heart of

organisation

al

development

Conversational

Practice

Paradox &

Ambiguity

Leadership &

Management

Language

& Action

Authenticity

& Mutuality


Job Pressure

Performance Conversations

Solutions Conversations

Workplace Tensions

Conversation-

in-Action


Expression of Tensions


www.skillpill.com/cipd



Question Public/

Voluntary

Private

1) I have useful conversations with my line

manager about improving my performance 68 63

2) I have useful conversations with my line

manager to find practical solutions to workplace

tensions

83 66

3) I actively take opportunities to exchange views

about work-related issues with other members of

my team

85 79

4) My line manager encourages conversations

within the team about improving our performance 78 63

5) I constantly experience excessive pressure in

my job 73 48

En-Gauge Pilot – CIPD members


Enabler Category (MacLeod & Clarke, 2012) Percentages

1)Visible, empowering leadership providing a strong strategic

narrative about the organisation, where it’s come from and

where it’s going

17

2) Engaging managers who: focus their people and give them

scope; treat their people as individuals; coach and stretch

their people

53

3) There is employee voice throughout the organisation, for

reinforcing and challenging views; between functions &

externally; employees are seen as central to the solution

22

4) There is organisational integrity – the values on the wall

are reflected in day-to-day behaviour. There is no “say-do”

gap

8

En-Gauge Pilot – CIPD members

Job Pressure

Performance Conversations

Solutions Conversations

Workplace Tensions

Example 2013

83

70

70

76

68


Psychological Contract

Perceived Organisational Support

Job Engagement

Efficacy

Organisational Engagement

Representation

of Employment

Deal


Line Manager Relationships


Line Manager Heat Map


Best Thing Sentiment


Impact of

Different

Deals


Play a full and active role in creating better conversational

arenas

Understanding people performance recipes that underpin

employee engagement

Doing the basics brilliantly – using technology where you can

Urgent and Important Steps for HR


Thank you [email protected] @TheRedster007

mailto:[email protected]

134

Engagement and You!

Lisa Collins &

Angela Pearson

Objective HR

What will you do

differently?

You, Your Team, Your

Organisation and Essex

What’s going to stop?

What do you need to consider?

What are you going to do?

So What?

What are the tangible

benefits?

How will I measure this?

What investment will it require and what

return will my business get from the

investment?

What are the intangible

benefits that I should be

highlighting?

138

Event reflections and

gratitude…

140

Let’s keep engaging and connecting

www.engageforsuccess.org

@Engage4Success

Engage for Success

Thank you for listening

[email protected]

@LisaSib

07501466981

Talk, listen, connect to engage

- don’t hesitate to get in touch!

mailto:[email protected]

Engage for Success Essex

Business

Transcript of Engage for Success Essex