Engagement Toolkit v0.5

7/30/2019 Engagement Toolkit v0.5

1/27Employee Engagement Toolkit June 2013

Employee Engagement Toolkitfor leaders

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2/27Employee Engagement Toolkit June 2013 2

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Letter from Jim

3



Contents

1. Overview 5

2. Engagement Awareness Tools 6

2.1 What is Engagement? 7

2.2 Overview of Engagement Program 8

2.5 Your impact on Engagement 9

2.4 Engagement Roles and Responsibilities 11

2.3 Engagement Program FAQs 12

3. Engagement Readiness Tools 14

3.1 Commencing Engagement Activities 15

3.2 Communicating the Engagement Program 16

3.3 What makes your team engaged? 17

4. Engagement Enabling Tools 18

4.1 Communication Tips 19

4.2 Coaching Tips 21

4.3 Career Planning Tips 24



The Engagement Toolkit for leaders has been created to support the Employee Engagement

Program, and you as a leader to have conversations with your teams about engagement,

what it means, and to determine factors which contribute to or decrease engagement levels.

The toolkit is broken into three components Engagement Awareness Tools, Engagement

Readiness Tools and Engagement Enabling Tools. These are described below.

As a leader, you play a vital role in driving engagement in your team. To get you started, this

toolkit outlines some key activities and tips. Supporting you will be a network of resources

including the Employee Engagement Project Team, a local Engagement Network, and your

local Business Support Team, who will guide you through the activities required and resolve

any issues or concerns.

The Employee Engagement Program is an exciting initiative that will bring about positive

change in the way we work, now and into the future. The program is designed by

employees, for employees, therefore embrace your role as a leader and encourage your

teams to get involved and contribute to shaping the culture of FACS.

For more information please visit the FACS Employee Engagement Program intranet site

here. If you have any questions about this toolkit, please contact a member of the Employee

Engagement Project Team, listed on the intranet.

5

1. Overview

Engagement

Awareness Tools

Engagement

Readiness Tools

Engagement

Enabling Tools

Tools to assist you andyour team understand

what engagement is,

what is involved in the

Employee Engagement

Program, and your

impact on engagement

as a leader.

Tools to support you inreadying your team for

the Employee

Engagement Program

activities, including

determining factors

which contribute to

engagement in your

team.

Some tips andinformation on key

activities where leaders

can impact

engagement

communication,

coaching and career

planning.
http://www.facs.nsw.gov.au/http://www.facs.nsw.gov.au/



EngagementAwareness Tools

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2.1 What is engagement?

PREZI

ENGAGEMENT AWARENESS TOOLS



2.2 Overview of the Engagement Program


Engagement at FACS

The definition for engagement is broad and has various interpretations as to its meaning across industries

what matters the most is what it means for FACS and its workforce. Post a series of workshops, FACS Executivestheir Leadership team and FACS employees agree that:An engaged workforce:

Speaks positively about the organisation (SAY)Remains with the organisation despite other opportunities that may exist because they connect with the

organisation (STAY)Exerts extra time, effort and energy to contribute to organisational success (STRIVE)

Having an engaged workforce is critical to our success. The FACS Leadership team and the NSW Government

have made employee engagement a priority for FACS. Not only will it help us to shape the culture of the

organisation and the way we work, it simply makes good business sense. High engagement levels will create a

high performing organisation and in turn improve the lives of our clients and the communities we work in.

FACS Engagement Strategy

The FACS Engagement Strategy has been developed with employees to achieve two things:

To create awareness about the concept of engagement amongst all FACS employees and get them

actively involved; and

Develop engagement initiatives that will improve levels of engagement across the entire organisation.

Seven key focus areas were identified by employees in developing the strategy:

You can view the FACS Engagement Strategy and a full list of initiatives here. The Engagement Program will

facilitate the implementation of this strategy over the next 12-18 months.

FACS Engagement Program

A set of engagement initiatives have been developed to improve engagement through the areas of focus above.

They will be driven through programs of work at a FACS-wide and District level, but will also require changes by

every team in the organisation.

Consistency of messages, varied channels and two-way dialogueCommunication

Teamwork, collaboration, accountability and trustOrganisation culture

Clear vision, mission and goals with the right level of visibility and supportLeadership

An appropriately aligned structure with clarity on roles and responsibilitiesOrganisation design

Robust frameworks, models and capability to deliver change initiativesChange management

Recognition, feedback and role capability matchPerformance development

Learning and development programs, coaching and mentoringCapability and capacity

Click here to print a handout for your staff
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2.3 Your impact on engagement


The benefits of high engagementAs a leader, there is significant value in focusing on improving engagement levels. Even just some small

activities can create stronger working relationships with your team members, generate increased teamperformance, and help you to achieve your goals through alignment of your employees goals. There is an

abundance of studies, books and articles that describe the benefits of high engagement more discretionary

effort, lower turnover, reduced absenteeism, higher customer satisfaction the list goes on.

An individual equationThe Engagement Equation (Blessing White, 2012) defined engagement as the alignment of maximum

satisfaction for the individual with maximum contribution for the organisation. That is, employees are both

getting and giving the maximum. They are successfully performing tasks which are critical to the organisations

strategy, while also feeling their values, career aspirations and development goals are being achieved.

What is critical is that what makes one employee engaged is different to the next it is an individual equationtherefore as a leader you need to understand what each team members unique engagement drivers are.

There are, however, some common themes in any workforce.A representative group of FACS Employees identified the common drivers which impact on their engagement,

and as a result developed a vision which describes an engaged workforce. The employee vision for FACS is that

its workforce will be:Informed and knowledgeable about the FACS organisation and the clients that services are delivered to

across the Sector

Able to conduct 2-way communication across the organisation and feedback is acted on

Continually being developed to ensure the workforce has the capability to deliver effective services

Can adapt and manage in a changing environment

Supportive and trusting where there is trust between all levels of the organisation up and down, and

clients and employees share mutual trust

Your impact on the engagement of othersAll employees must accept responsibility for their own

engagement and take initiative to improve it. However

as a leader, it is important to understand how your own

behaviour impacts on the engagement levels of thosearound you. There have been numerous studies

identifying a wide range of factors, or drivers, which

influence employee engagement, and the behaviour of

senior leadership and direct supervisors is consistently

found to be at the top of the list.

Why do leaders have such a powerful effect on the

engagement levels of employees? By their very role,

people managers are in a position to help employees

understand how they contribute to the overall vision,

recognising and empowering employees to solveproblems themselves.See Roles and Responsibilities on page 11 for a complete

list of responsibilities for leaders.

Top 10 drivers of Employee Engagement

Employee Engagement, Melcrum Publishing 2012



2.3 Your impact on engagement


You have to CARE

While you cant make your employees engaged, you can facilitate your team members engagement journeys.

You can drive engagement each and every day through the following:

(BlessingWhite, 2012)

It starts with you

It is important you begin to have conversations with your team now to prepare them for the changes ahead.

You will have a network of resources to support you in these conversations and your ongoing responsibilities

(see page 15 Employee Engagement Implementation Infrastructure).

But before you focus on your teams engagement, you must start with your own engagement. Changing the

engagement culture of FACS is a significant challenge, and you will need to energise and excite your team with

a sense of purpose. Without a passion and drive for engagement yourself, this will be an uphill battle.Engagement is contagious, so the best place to start is with yourself.

Take time out to reflect on your own engagement level, and the factors which most significantly affect it. What

are your most important values and how does your work help to fulfil them? What are your own career goals

and how are you working towards them? The activities linked below will assist you to do this.

The good news is as a people manager, you have better chances of being engaged as you have more control

over your work environment and power to make changes to support your satisfaction. This is why it is

important for you to go first and show your team members how every person can drive their own

engagement.

Activity 1 Self-reflection on engagement

Activity 2 Personal values

Align and consistently re-align individuals to the organisations strategy, mission and valuesA

Coach individuals toward maximum contribution and satisfactionC

Recognise attitude, effort and resultsR

Engage in dialogue about whats important to employees, at the same time engaging yourselfE
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2.4 Engagement Roles & Responsibilities



Roles and responsibilities for employee engagementYou (Line Managers) Create a climate of open communication

Help employee understand their role in the success of FACS Involve employees in decision making Empower employees to solve problems themselves Follow through on commitments Role model commitment to FACS goals Assist employees in setting their development plans Solicit feedback as required Recognise good performance Express genuine interest in employees as individuals Give employees the basic instruments to do their jobs Actively listen to employees problems Allow employees autonomy in how they do their job

Senior Leadership

Team

Set the overall tone and culture of the organisation

Communicate a clear vision and build trust within FACS Be seen to respond to feedback and involve employees in decision

making Demonstrate commitment to FACS values Demonstrate genuine commitment to the welfare of FACS employees

Individual Employees Understand and articulate the definition of engagement Take ownership for their own engagement

Understand their own engagement drivers and the FACS definition of

success

Take action on their own and, as appropriate , with the help of their

team, and management. (Engagement Equation, Blessing White 2012)Employee Engagement

Project Team

Implementation of the Employee Engagement Strategy Drive the changes to FACS, Divisions/Districts, and most importantly the

end users Assist in the development, management and monitoring of local

divisional change plans Regular status reporting to the Project Director

Employee Engagement

Network

Coordinate local workshops and identify people for the local Engagement

Improvement Teams Report on the progress of change activities within their division

Communicate progress and engagement updates within their Division

Raise any risks or issues tothe Employee Engagement Project TeamEngagement

Improvement Teams

Develop, own and monitor the change plan for their division Execution of change plan in their Division and raising any risks or issues to

the Employee Engagement Project Team Determine relevant people to undertake activities in the change plan Report on the progress of change activities within their division

Each and every employee has a role to play in building engagement at FACS.
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2.5 Engagement Program FAQs


The FAQs have been developed to answer the most common questions employees will ask.

What is employee engagement?The definition for engagement is broad and has various interpretations as to its meaning across industrieswhat matters the most is what it means for FACS and its workforce. Post a series of workshops, FACS

Executives their Leadership team and FACS employees agree that:An engaged workforce:Speaks positively about the organisation (SAY)Remains with the organisation despite other opportunities that may exist because they connect with the

organisation (STAY)Exerts extra time, effort and energy to contribute to organisational success (STRIVE)

Employees identified the drivers which impact on their own engagement, and as a result developed a vision

which describes an engaged workforce. The employee vision for FACS is that its workforce will, as a result of

the successful implementation of an evolving employee strategy, be:Informed and knowledgeable about the FACS organisation and the clients that services are delivered toacross the Sector

Able to conduct 2-way communication across the organisation and feedback is acted on

Continually being developed to ensure the workforce has the capability to deliver effective services

Can adapt and manage in a changing environment

Supportive and trusting where there is trust between all levels of the organisation up and down, and

clients and employees share mutual trust

What is the scope and rationale of the program?Employee engagement is a broad area; fundamentally it is about how employees contribute to, and gain

satisfaction from, their organisation. Not everything can be tackled at once, therefore FACS has decided tofocus on seven key areas. These are:

These focus areas were developed through feedback and input provided by employees on what matters most

to them, however engagement is a program of continuous improvement. Activities to review engagement

drivers, develop action plans and measure against those plans will become a permanent part of the FACS

operating model.

Why are we doing it?FACS will be undergoing a fundamental and significant cultural change in the coming years through Localisation

and the broader reform agenda, and engagement is pivotal to creating the culture we are striving for. We will

need all of our employees to be rowing in the same direction, and working together towards common goals.This will not only create a sense of purpose and meaning for employees, it will enable the delivery of service

excellence to our clients. High engagement levels will create a high performing organisation and in turn

improve the lives of our clients.

Consistency of messages, varied channels and two-way dialogueCommunication

Teamwork, collaboration, accountability and trustOrganisation culture

Clear vision, mission and goals with the right level of visibility and supportLeadership

An appropriately aligned structure with clarity on roles and responsibilitiesOrganisation design

Robust frameworks, models and capability to deliver change initiativesChange management

Recognition, feedback and role capability matchPerformance development

Learning and development programs, coaching and mentoringCapability and capacity
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How will this affect me?

What is going to change?Initiatives will occur at a FACS-wide level, at a District level, as well as in your local team, and you will need to

provide input to help shape these initiatives. At first, these might simply be making changes to how your team

operates, such as a new team meeting structure or more frequent feedback discussions. Over time you will startto see more broader changes such as new processes or training programs.

How does this fit in with Localisation?Employee engagement is very closely linked to Localisation as engagement will help to create the culture that

FACS needs to support the new operating model. Moving towards a client-focused workplace where employees

work closely together within Districts to deliver coordinated services will require an entirely different way of

working. Engagement will be pivotal in shaping that way of working, identifying what matters most to employees

and enabling them to shape their own goals and behaviours.

What is senior management doing in regard to engagement?

The FACS Executive and their leadership team are dedicated to improving engagement and seeing real progress

happen. They have been closely involved in the development of the strategy and initiatives. They have had

engagement discussions with their leadership teams and have reflected on what engagement means to them.

Going forward, they will be closely monitoring the Engagement Program and the progress of initiatives and

action plans.

What is my role?Each and every employee has a role to play in improving engagement. There will be some larger, FACS wide

initiatives which will be ongoing for several months which you will have the opportunity to get involved in if you

are interested in that area. You will also need to take part in discussions with your teams and developing your

own local actions plans. In the coming months your leader will be conducting these engagement discussions and

will be assigning roles to implement your own initiatives. In this way, each employee will have the opportunity to

voice what matters most to them and shape the way they would like to work with their team.

What happens next?Town Hall meetings are going to be conducted across each District to introduce the Engagement Program and

provide employees to ask questions. These will be followed by focus groups where a representative group will be

asked to provide their input and ideas to create local engagement initiatives. As explained above, your manager

will also be holding a discussion with your team to discuss engagement further and identify what matters most to

your team.

Who can I contact if I have more questions?Your first point of call should be your manager. If they are not able to answer your question, you can contact a

member of the Engagement Project Team at . Up-to-date information will also

continuously be posted on the Engagement Intranet site here. Finally, if you cannot find the answer you are

looking for please contact a member of the FACS Executive.

Engagement

PMO

2.5 Engagement Program FAQs

FACS-wide engagement initiativesThis program is fundamentally about asking our employees

what you want to change to help you serve your clients better,

and then making that happen. We want our employees to bemotivated to reach individual goals as well as working

together to achieve FACS goals. We want our people to be

committed to improving our organisation for the better. Most

importantly, we want our employees to feel a sense of

achievement and satisfaction when they come to work.

Local engagement initiatives

District engagement initiatives

http://www.facs.nsw.gov.au/http://www.facs.nsw.gov.au/



EngagementReadiness Tools

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3.1 Commencing Engagement Activities

ENGAGEMENT READINESS TOOLS

Employee Engagement Implementation InfrastructureAn infrastructure has been established to support the implementation of engagement initiatives and to

support you as a leader in undertaking engagement-related activities with your team.

Engagement Agent NetworkEngagement Program Board

Program Sponsor(DDG)

TheEngagementProgram Board

is responsible

for end orsingthe employeeengagement

process

changesnecessary forthe

implementation

of employeeengagement

across FACS.

There is oneEngagement

Sponso rand

one

Engagement

Agentfor

each of the 15

loca l d istr ic ts.

All 15 LocalDistrict are

represented onthe

EngagementProgram Boardby the

Engagement

Agent Chai r

TheEngagement

Agent Network

is responsiblefor advocatingand delivering

engagement

initiatives tothe FaCS

districts.

Program Manager

(EE project

manager)

ePMO Change Le ad

Program

Engagement

Manager

Program Director

(Matthew Roberts)

Engagement Agent

Districts 10-15

Engagement

Sponsor

(District Director)

Engagement Agent

Chair

Engagement Agent

Districts 5-10

Engagement Agent

District 1-5

EngagementSponsor

(District Director)

Engagement

Sponsor

District Director)

Project Engagement

Manager

FaCS ePMO

FaCS CSG

Employee

Engagement

Program Team

Corporate Services Steering Committee

Deputy Director General

Strategic Human Resources Director

Workforce Planning Director

EmployeeEngagementIm

plementation

Corporate

Engagement

ProgramE

ngagement

Engagement Agent

Chair

Operational/DistrictEngagement

1

2

3

Corporate Engagement Function: provides strategic direction to the FACS Engagement Strategy and Program

and sets the FACS-wide engagement agenda. The group will assess the effectiveness of engagement

initiatives and provide direction, budget and resources where required.

Program Engagement Function: monitors the successful delivery of engagement activities against the plan,

resolves escalated risks and issues, endorses changes to plans or and makes organisation-critical decisions.

Operational Engagement Function: is the primary conduit between the Corporate Engagement Function,Engagement Program team and the workforce. The Operational Engagement Function is made up of frontline

staff such as Middle Managers, Team Leaders and employee representatives. This function is responsible for

rolling out engagement initiatives and providing engagement information specific to their area.

As a leader, you will be supported by your local Engagement Sponsor and Engagement Agent , who will also

be your first point of call for any engagement-related questions or concerns. Your local Business Support

Team will also be on hand to guide you through your responsibilities and how you can best support

engagement efforts.

TO BE

UPDATED



3.2 Communicating the Engagement Program


The first team meetingYou will need to schedule a team meeting (or add onto the agenda of your

current team meetings) to discuss engagement with your team members, what

it means to you and how you will be contributing to lifting engagement levels.

Your local Engagement Agent and/or Business Support team will support you

to prepare for this meeting.

What to prepareYou will need to complete the reading and activities in the Engagement

Awareness Tools section of this toolkit. This will be important as you will

need to discuss your own experiences and reflections with your team.

Print the relevant materials as listed below

Organise a meeting venue and invitations (if not part of a usual teammeeting)

Contact your District Engagement Agent and/or Business Support team

to assist you to prepare for the meeting (if required)

Information to coverYou can decide how you would like to run the meeting and if you would like to

get other people involved (i.e. your District Director, local HR Manager or other

Business Support resource). Below is a list of information you should cover in

the meeting.Overview of the FACS engagement program (print handout from page 8of this toolkit)

Roles and responsibilities (print handout from page 11 of this tookit)

Key questions (select from FAQs on page 12 i.e. Why are we doing it?

What is going to change?)

Reflections on your own engagement and what you have done/will be

doing to maximise it

E.g. The time when I felt most energised at FACS was...

One of my personal values is ... and the way that relates to my role

is...

I discuss my career goals with my own manager every... months and

that helps me to determine which activities I need to focus on

Ask staff to complete the activities to reflect on their own engagement

and determine their personal values (print activity sheets from page 10

of this toolkit )

Ask staff to report back in the following team meeting on their

reflections and what they intend to change

Ask staff if they have any questions or concerns

Employees will naturally feelhesitant about change,

therefore it is important to

cover off all of the

information in the program

overview and FAQ

handouts, and ensure any

questions or concerns are

addressed. The program

requires each and every

employee to play a part,

therefore it is imperative

they are well-informed from

the start.

When reflecting on your

own engagement, tell a

story about what happened,

how you felt when you were

highly engaged, and what

the outcome of that was.

Engagement can seem likean abstract concept to

some, and talking about

how it feels to be engaged

will make it easier for

employees to relate and

recollect their own

experiences of high

engagement.

If employees have difficultquestions which you cannot

easily answer, refer them to

your own manager, a FACS

Executive or a member of

the Engagement Project

Team.

1

2

3

4



3.3 What makes your team engaged?


The second team meetingThis meeting is to discuss your team members reflections on their own

engagement and what makes them engaged/disengaged. The purpose of this is

to look for themes and similarities across the team, so that you can collectively

devise actions and ways of working together. This is to start to improve

engagement levels at the local level, while the large FACS and District

initiatives are being rolled out. Again, your local Engagement Agent and

Business Support team will be on hand to assist.

What to prepareReview the agenda below and think about how you will pose these

questions to your team. Are there supporting examples you can provide?

Print the Team Engagement Priorities Poster (link below)Organise a meeting venue, whiteboard or flipchart and pens, and

meeting invitations (if not part of a usual team meeting)

Enlist the assistance of a team member to assist in preparing for the

meeting and capturing your team members feedback

Contact your District Change Agent and/or Business Support team to

assist you to prepare for the meeting (if required)

Information to coverYou can decide how you would like to run the meeting and if you would like to

get other people involved (i.e. the District Manager, HR Manager orEngagement Project Team member). Below is a list of information you should

cover in the meeting.Set the ground rules. Ensure team members that this is a safe

environment and anything that is shared is not to leave the room.

Ask team members to think about their answers from the reflection

activity.

Ask team members about their great day at work. What happened?

What adjectives or phrases did they choose to describe it?

Ask team members about the general reflections they had aftercompleting the activity and how their likes/talents/values/goals are

currently being met/achieved.

What would team members like to change to enable their

likes/talents/values/goals to be more closely met?

What do they intend to change themselves to enable these to be met?

Capture the most common points (for the Team Engagement Priorities

Poster) and state that all team members should think about what they

will change day-to-day to meet these priorities

Ask staff if they have any questions or concerns

Team Engagement Priorities Poster Template

Things to keep in mind As discussed in Your Impact

on Engagement,engagement is an individual

equation, and each team

member will have different

ideas about what

engagement means to

them. Essentially,

engagement is what people

feel matters most to them

personally, their careers and

the organisation. This mayinstigate some challenging

discussions on personal

experiences, issues and

grievances. It is important to

keep the discussion future-

focussed and when

employees note a driver of

disengagement, ask them to

flip it round to state what

they would change to makeit a driver of engagement.

It is important employees

feel the meeting is a safe

environment to share their

thoughts and concerns. If

they are hesitant to speak,

instigate conversation with

your own experiences or

questions to specific team

members who are likely tobe more comfortable

speaking in front of the

group.

Print and display the Team

Engagement Priorities

Poster in prominent places

such as your office, team

meeting rooms and

kitchen/breakout areas. The

more often people see thepriorities displayed and/or

referred to, the more likely

they will act to achieve

them.

1

2

3

4

5
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EngagementEnabling Tools

IMAGE IMAGE IMAGE



Ted Talks Video

19

4.1 Communication tips


Why is communication important for engagement?

FACS employees and Executives determined their key engagement drivers in a series of workshops, and

communication was consistently rated as a top driver, both for positive and negative reasons. Communicationis consistently rated at the top of engagement drivers in the research. (Employee Engagement, Melcrum

Publishing 2005).

While most leaders would say they are strong communicators, employee feedback shows us that

communication commonly falls short of expectations. To create more engaged employees, leaders need to

capture hearts as well as minds, framing messages through inspiration instead of facts. They need to not only

create understanding amongst employees, but cause them to care enough to take action.

Several initiatives to improve communication across FACS are being developed as part of the FACS Employee

Engagement Program, including developing a FACS wide communications policy and processes. While these

will take time to implement, there are some practical steps you can take now to start improving your

communications with your team.

Communication mistakesTo create an engaged workforce, leaders need to capture hearts as well as minds. You must make

communication a daily priority, inspiring employees to come on the journey. Unfortunately, many leaders fall

into the common pitfalls of successful communication.

Communication tips

Most employeesdo not think communications are inadequate because they receive the wrong information, it

is because they dont receive any information at all. Regular updates about organisational performance, clientsatisfaction, environmental changes etc. are vital for employees to understand where the organisation is

headed and how they fit into that picture. Further, match theright communication channel with the right

message. There are many channels outside of email, which may be more time consuming, but can have a

much more powerful effect. Posters, videos, team huddles, webcasts, podcasts, video conference, social

media, town halls the list goes on. Whatever channel you choose, communicate consistently and often.

While most messages focus on the what, employees need to know the whyif you are truly going to drive

behaviour. This is because the part of the human brain that makes decisions is not the rational, language-

based neo-cortex, but the ancient limbic system which is responsible for feelings and actions.It is why people

say decisions dontfeelright.They need to believe what you believe to behave differently. This is where

storytelling comes in. It helps bring intangible concepts alive through personal connection and feeling. And

that is how you will get employees to act. Click the TED TALKS link below for more information.

Not often enough

Leaders are great at making decisions

and setting direction, but not onsharing it throughout the

organisation. It may be announced

when the decision/plan is first made,

but is quickly forgotten.

Too much information

There is only so much information the

human brain can take in at a given

time, yet all too often leaders speed

through presentations full of complex

points to fit into the hour theyve

been allocated, leaving a room full of

confused and bewildered employees.

Not relevant

Inspiration is key to engagement, yet

key organisational decisions arecommonly justified through research,

statistics or dry logic. The whats in it

for me should be core to every

message.

Communicate deliberately and often1

Communicate the WHY2
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.htmlhttp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html



4.1 Communication tips


This has been identified as the most important engagement skill for line managers (Employee Engagement,

Melcrum Publishing 2005). Engaging in honest and open two-way dialogue with your team will help to create

trust and respect, and in turn generate greater levels of engagement. This includes listening to your team

members, without jumping into problem solving. It is just as important for your employees to feel heard as it

is for them to understand what you are telling them.

Direct conversations between you and each of your team members should be an ongoing, year-round

activity. They may be in the form of performance reviews, career discussions, onboarding or just general

check-ins. These conversations are critical to strengthen working relationships, understand what motivates

your employees, develop mutual trust and demonstrate commitment to your employees success. This means

both sharing your own personal motivation and learnings, as well as getting to know your direct reports goals

and values. More detail is provided for specific conversations in the next sections of this toolkit.

Tips to develop successful messages

Prepare understand the context and stakeholders and prepare a communications plan

Active commitment from leadership gives credibility to communications

Ensure balance between tell, sell, consult and deliver (see diagram below)

Communication must be transparent, showing the math behind the decision

Involve the audience two-way communication enables feedback

Target the audience what is compelling to one employee group may be disregarded by another

Keep it simple and clear long winded descriptions will lose interest

Messages should be consistent, leading to a united effort towards a common cause

Listen and act on feedback to generate trust

Respond to employee pull for information, rather than repeatedly pushing out information

Evaluate effectiveness and adapt approach in future

DegreeofInvolvement

Time

Tell Awareness

Articles

Intranet Meeting minutes

Factsheets

Emails

Sell - Understanding

Open forum

Brochures

Emails

Seminars

Lunch and learnsFAQs

Consult - Engagement

Briefings

1:1 discussions

Workshops

Focus groups

Feedback loops

Town hall meetings

Road shows

Leadership walk

arounds

Deliver - Action

Staffing packsManager guides

Toolkits

Face-to-face

briefings

Workshops

This is where behaviour

change is most likely totake place

Levels of Communication

Communicate deliberately and often3

Talk one-on-one4



What is coaching?Coaching is not a commonly used term at FACS, but employees told us they

want their leaders to be more visible, give them more feedback and help them

to develop their skills. These are key components of coaching. Coaching ishelping another person figure out the best way to achieve his or her goals,

build skill sets or expertise, and produce the results the organisation needs,

Coaching Conundrum 2009, BlessingWhite.

Why is coaching important?Coaching helps employees to understand how to effectively address barriers

to success and achieve higher levels of performance. It assists employees to

solve problems for themselves so they feel a greater sense of achievement

and ownership over their work. As part of the FACS Employee Engagement

Program, a FACS-wide leadership program, including coaching skills, will bedeveloped over the coming months. Below are some helpful tips to get you

started in building your coaching skills in the mean time.

Coaching tips

Get clarification now if you do not know how your teams priorities fit into the

organisations larger goals. And pay attention to what coaching is not; listed

later.

Successful coaching is a partnership. Explore coach-ability in selection

interviews, finding out from candidates pst experiences with coaching. Where

did it have the most impact? When and why did it not work out previously?

You may also want to include questions that uncover how candidates feel

about challenging situations and learning new skills.

Every employee comes to work with unique values, aspirations, experiences

and talents. Andrew Coven, director of engineering at Adobe Systems,

emphasised the need to tailor coaching approaches based on what you know:I treat everyone differently. I want to capitalise on peoples strengths.

Coaching also has to have a relevant context. It is very specific to the work

that employees are doing. One size does not fit all when it comes to

coaching.

This is aslight variation on the preceding comment. Generational data is

useful for understanding the different lenses through which the workforce

sees life and work. But when it comes down to coaching, an employees values

and goals are influenced by more than their age; coaching relationships arebuilt on one-on-one pairings, not aggregate trends.

Thriving coaching partnerships require joint accountability. Employees need to

ask for help, listen to feedback and follow up on commitments.

21

4.2 Coaching tips


Most important coachingactions Communicating clearly and

candidly.

Establishing clear

performance objectives and

milestones.

Delivering on promises

made.

Recognising the employees

outstanding contributionsand achievements.

Taking action to ensure that

the employee feels

important, trusted, and

valued as a member of the

team.

Being available when the

employee needs advice,

information, decisions or

problem solving.

Respecting the employees

ability to make decisions.

Be clear on your goals and your role

Hire coach-able, stretch-able employees

Get to know each team member

1

2

3

Coach the individual, not the demographic4

Tell team members what you expect of them5



4.2 Coaching tips


Specific is it clear? Is there

any doubt as to what has tobe achieved?

Measurable how is the

target outcome defined?

What needs to be

measured? Is there a system

in place to measure

progress?

Achievable do you have

skills and resources to dothis? With a reasonable

amount of effort and

stretch, can this be

completed?

Relevant Is your goal

relevant to the business

plan? Do you have

necessary knowledge, skill

and authority to make an

impact on the situation?

Timely when will it be

achieved? What are the

milestones along the way?

You can and should keep both satisfaction and contribution in mind

as you coach your team members (the proverbial win-win solution).Angie Brayshaw, worldwide employee engagemetnt director in London

for American Express Technologies Group, explained that her firm, which

had a strong focus on performance coaching, has tried to focus more on

engagement to sustain their success: It is not just enough to coach for

performance against the companys goals. We want our managers to

coach around career goals and be more in tune with the personal

aspirations and interests of individuals.

The more questions you ask, the less likely you will fall into

micromanaging or irrelevant advice. Questions help you provide a

sounding board for employee ideas. They can also provide the stretch

that employees want from coaches. Questions can unlock potential, as

Maria Del Busto, global chief HR officer for Royal Carribbean Cruises Ltd

suggests: Were all creatures of habit. Asking questions is a great way to

help people identify and work on areas that are holding them back

often things that theyre not even aware of.

PaulKonstantos, national work cover manager at integrated facilities

management organisation, Sodexo Australia, made this point: In recentmonths I have made a concerted effort to focus on delegating tasks to

allow time dedicated to coaching. The benefits are not only realised in

bottom-line results and an improved culture. I help individuals achieve

personal growth. Another reason to delegate: it sets clear expectations

and goals. It is a lot more motivating to help employees learn how to best

reach an agreed-to destination, rather than having to clarify what you

wanted in the first place.

Do your coaching actions help or annoy your team members? You cannotuse performance as your only metric. It is possibly that your efforts are

damaging employee morale. Tom Pucciarello, a program management

authority and BAE Systems, described such a situation: In talking to one

manager and direct report, I learned that the manager thought he was

doing a great job coaching adding a lot of value. Unfortunately, the

direct report felt it was a waste of time and that the manager was only

interested in giving advice.

Whether you think of this as looking for coaching moments or employinga coaching leadership style, the message from successful leaders is to

coach continuously. If you have established individualised, trusting

partnerships, coaching conversations become easy.

Excerpt from The Engagement Equation, BlessingWhite 2012

Coach for increased engagement6

Ask more questions7

Delegate effectively8

Ask for feedback9

Dont take that coach hat off10



4.2 Coaching tips


Goal SettingGiving FeedbackProviding employees with immediate and specific feedback is an important driver of engagement, yet for many

leaders it is the hardest part of the job. The SBI-BI method focuses on facts rather than emotions, making it

easier to reach a solution that works for all involved. It introduces alternative behaviours and the positiveoutcomes they will lead to.

Positive Reinforcement Process

Select the behaviour to reinforce

Define the behaviour in observable and measurable terms

Corrective Action Process

Make notes of the points you wish to cover

Have examples of specific behaviours or incidents you wish to discuss and make sure your facts are

accurate

Try to balance the conversation by focusing on some positive behaviour

Consider how you to manage different responses:

Angrylet the team member vent and make sure you dont get angry yourself Upset listen without interrupting while the team member explains their point of view

Dismissive review the team members understanding of what is expected of them

If the team member remains emotional throughout the meeting, reschedule to another time

Context Situation FactsImpact & Corrective

ActionAlternative Impact

Discuss the

circumstances/situation or

task in question

Discuss the behaviour that

was displayed

Discuss the impacts of the

behaviour (congratulate if

effective) and explain why

you feel it was

effective/ineffective

Discuss together why the

alternative action would

be more effective for all

involved

E.g. Yesterday I went with

you to meet the client and

complete an assessment

E.g. You had not prepared

the assessment and

confused the clients

history

E.g. This made the client

uneasy and we were not

able to get all of the

information we needed

E.g. In future I would like

you to spend more time

reviewing the clients case

history prior to an

assessment

Context Situation Behaviour Impact Congrats

Discuss the

circumstances/situation or

task in question

Discuss the behaviour that

was displayed

Discuss the impacts of the

behaviour and explain why

you feel it was effective

Congratulate on the

positive behaviour and

how it relates to their

personal development

E.g. Yesterday I went with

you to meet the client and

complete an assessment

E.g. You were well

prepared for the meeting

and immediately put theclient at ease

E.g. This allowed us to

complete the assessment

quickly and effectively

E.g. I am pleased at how

you have developed your

client relationship skills,

and would like you to takeon more clients in future

Communicate praise for the behaviour

Immediately

Frequently

Enthusiastically

Using eye contact

Giving examples



4.3 Career development tips


What is career planning?

Career planning is the process of defining what an employee wants in their

career, and formulating a plan to achieve that within our organisation.

Why is career planning important?

FACS employees said that knowing what their future is in the organisation, and

accessing development to build the skills they need for future roles, have a direct

impact on their engagement levels. Career planning is also consistently found to

be one of the top drivers in engagement studies. If employees dont perceive a

clear direction for their career within the organisation, they will inevitably end up

on a path to exit. Career planning is also a critical piece of an overall talent

management strategy, ensuring FACS has the people and skills it needs to

perform effectively.

But career development is difficult. Career definitions are increasingly hard to pin

down, workforce expectations are constantly shifting and the ever-changing

public environment make it challenging for FACS and employees to align our

goals. A formal career planning program is being developed as part of the FACS

Employee Engagement Program, and below are some tips to help you start

having career conversations with your team members.

What are employees looking for?

While career is a personal journey that is about what employees want; their

hopes, passions, dreams and aspirations. Yet many leaders shy away from havingconversations about career for fear of not having opportunities available, how

career moves will look to other team members, or simply not having the

answers. To make matters worse, most employees dont actually know what

they want their next career move to be, and feel their employer doesnt provide

a clear career path for them (57% according to a BlessingWhite study).

So what are employees really looking for? To start, they need help to find clarity

around their career aspirationswhile leaders cant do this for them, they can

support their team members in the process. Second, employees are looking for

personal growth. This is not necessarily in a new role they can be happy stayingin the same job as long as they can try new things to develop their skills. Third,

promotion is not always the goal. Employees identified interesting work as four

times more important in looking for their next position as opportunity for

promotion (BlessingWhite, 2012).

A journey, not a destination

There is a wide-open network of options when it comes to career, and

employees can take their career down any of these options. What is important is

identifying their strengths, capabilities and engagement drivers, and putting in

place a plan to build on these. This can involve a range of options, including skills

development, stretch projects, secondments, moves into newly created roles, as

well as promotions. The following tips will guide you in assisting employees to

identify these opportunities and forge a career at FACS.

83% of organisations found

career opportunities is oneof the top three drivers of

engagement

Opportunities for career

advancement was found to

be the third highest

engagement driver, after

senior leadership and direct

supervisors

43% of survey respondentssaid helping employees

understand their role in the

organisations success was

critical to build engagement

Employee Engagement,

Melcrum Publishing 2005

Connection between work

and organisational strategyis the number 1 lever of

discretionary effort (32.8%

impact)

Career advisor effectiveness

is the number 2 lever of

intent to stay (36.8%

impact)

Driving Employee Performance

and Retention throughEngagement, Corporate

Leadership Council 2004





Career planning tips

Employees need to identify their personal values, and their passions and aspirations, before you can help them

to define a career path.

As a leader, you need to share responsibility with your team members, exploring what opportunities exist and

how they can move towards them. You need to get your employees to take control of their own career

prospects and what direction they are heading in.

Reinforce that FACS wants to provide long-term career opportunities for our employees, and review the FACS

strategic priorities to identify work required to achieve organisational success.This willhelp them to find roleswith meaning and purpose.

Do your research to understand team members individual abilities and interests, as well as where the

organisation is going and what skills will be important in the future. If you feel you need support or coaching,

speak to your HR contact.

Not all employees will see a long-term career path within FACS. The question may be if not, why not, and

what can we do that might change their mind? Are their roles elsewhere in the organisation they have not

considered?

Part of your role is to check the reality of your employees perception about their career path are they

thinking broad yet realistic? Is their desired timeframe accurate? Do they accurately self-assess their current

skills?

If you cant answer a question, seek assistance from your own manager or HR contact. If employees identify a

role theyre aspiring to that you are not familiar with, get in contact with that team and ask them what skills or

capabilities are needed.

Link employees career aspirations to their development plans, identifying learning opportunities which will

enable them to gain the skills they need for their next role.

Career plans are not static, they adapt and change over time. Have regular check-ins with your team members

to review their career goals and if/how they have shifted.

Not every persons career ambition can be matched exactly or to their desired timeframes. Our commitment isto explore their career path with them and wherever possible facilitate opportunities.

Help employees clarify what they want1

Career planning is a two-way street2

Link to organisational priorities3

Be confident in talking about career4

Dont judge5

Challenge your team members6

Gather information7

Think about skill development8

Have regular conversations9

Be clear about the parameters of the conversation10





History Future Direction Career Planning

Meaningful experiences in

their current or past roles

Impactful learning courses

Growth opportunities

Outside interests

Role models

Personal brand

Competencies assess

skills against those

required for their future

desired role.

Aspirations what do

they want from their

career in the next 3 years?

Direction type of work

they want to be doing and

preference towards

certain roles.

Goals

Experiences

Coaching

Learning

Roles

Where have they been? Where are they going? How will they get there?

Discussion questions

HistoryWhat have been your career highlights to date? Why was that point in time so successful for you?

When have you felt you were advancing your career most effectively? What processes/ resources/

opportunities assisted you to do this?

Why has your career gone in a certain direction to date? Did you consciously choose this direction or did it

evolve? Were you satisfied with this direction?

When you look at your career history, are there things you have done (study/ mobility /engagements

/different roles) which gave you skills that you are yet to apply within FACS? Will bringing those skills into

your career path give you greater satisfaction?

Future directionWhen you think about the future what kind of work do you see yourself doing? What are you interested

in? Consider clients, Agencies, leadership roles.

If you could have one persons role within FACS, whose would it be?

What are your lifestyle aspirations (family, study, external activities, overseas work opportunities, travel)?

Have you considered how you might best balance your career aspirations and lifestyle aspirations within

FACS?

Which values did you rate as your top 5 in the personal values activity? How do you think these align with

your desired future role(s)?

How does your career aspirations align with FACSs strategic direction? Do you know what ourorganisational priorities are?

History

Future Direction


27/27



Discussion questions continued

Career planningThis discussion is about your skills against those competencies for the role you wish to aspire to. It is NOT

your present role.

Overall skills: Do you feel you have the capabilities you need for your future role? What are your strongest

areas of performance? What do you need to improve?

Technical skills: What skills will you need to develop for your future role? Will this require specific training

or development activities?

Calibration: How would you rate your performance in comparison with your peer group?

Ability to build relationships: How strong is your internal network? Who do you consider your strongest

supporters and how do they support you?Leadership: How effectively can you manage difficult staff and do you inspire others?

Business case for role change: The business case will always include an analysis of whether you are

consistently displaying the competencies for the role you are striving for. What tangible examples could

you provide in a business case now? What additional on the job experiences do you need in order to have

tangible examples to demonstrate those competencies?

What developmental roles might you undertake that support achievement of your preferred career

destination?

Wrap up

Do you now have greater clarity around your longer term career path with FACS? Are there still questionsyou need to ask of different people to gain clarity?

I will discuss your career aspirations with the relevant stakeholders. However, every career plan is a living,

dynamic document - how do you want to follow up on your career plan?

Career planning

Engagement Toolkit v0.5

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Transcript of Engagement Toolkit v0.5