1. Measuringemployeeengagement Kevin Ruck

2. England football team World Cup 2010 Engaged? 3. A study for CIPD (Truss ,2006, p. xi) found that only 35 per cent of UK employees were actively engaged with their work. But what is this thing we call engagement? 4. What would you choose to do to engage people?

Give people a five per cent pay rise

Take your team out for a meal

Tell people what is going on in the organisation

Introduce a new suggestion scheme

Say well done for a good piece of work

5. What would you choose to do to engage people?

Give people a five per cent pay rise

Take your team out for a meal

Tell people what is going on in the organisation

Introduce a new suggestion scheme

Say well done for a good piece of work

6. Work engagement A focus either on theindividualrole or thework activitywith both approaches incorporating behavioural-energetic (vigor), emotional (dedication) and cognitive (absorption) dimensions .

Employee engagement is a multi-dimensional construct

Most surveys are focused on work engagement and are quantitative

This diminishes the importance of organisational engagement

Organisational engagement Asocial and communicative approachwhereby employees are informed, have a voice that is heard and acknowledged, and where managers show commitment consistent with organisational values. Conclusion 7. Saks found (2006, p. 612) that, there is a meaningful distinction between job and organization engagement and organization engagement was a much stronger predictor of all the outcomes than job engagement.Wiesekeet alfound (2009) that found the higher the level of organisational identity of sales managers the greater the sales quota achievement. Pecceiat al(2010, p.432) information disclosure does, in fact, seem to have a positive effect on financialperformance. Leiter and Bakker (2010, p. 2) affirm that Employees responses to organizational policies, practices and structures affect their potential to experience engagement.Millward and Postmes (2010, p. 335) conclude from an academic study involvingbusiness managers in the UK that The fact that identification with the superordinate grouping of the organisation was particularly relevant to performance is important for theoretical, empirical and pragmatic reasons.The academic case for organisational engagement 8. Typical engagement survey questions Only two of the Gallup 12 questions are linked to wider organisational engagement. One is about the organisational mission The other is about whether your opinions count Typical communication survey questions ICA survey focuses on the amount of information received. Others commonly focus on availability of information systems and influence of supervisor. Feeling well informed is different from the volume of information received and little attention is paid to opportunities for upward feedback. 9. LEADERSHIP Provides a strong strategic narrative. COMMUNICATION Engagement ENGAGING MANAGERSFacilitate and empower. VOICEviews are sought out; people see that their opinions count. INTEGRITYBehaviour is consistent with stated values.MacLeod and Clarke (2009) Engaging for Success 10. Three components of organisational employee engagement Feeling well informed.Manager commitment Opportunities for upward feedback (Truss ,2006, p. xi) 11. (Truss ,2006, p. xi) 12. Level v Credibility of Information Low/med High Believe information communicated Low/med High Feel informed Truss (2006) 13. Feelingreallywell informed. Professional Timely, clear, accurate, pertinent, consistent, sincere, concise, business-like. Reinforces believable values and narrative. Propaganda Content is biased and does not reflect reality. Reinforced by managers who show commitment to the organisation. 14. Upward feedback Advanced Based on people feeling well informed in the first place, face to face, actions taken as a result or reasons why action not taken provided. Basic Surveys, suggestion schemes, email boxes. Reinforced by managers who are open to critical feedback. 15. Downward v Upward Communication Low/med High Have opportunity forupward communication Low/med High Feel informed Truss (2006) 16. Defining the values of the workforce has enabled Strathclyde Fire and Rescue Service to launch a boldthree-year employee engagement strategy . Focus groupswere carried out at every fire station with more than 800 employees to talk about what motivated them in their jobs and also what causes frustration.The focus groups were followed up with a service-wide staff survey. From: People Management 8 April 2010In their feedback,firefighters said that they wanted to be listened to and consulted with more and to have more communication from senior leaders. 17. Organisational engagement Integrity Engaging managers Voice Leadership Internal Corporate Communication Relational -Relationship management, symmetric communication. Organisational -Timely, clear, accurate, pertinent, consistent, sincere, concise, business-like. Team communication Project/peer or line manager Clarity, consistency, involvement. Informed employee voice 18. 19. Thanksfor listening www.pracademy.co.uk www.exploringinternalcommunication.com