Unlocking the Black Box - Of Engagement & Discretionary Behaviour

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Unlocking the Black Boxof Engagement & Discretionary Behaviour

©2015 QUALTRICS LLC.

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Agenda

1. Introduction

2. Management tips & strategies

3. Using feedback surveys to measure success

4. Q & A

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Daniel WainTrainer | Conference

Speaker | Actor | Playwright

Daniel Wain Consulting

Sarah MarrsEmployee Engagement Expert

Qualtrics

Speakers

24th March 2016

Daniel Wain

Unlocking the Black Boxof Engagement &Discretionary Behaviour

How to get the bestout of your people

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‘Employees may be our greatest liability, but people are our greatest opportunity’‘Increasingly, the success – indeed, the survival – of every business will depend on the performance of its knowledge workforce’ Peter Drucker

Managing individual performance helps achieve business strategy- it’s a commercial imperative not a ‘nice to have’

Business strategy

Positive resultsfor all

Individual tasks

Individual job roles

Departmental objectives

Specific goals

‘Most research confirms that the quality of people management is a better predictor of performance than business strategy, research and development, or quality management’ CIPD Change Agenda on Human Capital, 2003

Purcell’s ‘People & Performance’ Model For people to exert ‘discretionary behaviour’, they must have:

The ability to do so - the necessary knowledge & skills The motivation to do the work & do it well The opportunity to deploy their skills in the job & more broadly

contribute to their work group & organisational success

The role of the line manager is crucial!

John Purcell, for the CIPD, 2003

Unlocking Purcell’s Black Box…

John Purcell, for the CIPD, 2003

Everyday Working Life

Little Things Can Mean a Lot…

What in the work environment makes your people want to do their best?

Over how many of these factors do YOUhave control or influence?

Influence where it matters

Circle of Influence

Circle ofConcern

From Stephen Covey

Circle of ConcernAll we worry

about, but over which we have

no control(e.g. the

economy,world poverty)

From Stephen Covey

Circle of Influence

The more you focus on this, the larger it becomes

All the things we can change, especially ourown behaviour

From Stephen Covey

Influence where it matters

Circle of Influence

Circle of

Concern

From Stephen Covey

‘Leadership is influence.Nothing more. Nothing less’ Donald Maxwell

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A Manager is on stage every day- boost your armoury

& be a role model

‘Knowing others is intelligence.Knowing yourself is true wisdom.Mastering others is strength.Mastering yourself is true power’ Lao Tze

The Johari window

ARENA

FACADE UNKNOWN

BLIND SPOT

What othersdon’t know about me

What othersknow

about me

What I know about myself What I don’t know about myself

Joseph Luft &Harrington Ingham

Why should anyone be led

by YOU?

Rob Goffee &Gareth Jones, 2006

What are you / we aiming for?

“Be yourself, just with more skill”

Turning talent into performance

There is no one recipe for this!

High

Low

HighLowTask

Behaviour

RelationshipBehaviour

Different Management Styles

ParticipativeManager

(Supporting)

DelegativeManager

(Delegating)

DirectiveManager(Telling)

ConsultativeManager

(Selling / Coaching)

Hersey & Blanchard’s ‘Situational Leadership’

One style does not fit all…

‘When the leader succeeds it will be because they have learned two basic lessons: people are complexand people are different’W C H Prentice, HBR

There is more than one leadership style- be flexible...

Use of authority by the leader

Area of freedom for team members

Tells - Sells - Consults - Involves - DelegatesLeader decides and tells others

Leader decides and sells to others

Leaderproposes & consults

others

Leader involves others in decision

Leader delegates decision to others

Tannenbaum & Schmidt

Know your ‘default’ style, then vary your shots...any model is only worth knowing if you act upon it!

‘The test of leadership is notto put greatness into humanity,but to elicit it, for the greatnessis there already’ John Buchan

Agreeing expectations – “I know what I should be doing”

Feedback to improve performance – “I know where I need to get better”

Learning – “I know how to get better”

Career development – “I know how to achieve my potential”

Reviewing success – “I know what I’m good at”

Reviewing priorities – “I know what it’s important for me to focus on”

Staying on schedule – “I know what deadlines to work to”

Removing barriers – “I know what support I have”

Two way communication – “I know that managingmy performance is also my responsibility”

Building relationships – “I know I am valued”

Managing performance – common sense, yes…but common practice?

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The dreaded appraisal…

… is only so, if it’sthe ‘be all & end all’!

Objective setting - Quite simply…

Where am I now? Where am I going / where do I need to be? How do I get there? How will I know that I’ve arrived? How can I see how far I’ve travelled? Where could I go after that? Do I have something to strive for?

What Designbuilt

What Customerswanted

What Productionmanufactured

What Marketingwanted

What Financebudgeted for

What R & Dproposed

The problem with fuzzy objectives

Measurable

Achievable

Timebound

Specific

Relevant

The importance of agreeing expectations

Telepath wanted.

You know where to apply

‘Set me anything to do as a task,and it is inconceivable the desireI have to do something else’ George Bernard Shaw

The trick is to delegate the right tasks,to the right people, at the right time, in the right way

Delegate. Don’t dump

‘If you go on doing what you’vealways done, you’ll go on gettingwhat you’ve always got.It’s a particular type of insanity that thinks you can get different results from thesame skills & behaviours’ Albert Einstein

A good manager: Ensures feedback is specific, clear & timely Uses it to reinforce good performance,

as well as to correct not so good Doesn’t ‘mix’ feedback Tests any assumptions Identifies the cause

to agree a solution Pro-actively seeks,

as well as gives Focuses on behaviour

not personality

Regular & ongoing feedback is crucial to effective performance management

Describeimpact Pause Make

suggestionObserve

behaviours

A simple feedback model

‘The single biggest problem incommunication is the illusionthat it has taken place’ George Bernard Shaw

Empower by asking not telling…

“What’s the issue here?” “What do you think

the problems might be?” “How would you do it?” “What have you already tried?” “Is there a better way

to achieve our outcome?” “What would it look like

in an ideal world?” “How will you know you’ve solved it?” “What needs to happen

to make it a reality?” “How did it work out?” “What would / could we /

you do differently next time?”

‘Give a man a fish and you feed himfor a day, teach him how to fishand you feed him for a lifetime’ Lao Tzu

If you forget everything else, remember… Effective people management is essential to continued business

success – it’s not a ‘nice to do’ but a commercial imperative Little things mean a lot – make time for these

to save more time fire-fighting later Performance management has to be ongoing and continuous –

it’s far more than the appraisal There should be no surprises at the appraisal The appraisal is about communication not paperwork It’s their appraisal & performance – let them think, speak & record Aim for a non-directive ‘coaching’ style – give people

the space to grow & find their own solutions Be aware of your default style & be flexible

– aim for ‘best fit’ rather than ‘best practice’ Continually measure your effectiveness

& seek feedback from your people– decrease the blind spot!

‘If you leave us our money, our factories and our brands, and take away our people, the company will fail. But if you take away our money, our factories and our brands, and leave us our people, we can rebuild the whole thing in a decade’ Richard R Dupree, former CEO of P&G

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Measuring and influencing employees behaviour


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Different ways to measure discretionary behaviour

EMPLOYEE ENGAGEMENT FEEDBACKmeasures how connected people feel

to the organisation and their work and the company they work for, and,

critically, how much effort they are prepared to put in as a result

360 FEEDBACKmeasures the frequency at which

employees show individual behaviours and gives objective feedback

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Measure discretionary behaviourEMPLOYEE ENGAGEMENT

measures how connected people feel to the organisation and their work and the company they work for, and, critically,

how much effort they are prepared to put in as a result

PRIDE

ADVOCACY

INTENT TO STAY

DISCRETIONARY EFFORT

EMPLOYEE ENGAGEMENT I feel proud to work for this organisation I would recommend this organisation to family and friends as a place to work I see myself working at this organisation in 2 years time This organisation motivates me to go above and beyond in my role

Company practices / behaviours (Potential drivers of Engagement)

~40 questions

An basic model for driving Employee Engagement

Employee Engagement (Outcome)

AUTONOMY /EMPOWERMENT

CAREER OPPORTUNITIES COLLABORATION

COMMUNICATION

COMPANY LEADERSHIP PAY & BENEFITS

QUALITY PRODUCT/SERVIC

ESRECOGNITION RESOURCES

STRATEGY ALIGNMENT

SUPPORTIVE MANAGEMENT

TRAINING & DEVELOPMENT

THE EXTENT TO WHICH AN INDIVIDUAL FEELS

CONNECTED TO THE ORGANISATION, AND IS

WILLING TO GO ABOVE AND BEYOND AS A RESULT

PRIDE

ADVOCACY

INTENT TO STAY

DISCRETIONARY EFFORT

Step 1 – establish what is in your circle of influence

EMPLOYEEMANAGER

COMPANY LEADERSHIP


~40 questions




COMMUNICATION




STRATEGY ALIGNMENT



AUTONOMY / EMPOWERMENT1. Decisions are made at the appropriate

level in this company 2. My manager listens to or acts on my

ideas 3. I am encouraged to come up with new

ways of doing things in my role 4. I am given the opportunity to be

involved in decisions that affect me

CAREER OPPORTUNITIES1. There are good opportunities for career

progression at this company 2. My manager gives me the opportunity to

try new things in my role which align with my career

3. I have an understanding of my career path at this company

4. I find my day-to-day work challenging and interesting

Step 1 – establish what is in your circle of influence


~40 questions




COMMUNICATION




STRATEGY ALIGNMENT



Step 2 – use data analysis to tell you what affects Engagement

EMPLOYEE

COMPANY LEADERSHIP

MANAGER

MANAGER

COMPANY LEADERSHIP

MANAGER

15 questions to measure your impact on discretionary behaviour

EMPLOYEE ENGAGEMENT1. I feel proud to work for this organisation2. I would recommend this organisation to family and friends as a place to work3. I see myself working at this organisation in 2 years time4. This organisation motivates me to go above and beyond in my role

1. My manager listens to or acts on my ideas (AUTONOMY & EMPOWERMENT)2. My manager gives me the opportunity to try new things in my role which align with my career

(CAREER PROGRESSION)3. The workload is evenly distributed across my team (COLLABORATION)4. I receive regular communication from my manager about what is happening at this company

(COMMUNICATION)5. My pay is linked to my performance (PAY AND BENEFITS)6. People are recognised when they go above and beyond for customers on my team (QUALITY OF

PRODUCT OR SERVICES)7. I receive positive feedback from my manager when I do a good job (RECOGNITION)8. My manager’s actions are consistent with their words – they practice what they preach (SUPPORTIVE

MANAGEMENT)9. Poor performance on my team is addressed (SUPPORTIVE MANAGEMENT)10.My manager helps me understand my strengths and areas for development (SUPPORTIVE

MANAGEMENT)11.I have the training I need to be successful in my role (TRAINING AND DEVELOPMENT)

Measuring behaviour on a 360

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MANAGER

EMPLOYEE

TEAM-MATESDIRECT

REPORTS

Measuring behaviour on a 360

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OBJECTIVE

FOCUSSED ON BEHAVIOURS

CONSTRUCTIVE

360s force you into best practices

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Daniel WainTrainer | Conference

Speaker | Actor | Playwright

Daniel Wain Consulting

[email protected]

Sarah MarrsEmployee Engagement Expert

Qualtrics

[email protected]

Q&A

mailto:[email protected]

Unlocking the Black Box - Of Engagement & Discretionary Behaviour

Technology

Transcript of Unlocking the Black Box - Of Engagement & Discretionary Behaviour