Published on February 26, 2014
3 Unleashing your organisation’s potential through employee engagement Master Class 3: 10th December 2013 Dr Linda Holbeche
Whose responsibility is it to ensure employees are engaged and teams are running at full potential? HR? Line Managers? Employees themselves? In the third 20 Minute Master Class of the present series, Dr Linda Holbeche identified why employee engagement matters and how to put theory into practice to boost organisational productivity and performance through individual efforts.
What’s the difference between satisfaction and engagement? ‘Satisfaction’ is an easily-identifiable construct – a state of having what you want. But being satisfied is not always a state that encourages people to want to achieve more, do something new or try harder. ‘Engagement’ is messy: it’s a more active and animated form of trigger that includes leadership, intrinsic motivations and outcomes like improved productivity. Organisations with high levels of employee engagement outperform their peers NET PROFIT 2× REVENUE 2.5× GROWTH +12% CUSTOMER ADVOCACY +18% PRODUCTIVITY -40% EMPLOYEE TURNOVER
If there’s such A strong business case for engagement why is so little The biggest gaps between best-in-class and average employers are in the areas of people focus, benefits, recognition, policies and practices. being done? After a prolonged period of economic uncertainty of UK employees just starting to emerge 62% engaged are not fully with green shoots it’s alarming that employee engagement is so low
What characterises the workforce today? Job Insecurity Loss of Trust Hollow Jobs Work Pressure Constant Change A flexible labour force, no such thing as a job for life Unsettled and onesided employment relationship Roles commoditised by technology are unsatisfying Squeeze on rewards and more-for-less culture Cynicism about perpetual state of flux
Why don’t employee pulse surveys seem to help? • nalysis paralysis in the wake of employee A pulse surveys means nothing gets done • ack of sponsorship from senior executives L so any action is perceived as lip service • isaligned or irrelevant activity because M things have already moved on by this stage • nergy spread too thin by too many projects E and priorities competing for attention • fforts run out of steam because actions E seem to go unnoticed SO WHY BOTHER? The interests of employer and employee should always be in balance
What should employee survey follow-up look like? Communicate Check Calibrate Commit Check the results of the survey – review Calibrate – to draw out the key lessons to be learned Commit positive action to improve engagement – to take Conclude demonstrating measurable improvement – by Communicate – to keep people informed throughout Conclude
How should we approach employee engagement? FROM THIS OWNED BY HR FOCUSED ON THE ENTIRE WORKFORCE REACTIVE GENERIC A PERIODIC, SURVEY-LED EXERCISE To THIS LED BY LINE MANAGERS, SUPPORTED BY HR FOCUSED ON INDIVIDUALS PROACTIVE SPECIFIC AN INTEGRAL PART OF DAILY WORK-LIFE
“Leadership has a clear A new model of engagement is called for role to play If Voice Connection Support Scope leaders are to be trusted they need to walk the talk on values ” Intellectual, Social & Emotional Engagement Trust Fairness
The new model of engagement Intellectual, Social and Emotional Engagement People need to feel as though they belong in context – to a team or division if not the whole organisation. They need to care and feel cared for in turn. Voice Connection Support Scope Intellectual, Social & Emotional Engagement Trust Fairness Trust and Fairness Connection Trust and fairness are the bedrock of the psychological contract – the mutual obligations of employee and employer towards one another. These interests should always be in balance. While this contract is often unspoken and informal, if either party changes the terms, the contract can be perceived to have been broken. Employees need to identify with the organisation and take pride in it. They look for a common purpose and shared values. That requires a clear vision and strong strategic narrative, the ability to translate the mission into focused objectives, and practise values-based leadership.
The new model of engagement Support Employees need to be treated as individuals and empowered to do their jobs. They need to feel valued and as though there is a fair exchange between themselves and their employer that prevents work from impinging on their wellbeing. Managers need to be able to demonstrate empathy and concern, manage and simplify workloads and provide the tools and resources necessary to ensure staff can perform. Encouragement and recognition, and a respect for wellbeing and safety, are as important as formal feedback, coaching and training initiatives. Employee engagement should be as important to an organisation’s brand identity as its logo or customer sentiment.
The new model of engagement Voice Scope To do their best work, employees need to be heard, kept informed and feel involved. As well as adopting a consultative and participative approach, that means organisations must communicate openly and honestly, respect diversity, be open to new ideas and foster teamwork. Workers thrive in the context of a “grown-up” relationship with their employer. People need a balance of autonomy and empowerment to do their jobs effectively. They seek meaning in their work, and benefit from opportunities for growth to stretch themselves. HR and line managers should support this through robust job design and enrichment, allowing their employees to achieve “flow” – the experience of complete immersion that often means losing track of time, and empowering them through lifelong learning and career development opportunities.
No job is for lifE SO EMPLOYEES NEED TO KNOW THEY CAN RELY ON WHAT THEY’RE HEARING FROM THEIR EMPLOYER There are three roles responsible for employee engagement HR, managers and the employees themselves. #20mmc
Managers need to IT’S NOT ALL encourages engagement EMPLOYER provide a climate that on a daily basis. HR should support this. #20mmc DOWN TO THE OR POLICIES INDIVIDUALS NEED TO BE ABLE TO NEGOTIATE AND ADVOCATE FOR THEMSELVES
Create an engaged, aligned, high-performing workforce To engage, retain, reward and develop your people, both HR and line managers need in-depth insight into employees and their performance. That means being able to: • ork with a clear sense of shared purpose W as employees and managers align individual and departmental goals with company business objectives • eliver relevant formal reviews with the kind of D 360-degree assessments that expand performance insight and improve employee engagement and retention • alibrate performance by being able to draw C structured employee comparisons that ensure objective and fact-based assessment decisions • upport managers with the tools and techniques S to provide meaningful feedback and coaching • Identify top talent by rating employees across the same dimensions to identify high performers and potential future leaders • ommunicate continuously so you can easily C track issues and initiatives, and accelerate work on top-priority projects. To find out more about the solutions that can help you readily apply these approaches to your own business: Call: +44 (0) 8450 742990 Email: email@example.com Carry on the conversation: LinkedIn bit.ly/20mmc Twitter #20mmc
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