engage for success - presentation
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Employee Engagement and Innovation
EUWIN Conference
11/04/2023 PRESENTATION TITLE IN FOOTER 2
BACKGROUND
3
THE BIGGER PICTUREThe 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.
26/11/13 ENGAGEMENT AND INNOVATION
4
MOVEMENT STRUCTUREEngage for Success is a movement committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work.
26/11/13 ENGAGEMENT AND INNOVATION
11/04/2023 ENGAGEMENT AND INNOVATION 5
5
WHAT IS ENGAGEMENT?
>‘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>OR, IN OTHER WORDS…….
>‘It’s all about the people!’
ENGAGE FOR SUCCESS 201326/11/13
11/04/2023 ENGAGEMENT AND INNOVATION 7
See and feel the impact of disengagement every day!
ENGAGEMENT AND INNOVATION ARE WE CLEAR?
11/04/2023 ENGAGEMENT AND INNOVATION 8
ENGAGEMENT AND INNOVATION ARE WE CLEAR?
“Innovation is about harnessing and exploiting good ideas, whether big or small, to make us better at what we do”
Incremental Improvement Radical Advance
People that have ideas and people who turn ideas to reality
11/04/2023 ENGAGEMENT AND INNOVATION 9
We have all seen and fundamentally get the connection between employee engagement and firm performance:
- Productivity- Profit- Customer service- Efficiency
ENGAGEMENT AND INNOVATION ARE WE CLEAR?
But the link between engagement and innovation?
1. We know employee engagement matters: there is solid evidence that companies with highly-engaged employees outperform those with less-engaged employees.
2. We know innovation matters. While there is no direct link between R&D expenditure and firm performance, studies looking more systematically at the underlying process provide evidence that companies investing in innovation outperform those that do not.
3. The link between engagement and innovation, while intuitively obvious, has not been carefully studied in the management literature.
Page 10
Julian Birkenshaw
WHAT DID THE RESEARCH TELL US?
11/04/2023 ENGAGEMENT AND INNOVATION
Page 11
Innovation Inputs
Innovation Process
Innovation Outputs
Engaged employees simply
work harder, so they provide greater and higher quality inputs (Sauermann
& Cohen)
Engaged employees look for new ways of adding
value to the process, e.g.
continuous improvement, making
connections, collaborating
(Sparrow)
Engaged employees find
direct opportunities to innovate, they
come up with ideas and follow them
through (Pinchott, Kanter, Birkinshaw,
Burgelman)
High levels of employee engagement lead to greater levels of innovation
WHAT DID THE RESEARCH TELL US?
11/04/2023 ENGAGEMENT AND INNOVATION
Focussed our energy on identifying what drives and enables
an innovative culture
Identified how that links back to the four enablers of engagement
Identified the measures, case studies and tools that will enable
organisations of all sizes to realise the potential of all of their
employees to innovate enabling incremental improvement through
to radical advance
WHERE HAVE WE FOCUSSED OUR ATTENTION?
11/04/2023 ENGAGEMENT AND INNOVATION 12
WHAT DID WE FIND?
• The words and the music matched at all levels
• There was an energy and commitment to engagement to drive innovation
• There was a clarity that incremental and radical where both valued
• Most of all there was a link back to the four enablers ……….
Enablers of Engagement
1.Strategic narrative
2. Engaging managers
3. Employee voice
4. Organisational Integrity
11/04/2023 ENGAGEMENT AND INNOVATION 13
Enablers of engagement
Enablers of innovation
Strategic Narrative
1. Thought strategically and often take the long-term view 2. Customer-focused and market-oriented
EngagingManagers
3. Senior managers demonstrated through words, actions and resources that innovation was important4. Employees where empowered to experiment and make
decisions; things could happen without much bureaucracy or fear of blame if things don’t go well
Employee Voice
5. Transparent organisation; communicate clearly and often with each other, whatever the level or team6. Encouraged to and have the opportunity to question and challenge the way we do business in our own and other parts of the business
Organisational Integrity
7. Innovation is embedded in our values and is expected from everyone8. Those who innovate get recognised and rewarded in our business
ENGAGAMENT AND INNOVATION Links to the four enablers
11/04/2023 Engagement and Innovation 14
Front of the pack
In the game
Still in the
blocks
8. Those who innovate get recognised and
rewarded in our business
7. Innovation is embedded in our values and
is expected from everyone
6. We are encouraged to question and
challenge the way we do business and give
ideas on how things can be improved in our
own and other parts of the business
5. We are a transparent organisation - we
communicate clearly and often with each other, whatever our level or team
4. We feel empowered to experiment and
make decisions; we can make change happen without much bureaucracy or fear of blame if things don’t go well
3. Our senior managers demonstrate through
words, actions and resources that innovation is important for our company
2. We are customer-focused and market-oriented
1. We think strategically and often take the long term view
Actions to improveCommentsSelf ratingEnabler
Front of the pack
In the game
Still in the
blocks
8. Those who innovate get recognised and
rewarded in our business
7. Innovation is embedded in our values and
is expected from everyone
6. We are encouraged to question and
challenge the way we do business and give
ideas on how things can be improved in our
own and other parts of the business
5. We are a transparent organisation - we
communicate clearly and often with each other, whatever our level or team
4. We feel empowered to experiment and
make decisions; we can make change happen without much bureaucracy or fear of blame if things don’t go well
3. Our senior managers demonstrate through
words, actions and resources that innovation is important for our company
2. We are customer-focused and market-oriented
1. We think strategically and often take the long term view
Actions to improveCommentsSelf ratingEnabler
Once you know where you are we will provide you with the case studies and the tools to help you try to move your position
In the running
ENGAGAMENT AND INNOVATION Links to the four enablers
Engagement and Innovation 15
Enablers of engagement
Enablers of innovation
Strategic Narrative
1. Thought strategically and often take the long-term view 2. Customer-focused and market-oriented
EngagingManagers
3. Senior managers demonstrated through words, actions and resources that innovation was important4. Employees where empowered to experiment and make
decisions; things could happen without much bureaucracy or fear of blame if things don’t go well
Employee Voice
5. Transparent organisation; communicate clearly and often with each other, whatever the level or team6. Encouraged to and have the opportunity to question and challenge the way we do business in our own and other parts of the business
Organisational Integrity
7. Innovation is embedded in our values and is expected from everyone8. Those who innovate get recognised and rewarded in our business
ENGAGAMENT AND INNOVATION Links to the four enablers
11/04/2023 Engagement and Innovation 16
Our senior managers demonstrate through words, actions and resources that innovation is important for our company
Innocent Redgate Software HCL Ella’s Kitchen
Top stories about this enabler
• Many if not most senior managers regularly talk about innovation that is happening and needs to happen in the organisation
• Many if not most senior managers spend their time leading on and supporting innovation work inside the organisation
• Senior managers spend time exploring innovation and seeking inspiration from outside the organisation
• Resources – financial and people –are allocated to experimenting with new ideas and implementing change across the whole business
• We are regularly given time out of our everyday roles to explore new ideas and implement innovation / change.
• Some senior managers talk about innovation that is happening and needs to happen. It’s a relatively recent thing and we are starting to hear more
• Some senior managers spend their time leading on and supporting innovation work inside the organisation
• Some senior managers spend time exploring innovation and seeking inspiration from outside the organisation
• Resources – financial and people –are allocated to experimenting with new ideas and implementing change in pockets of the business
• We can take time out of our everyday roles to explore new ideas and implement innovation / change from time to time
• Innovation isn’t a topic that’s discussed by senior managers
• Innovation activity is reserved to a small number of people and teams and senior managers
• The organisation is fairly internally focused, with senior managers spending little or no time looking for ideas from outside the business
• There is little or no resource dedicated to innovation
• People focus on their day-to-day job and we are not encouraged / allowed to spend time exploring new ideas or implementing innovation / change.
Front of the packIn the runningStill in the blocks
Innocent Redgate Software HCL Ella’s Kitchen
Top stories about this enabler
• Many if not most senior managers regularly talk about innovation that is happening and needs to happen in the organisation
• Many if not most senior managers spend their time leading on and supporting innovation work inside the organisation
• Senior managers spend time exploring innovation and seeking inspiration from outside the organisation
• Resources – financial and people –are allocated to experimenting with new ideas and implementing change across the whole business
• We are regularly given time out of our everyday roles to explore new ideas and implement innovation / change.
• Some senior managers talk about innovation that is happening and needs to happen. It’s a relatively recent thing and we are starting to hear more
• Some senior managers spend their time leading on and supporting innovation work inside the organisation
• Some senior managers spend time exploring innovation and seeking inspiration from outside the organisation
• Resources – financial and people –are allocated to experimenting with new ideas and implementing change in pockets of the business
• We can take time out of our everyday roles to explore new ideas and implement innovation / change from time to time
• Innovation isn’t a topic that’s discussed by senior managers
• Innovation activity is reserved to a small number of people and teams and senior managers
• The organisation is fairly internally focused, with senior managers spending little or no time looking for ideas from outside the business
• There is little or no resource dedicated to innovation
• People focus on their day-to-day job and we are not encouraged / allowed to spend time exploring new ideas or implementing innovation / change.
Front of the packIn the runningStill in the blocks
Ind
icat
ors
ENGAGAMENT AND INNOVATION Links to the four enablers
11/04/2023 ENGAGEMENT AND INNOVATION 17
• Sweat the small stuff day• Down tools • 9 postcards• Whiteboard tours
• Recruiting entrepreneurs• Just go with it – 70% confidence
• Ella’s thinking day• Give it a go programme• Ella’s classroom
HCL
10 Case studies that link back to the enablers
Allow you to learn and
apply
• The Value portal• Mad Jam• American Idol• The Power of One
ENGAGAMENT AND INNOVATION The case studies
11/04/2023 ENGAGEMENT AND INNOVATION 18
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