Engage For Success
Practitioner Event
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Welcome
>Introduction & Welcome
>Engagement & Engage for Success
>The Practitioner Group
>The Four Enablers of Engagement
>Our Engagement Challenges
>How to get involved
>Q&A
>@engage4success
>#E4S
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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.
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Movement structure
ENGAGE FOR SUCCESS 2013
Engage 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.
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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!’
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It’s not…..
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Get Engaged!
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What gets in the way?
>Attitudes:• ‘Spare me another **** HR/comms initiative’
• ‘Don’t you know there’s a recession on?’
• ‘I’ve not got time for the soft and fluffy stuff’
>Not sharing good practice – where it’s working, showcase and share
>Leader behaviours don’t model the VALUES
>Command and control – it’s easier!
>Micro-managing – it’s stifling and drains everyone’s energy
>People skills for the line – this is tough, they may need help
>Too impatient – this needs time, application, relentless focus and effort
>Transactional around a survey, rather than transformational around the culture
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What’s happening right now?
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Employee Engagement:The Evidence
CEOs call on UK to deliver
GDP growthby better engagingemployees at work.
A high-level task force of some of the UK’s most recognisable organisations is calling for every leader and manager across the economy to play their part in tackling the UK’s employee engagement deficit.
Analysis of the evidence shows that:Only around a third of UK employees say they are actively engaged at work.20 million workers are not delivering their full capability or realising their potential at work.
of people said they have more to offer in skills and talent than they are currently being asked to demonstrate at work.
UK productivity was 20% lower than the rest of the G7 in 2011.0
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Employee Engagement:Statistics and Case Studies
REVENUEGROWTH
Organisations in the topquartile of engagement scoresdemonstrated revenue growth 2.5 times greater than those in the bottom quartile.
CUSTOMERSATISFACTION
Companies with topquartile engagementscores average12% higher customer advocacy.
PROFIT
Companies withengagementscores in the top25% had twice theannual net profit.
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Employee Engagement:Statistics and Case Studies
PRODUCTIVITY
Organisations in the top quartile of employeeengagement scores had 18% higher productivity.
INNOVATION
59% of engaged employees said that their job brings out their most creative ideas.
EMPLOYEE TURNOVER
Companies with high levels of engagement show turnover rate40% lower than companies with low levels of engagement.
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Employee Engagement:Statistics and Case Studies
HEALTH & SAFETY
Organisations with engagement in the bottom quartileaverage 62% more accidents than those in the top.
EFFICIENCY
An insurance company found that teams with higher engagement had 35% less down time between calls – equivalent to one ‘free of charge’ employee to every eight employees.
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How can engagement help in times of change and trouble?
>As part of the Employee Engagement Task Force, representatives from the Public and Private sectors and the TUC came together to develop a toolkit for maintaining employee engagement during restructuring, change and adversity.
>The video is freely available of the Engage for Success website at www.engageforsuccess.org
>Case studies and good and bad experiences from councils, police forces, small businesses and large corporates were explored and some key questions to ask yourself and your organisation were highlighted.
>Everyone interviewed felt that times of change, if handled well, represented great opportunities for their organisations to go from strength to strength. And that developing cultures where engagement is ‘just the way we do things around here’ is how to do it
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Your company’s engagement journey, where are you?
Source: Towers Watson - adapted from MacLeod D & Clarke N (2009) Engaging for Success: A Report to Government. Dept for Business, Innovation and Skills.
LOW ENGAGEMENT
HIGH ENGAGEMENT
TRANSACTIONAL
ENGAGEMENT
•Estimated by the CIPD to be about 75% of
organisations currently running Employee
Engagement programmes.
•Engagement is associated with the
survey and its follow-up action plans. In more
capable organisations, these are well integrated
with their business planning cycle and
performance management tools, and
with high level sponsorship from the top.
•Communications around engagement will relate
primarily to survey results or action plans.
TRANSACTIONAL ENGAGEMENT
•Estimated by the CIPD to be about 25% of
organisations currently running Employee
Engagement programmes.
•There is a focus on sustaining and growing
engagement that is integral to the
organisation’s culture.
•While the survey is a key measurement tool, it is not
at the core of the engagement programme, and more will be made of
techniques in the workplace to instil a
culture of engagement permanently.
TRANSFORMATIONALENGAGEMENT
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The practitioner group
>Why we’re here>Share and help each other with engagement challenges >Learn about the task force areas of focus and contribute>Get connected – grow & accelerate our practitioner movement
Regional Ambassadors & regional steering groups
Support from the central E4S team
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Practitioner events
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2525
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69 Practitioner Events to date
11 more by the end of 2013
20-90 participants per event
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The four enablers of engagement
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The four enablers video
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Your task
>Share your successes and barriers in the context of the four enablers.
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The four enablers of engagement
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Engagement challenges
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Our engagement challenges
What are our engagement challenges?
Where are we?
Transactional to transformational
High engagement
to low engagement
Bringing it together
What’s common?
What’s surprising?Key themes
What’s your challenge?
1 minuteDon’t speak
Get feedback
5 minsMove on
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Next steps
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What can you offer?
>Let’s get talking…
>What you are looking for, what you have to offer
>Set up a date! Or two!
Buddying
Small, informal support groups,
meeting on a regular basis to provide
support, challenge and inspiration
Open Days
Organisations opening their doors to non-
competing organisations to come and see how
they work, sharing their methods
Mentoring
Structured friendships on a one to one basis to gain
expertise and support
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Ways to get ‘socially’ involved
• Events coverage• Community events, master classes, webinars etc
• Community activity• Role model online activity on LinkedIn, Facebook, Twitter,
• Activate topic groups on E4S web
• Encourage others to get involved too
• Content sharing • Articles for Voice - our online magazine
• Buddy up with a project group to help ‘socialise’ the work• Blogging, tweeting, article writing, topic groups etc
• Insert your ideas here…
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Resources
>
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How can I join in locally?
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Evaluation
> WHAT DID YOU ENJOY ABOUT THE EVENT?
> WHAT WILL YOU TAKE AWAY?
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Engage For Success
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