employee and volunteer engagement for charities
TRANSCRIPT
Employee and Volunteer Engagement
for Charities
April 28, 2016
@ee_alliancewww.the-eea.com
April 5 www.the-eea.com
OUR CORE GOALS
April 5 www.the-eea.com
Training
Specifically designed to meet the professional development needs of
employee engagement professionals.
Events
Events that assist learning and building a sense of community for
employee engagement professionals.
Tools
Access to tools that aid the delivery of employee engagement.
Benchmarking
Benchmark the impact of your employee engagement programmes against businesses of the same size
and sector.
Voice
To provide a voice for employee engagement professionals that is
listened to by leaders of organisations of all sizes around the
world.
Knowledge Sharing
To share knowledge between our members to aid and accelerate
professional development.
Best Practice
To crystallise best practice based on member contributions for the
benefit of all members.
Proof
To gather proof of the value of employee engagement so that it is no longer an option to not involve
employees.
Agenda
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8.30pm – Registration: Breakfast & Networking
9.15pm – Welcome: James Murphy - The Employee Engagement Alliance
9.20pm – Suzie Fairley - Organisational Development Manager (Engagement
and Culture) at British Red Cross
9.45pm – Stevan Jackson - CEO - The Mary Stevens Hospice Group
10.10am – Stephen Robertson - CEO The Big Issue
10.30pm – Break
11.00pm – Tom Debenham – Managing Director - People Insight
11.25pm – Adrian Phipps – Cancer Research UK
11.50pm – Panel Discussion
12.20pm – Final thoughts
12.30pm – End
Thank You
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April 5 www.the-eea.com
#EELearning
April 5 www.the-eea.com
Suzie FairleyOrganisation Development Manager
(Engagement & Culture)
PeopleEngagementattheBritishRedCross
PresentedbySuzieFairleyOrganisationDevelopmentManager(Engagement&Culture)
WhoaretheBritishRedCross?
Ourengagementchallenge…
Ourengagementopportunity…
2013-2014
WhyAppreciativeInquiry?• EvidenceforuseofAppreciativeInquiryhavingpositiveoutcomesinawiderrangeofsettings(e.g.DavidCooperrider)
• Groundedinpositivepsychology(e.g.BarbaraFriedrickson‘broadenandbuild’;impactofpositivevisualisationandmindset)
• EngageforSuccessmodelofengagement(strategicnarrative,engagingmanagers,voice,integrity)
• NotPollyanna
80facilitators
130sessions
800staffand
volunteers100’sofsmallandlargeideasforaction– many
takenforwardforsponsorshipbytop
leadership
Anewwayofconnecting,
thinking,actingandworking
Whatwedid
Sendinformationtothewholearearather
thancascading
Coffeemorningswithstaffandvolunteersbeforemanagement
meetings
Introductionofanengagementforum
PublishExecLeadershipTeammeetingminutesonthe intranet
CEOschedulingroadshowsacross
ouroffices
Extendleadership
developmentprogrammeto
middlemanagers
Havemorefacetofaceconversationratherthane-mail
Promptmymanagerfor1:1andappraisal
reviewmeetings
Askforsupportwhenunderpressure
Theorganisationcan… Myareacan… Ican…
2015-2016
Overallen
gagemen
t
Strategicn
arrativ
e
Trustinleadership
What’shappeningnow?
• UsingAppreciativeInquiry,inawiderrangeofsettings
• Focusingonengagementthroughchange(e.g.voiceandleadership)
• Exploringorganisationalculture,buildingteams,recognition
Afewobservations
• Context• Organisationalsize• Importanceofleadership• Shiftfrom‘listeningtothesurvey’to‘listeningeveryday’
Cultureshiftstaketime…
April 5 www.the-eea.com
Stevan Jackson
CEO
Team Engagement for Hospices
Stevan Jackson - CEO The Mary Stevens Hospice Group
The Mary Stevens Hospice
§ Founded in 1991 in Dudley Area
§ Provide high quality care for people living with cancer and other life-limiting illnesses
§ Hospice supports individuals at our 10-bed In-patient Unit or at our Day Therapies Clinic
§ 180 staff including clinical, operational, retail
§ 550 volunteers in-house, retail, fundraising, lottery
§ Care provided free of charge – rely on donations, fundraising and our dedicated staff and volunteers
The Engagement Challenge
Challenges faced by Hospices, shared across the charity sector:
§ Staff and volunteers in disparate, often disconnected locations – communication often difficult
§ Huge range of roles and specialisms – sharing knowledge and stories consistently a challenge
§ Reliance on dedicated staff and volunteers – they need to feel valued, engaged with and part of the team
§ Volunteers are often excluded from existing internal intranets due to access rules (e.g. corporate email needed)
Facing Common Challenges
Communication and engagement methods we use:
Our website eNewsletters Facebook Twitter
Why we wanted to go further…
Needed to build on existing communication processes:
§ Website and eNewsletter is one-way information flow – wanted to offer more
opportunity for interaction
§ Facebook and Twitter offer platforms for general, public facing messages – we wanted
to engage with staff and volunteers in a more targetted and personalised way
§ Wanted to offer a platform that could be accessed on all devices – need to stay in touch
with new opportunities in technology…
§ In 2015:
§ 50% of 55-64 year olds had a smartphone
§ 90% of 16-24 year olds had a smartphone
What did we do?
§ After scanning the market Eproductive’s Team product met our specific requirements
§ Eproductive have been working with the charity sector for 15 years with 90 clients
§ Using Team we created myMSH
What is myMSH?
§ myMSH is an online platform with individual logins for our staff, trustees and volunteers
§ Allows us to communicate and engage based upon user’s role – content can be targeted
§ As secure, more private content (e.g. sneak peeks and behind the scenes) can be shared
§ Supported on Smartphone, Tablet, PC
§ Message notifications (automated and manual) via app, SMS or email supported
§ We link to existing social websites – not replacing but enhancing existing communications
myMSH – Business Impact
myMSH – So Far…
§ Just over 70% of the system users logged on at least once in the first 3 months
§ Over 50 documents are now accessible to users on myMSH
§ Regular news stories and videos uploaded – over 40 stories and clips
§ Questionnaire after launch 82% of respondents said communication had improved in the Hospice since launch
myMSH – What do our users think?What would you like to see on myMSH in future?
“More of the same…think video presentations are particularly powerful”
“Fundraising thermometer for our Capital Appeal”
“More information about what’s going on with regards to the trading aspects of MSH”
“More information from Hospice itself”
Any other ways we could improve communication?
“Include volunteers more – give us details about events we can help out with”
“I think the app is a great way to communicate – not sure you could improve on this!!”
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Stephen Robertson CEO
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Tom DebenhamManaging Director
Insights from employee survey data
Engagement in the third sector
2
People Insight: a specialist employee engagement partner
Engagement Improvement
7%BeliefinActionImprovement
20%
Strategicdisadvantage
Strategicadvantage
0%
1%
2%
3%
4%
5%
6%
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100
Engagement Score (%)
3rd sector mean score
% o
f sur
veys
Engagement in the third sector
For profit mean score
Pride
Longevity
Endeavour
Advocacy
Care
4
Engagement comparison - detail
3rd sectormean Privatesectormean
• Basedon108thirdsector&415 privatesectorprojects• 580,000 respondents
8%
3%
3%
1%
5%
5
• Igetasenseofachievementfromworkingatmyorganisation9%
• IamproudtosayIworkformyorganisation8%• Ithinkthepay&benefits Ireceivecomparefavourablywithotheremployersinourindustry7%
•Mypayislinkedtomyperformanceandcontribution6%•MymanagershowsappreciationfortheworkIdo5%
Pointsabove
5 areas where the third sector out performs
6
• Iamsatisfiedwiththeflexibilityofmyhours6%• Iknowhowwellorganisationisdoingagainstaimsandobjectives4%
• Ihaveresponsibilityfordecisionsregardingmywork4%
• Iwouldstillliketobeworkingatmyorganisationintwoyears'time3%
•Myworkloadisreasonable2%
Pointsbelow
5 areas where the third sector under performs
Key drivers of engagement in the third sector
Mycareerdevelopmentaspirationsarebeingmet
MyjobmakesthebestuseoftheskillsandabilitiesthatI
have
Ifeelvaluedandrecognised
Iunderstandtheaimsand
objectivesoftheorganisation
Myjobischallenging
8
Thegoodnews:
• Powerfulmissions, andinterestingchallengingworkdriveengagementinthethirdsector
• Managerstendtoshowmoreappreciation,andpeoplefeelmorevaluedandrespected
• Employeesexpresshigherlevelsofsatisfactionwithpayandbenefits
Summary
Thechallenges:
• Bringingtheongoingworkandimpactoftheorganisationaliveinameaningfulway
• Providingemployeeswithanappropriatesense/amountofcontrolover:
– Decisionmaking– Workload– Flexibleworking
• Lowintentiontostay...aninevitablefeatureofthesector,ornot?
9
April 5 www.the-eea.com
Adrian Phipps
ENGAGEMENT@CANCERRESEARCHUK:THENEXTSTEPONTHEJOURNEY
We’reaskingourselves3bigquestions….
Howdoweknowwhenhighengagementsurveyresultsare“real”?
Shouldwerecogniseadifferencebetweenengagementwiththecause andengagementwiththepersonyouworkfor?
Howcanweenablemanagersateveryleveltohaveopen,honestconversationswiththeirteam?
ABigAmbition – 3in4survivorsby2034
88%
IamproudtosaythatIworkforCRUK
IwouldstillliketobeworkingforCRUKintwoyears’time
WorkingatCRUKinspiresmetodothebestworkIcan
IwouldrecommendCRUKtofriendsandfamilyasagoodplacetowork
IcareaboutthefutureofCRUK
97%
86%
72%
87%
98%
Overall
Historically,CRUKhasveryhighengagementscores
Twoverydifferentorganisationsdoingsomeconsistentthings
Createacommonlanguageforteamdiscussionsonengagement
Givemanagersactivesupport
Acceptthatnoteveryonecanbeapeoplemanager– lookforself-awareness,opennesstofeedbackandwillingnesstoact
Holdmanagerstoaccountforhowtheyengagetheirteams
70-80 55
Fewerquestions Simplerreports Managerinsight
We’verefinedourapproach tofocusonencouraging greatconversations
OurManagerInsightsectionofthesurvey
My results
Overallaveragescore:3.4#participants: 5
Belowisthepercentageof yourdirectreportswhostronglyagreed,agreed,etc.withthestatementsgiven.Foreachquestionyouwillalsoseetheaverageresponsescore,outof 5(1beingstronglydisagree,5stronglyagree)
Myaveragescore
Benchmarkaverage
1. Mylinemanagercommunicatesclearlywhatisexpectedofme
2. Mylinemanagercoachesandsupportsmetomeetmylearninganddevelopmentneeds
3. Mylinemanagertrustsmetodoagoodjob
4. Mylinemanagerrecognisesandshowsappreciationformygoodwork
5. Mylinemanagerencouragesmetosuggestnewideas
6. Mylinemanagermakessuretosharerelevantinformationwithme
7. MylinemanagerhelpstheteamunderstandhowourworksupportsCRUKsaims
8. Mylinemanagerprovidesclaritywhendecisionsaremadethatarerelevanttome
9. Mylinemanagergivesmeregularfeedbackonhowiamdoing
10.Mylinemanagermotivatesmetogivemybest
11.Mylinemanagertakesstepstochallengeandimproveindividualperformance
12.Mylinemanagerseeksfeedbackonhis/herownperformancefromtheteam
Thequestions
Howweintendtousethesurveyresultstoencourageconversation
Coaching Action learningsets
Masterclasses onkeypeople
managementtopics
Resources
Receiveyour‘ManagerInsight’reportbyemail
Thepeoplemanagerexperience
1Discussyourresultswithmanageranddirectreports
Usethistoimprovehowyoumanagepeoplegoingforward
2 3
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