employee engagement - fad or performance factor?
DESCRIPTION
John Smythe's slides from a talk delivered to the Welsh Government, November 2013. For attached notes: http://www.engageforchange.com/fad-or-performance-factor/TRANSCRIPT
Employee engagement – fad or performance factor (see also notes pages)
John Smythe 11 11 13 Welsh Government
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Which workers are most engaged and productive?
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
3
Your menu
What is employee engagement?What engages you/your people?Problems with the conceptBe the ‘go to’ resource on employee engagement
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
4
Think of a project/period where you were really engaged, fired up, productive and enjoying it
What brought about your engagement?
What engages you?
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
5
How would you recognise an engaged person/group? ……………………………………….
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
6
What do engaged people do?
Enjoy their work whatever they do Make it their job to do it better Risk speaking upwards to challenge and innovate Make it safe for people to challenge up Self organise – less need for costly supervision Take responsibility Collaborate within & beyond their ‘border’ Resolve difficulties locally Demonstrate awareness of personal limits Are generous
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
7
“I decide when to engage myself, not you boss”!
We engage ourselves when we are invited to challenge in safety, and to contribute to every day operational decisions and big ticket strategy and change that affects us, which we can improve
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Benefits of engagement are not enablers/drivers
IP Engage for Change 2013
8
Benefits eg:
• Discretionary effort
• Better decisions
• Better strategy, change
• Better operational processes
• Compelling place to work
• Customers enjoying better
service (from engaged
employees)
Enablers (EfS)
• Strong strategic narrative
• Engaging managers• Employee voice• Integrity
• = + + + + + + + + + + + + + +
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
9
“A culture of distributed leadership enables people to liberate their creativity to deliver great results for their institution and themselves”
What engages us?
BY: Inviting employees who deliver the
end result to contribute to day to day decisions, strategy and change in a well governed way.
Leaders at every level who have the self knowledge, discipline, appetite & capability to engage people in in decision making
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
10
Tellingthe many what has been decided by the few
OUTCOMEHooligans orspectators
Sellingto the many what has been decided by the few
OUTCOMECompliant collaborators
InclusionDriving accountability down by implicating people as individuals in execution
OUTCOMEWilling collaborators
Co-creationJudging who will add value if included in front end decision forming for change & strategy
OUTCOMEPersonally committed reformers
From command and control to a more mutual culture
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
11
Choices of approach open to leaders
“There is a 5th way -they decide but don’t
even bother telling us”
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Overwhelming business case (Engage for success data)
CBI: engaged employees take 2.9 sick days/disengaged 6.19 days Towers Perrin: operating margins 3x higher in engaged workforces M&S: stores with improving engagement delivered £62m more sales Kenexa: In the US companies with engaged staff have highest customer sat BAE: engaged staff reduced plane construction time 25% BAE: same staff found £26m in savings in two sites Gallup: disengaged organizations have 62% more accidents Gallup: engaged staff say that work brings their creative ideas – 59% vs 3% Aon Hewitt: engaged organizations give 22% higher returns to shareholders Total UK: double digit £ms in efficiency savings + new revenue lines (EFC) Kenexa – increased engagement could add £26B to UK GDP
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
13
Mercenaries
3%Disconnected
20%
Hostages
28%Fence-sitters
16%
Apostles
33%
Business case? – UK 25,000 workers YouGov/EfC
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
14
Why now for employee engagement?
Loyalty for security Transactional relationship Velvet revolutions Democratic capitalism
Power over knowledge Digital flattens hierarchy
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Velvet revolutions
Lech Walesa at Gdansk Shipyard addressing workers
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
16
Coincidental social upheavals?
Protestors gathering in Tahrir Square,
Cairo, Egypt
Demonstrators marching through Habib Bourquiba Avenue, Tunis
Political dissidents in Sana’a, Yemen demanding the resignation of the president
Protests in Duma, Syria
The Arab Spring
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
17
Problems with employee engagement
Definitions & enablers/drivers – more to do locally/internationallyC suite full of boomers and Xers bought up on C&C and ‘lovin it’Command and control, hierarchical leadership sugared by
employee engagement ‘magic spray’:Turbo charged top down communication masquerading Learnt behavioural performances which don’t lastPresentational concessions to mutuality:
Dress codesFirst namesOpen doors/walking floorsCharm offensives by leaders
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
18
Be the ‘go to’ resource on employee engagement
1. The behaviour/role model of leaders, managers & supervisors – Generous Leadership; ‘guides not gods’
2. Engaging widely and deeply to drive transformation, change, strategy & operational improvement via disruptive interventions
3. Internal communication that enables engagement 4. Engaging widely to deliver inside-out customer/brand promise5. Helping a new C Suite members to engage with the organization in
his/her first 300 days 6. Helping functional teams (Comms/HR/L&D/Mkt/Finance etc) to be role
models
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
The shifting nature of leadership
Complexity requires new capabilities beyond the individual
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Leadership & culture - gods to guides
Capabilities to create context
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Leadership & culture - gods to guides1
Capabilities to manage participation
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Management drivers of engagement and performanceCreates space for teams and individuals to test and explore whilst ensuring short
term demands are met (0.13)
Accepts challenge and addresses questions (0.11)
Provides insight and explanation to help create a clear context for the work we do (0.10)
Identifies the right people to contribute given the demands of different situations (0.10)
Creates value by engaging others (0.09)
Communicates clear messages about what
needs to be done
Has the knowledge needed to lead our team
in the work we doIs adept at dealing with different personalities
Helps members of the team overcome
resistance to change
Invites people who can make a difference to be involved, irrespective of
level of seniority
Helps groups integrate different perspectives to
create sustainable solutions
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
23
Be the ‘go to’ resource on employee engagement
1. The behaviour/role model of leaders, managers & supervisors – Generous Leadership; ‘guides not gods’
2. Engaging widely and deeply to drive transformation, change, strategy & operational improvement via disruptive interventions
3. Internal communication that enables engagement 4. Engaging widely to deliver inside-out customer/brand promise5. Helping a new C Suite members to engage with the organization in
his/her first 300 days 6. Helping functional teams (Comms/HR/L&D/Mkt/Finance etc) to be role
models
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 24
How would you recognise it - Ruby & Geraldine’s contrasting experiences
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Total UK: “We had to disrupt the ‘dirigiste’ top down norm”
Action for recovery:
Survive, Recover, Thrive
Top down….
…Or bottom up….Double digit millions in savings bottom up and “twice the speed of top down”; Paris 25
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 26
1. Elites decide; often secretly2. Messages formed3. Messages delivered 4. Messages impact checked5. Messages reinforced
= Command, control, align & coerce
Geraldine suffered this familiar pattern of command & control communication:
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Whose shoes would you rather be in?
27
Ruby’s Geraldine’s
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 28
Generalists solve complex problems
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Employees need the same view / data / experience as decision makers at the front of the train
Better still let them collect it
Complete transparency of data
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 30
Getting people into the breakthrough zone
Daily operations, transactional responses
Good for surviving
Bad for breakthrough
Flight, Fight BREAKTHROUGH ZONE
Hear what I thinkSolo & pairs Borrow B
uild Breakthrough
Group size escalation
1 hour recovery Needs dynamic experiences over
some hours
Enough!
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Strategy – ‘Need to Want’
31
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 32
Vision
To be the most relevant F&P practice we can be to our clients, our people and our firm
This means being The number one choice for our clients An employer of choice Vital to the achievement of our firm's vision and respected by
everyone in DLA Piper
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Our vision and strategy
33
Vision
CommunicationF&P offerings & knowledge
I to We Leadership capability Employer of choice
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
Visible progress
35
… plus a detailed reporting of savings within each business unit
Additional revenues plus cost savings
…..plus detailed programme impact reporting by Business Unit
Department
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 36
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
37
Get the ‘how to’ & receive discount via: www.gowerpublishing.com/isbn/9781409443247
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 38
The Engage for Change model for inclusive strategy, change etc
1. The vision/’where we need to be’ – simply stated2. Your default approach to engagement – enabler or
disabler?3. Negotiating who should be engaged – the power of
the peach4. A creative intervention to engage your leaders and
people5. Integrating the intervention as a part of business
strategy
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement
IP Engage for Change 2013
39
Be the ‘go to’ resource on employee engagement
1. The behaviour/role model of leaders, managers & supervisors – Generous Leadership; ‘guides not gods’
2. Engaging widely and deeply to drive transformation, change, strategy & operational improvement via disruptive interventions
3. Internal communication that enables engagement 4. Engaging widely to deliver inside-out customer/brand promise5. Helping a new C Suite members to engage with the organization in
his/her first 300 days 6. Helping functional teams (Comms/HR/L&D/Mkt/Finance etc) to be role
models
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 40
To be relevant in future…..
1. ‘In the tent’ advisor - challenging the pattern of top down, elite based decision making.
2. Negotiating with elites where others can contribute to add value and accelerate change & strategy - understand the demographics of the workforce.
3. Knowing how to create open source engagement experiences/interventions F2F & digitally…vs cascades.
4. Building the ‘engagement challenge’ into change & operational improvement processes.
5. Grafting engagement capability into training, development, performance management & recognition.
© Engage for Change 2011 This is the IP of Engage for Change and can only be reproduced in whole or in part with acknowledgement 41
And finallySir Wim Bischoff (chair Lloyds Banking Group) as a senior sponsor of Engage for Success
“employee engagement will become be one of the key health factors to be considered by shareholders” – the velvet revolution at work is becoming main stream