northern ireland branch committee driving employee engagement 2012 supported by:

Northern Ireland Branch Committee

Driving Employee Driving Employee Engagement 2012Engagement 2012

Supported by:

A Word from our A Word from our Sponsor….Sponsor….

Eamonn DawsonEamonn DawsonHead of Business DevelopmentHead of Business Development



Supported by:

CIPD – Northern Ireland

The steps to build and sustain social engagement of staff at work

Derek Mowbray

The Wellbeing and Performance Group:OrganisationHealth – www.orghealth.co.ukThe Management Advisory Service – www.mas.org.uk The Resilience Training CompanyLifestyle@Work

http://www.orghealth.co.uk/

http://www.mas.org.uk/

Outline of this presentation

The problems at work

The solutions

Explaining engagement

Steps to build and sustain social engagement

The problems at work

Setting the scene – why is this important?

trust

communicationinvolvement

team working

career opportunity

commitmentvalues

job challenge

pay

openness

encouragement

performanceappraisal

worklifebalance

trainingdevelopment

engagement

poorrelationships

ambiguity

poorleadership

quickfix

harassment

intimidation

conflictisolation

excessdemand

insecurity

boredom

presenteeism

escape

bullying

procedures occupationalhealth

policies employeeassistance

Engagement andhigh

performance

Presenteeism andpoor

performance

No performance

Explaining engagement

Loyalty previous good, supportive relationships between employer and employee

EconomicCosts and benefits of remaining compared to leaving current employer

Types of engagement

SocialPsychological ‘flow’, Strong psychological contractCommitmentTrust‘feeling at one with the world’FocusedSatisfiedHappy

Types of engagement

What is engagement?

A positive, fulfilling, work-related

sense of attachment that is characterised by:

•Vigour•Dedication•Absorption

High levels of energy and mental resilience whilst working,

a willingness to invest effort into one’s workand persistence in the face of difficulties

Vigour

Strongly involved in one’s workand experiencing a sense of significance,

enthusiasm, inspiration, pride and challenge.

Dedication

Fully concentrated and happily engrossed in one’s work,

whereby time passes quickly and one has difficulties in detaching oneself from work

Absorption

The solutions

A Change model

Baking a cake model

1. What kind of cake?2. Ingredients3. Mixing ingredients4. Oven temperature5. Duration of cooking6. Testing progress7. Is it a good cake?

TrustTrust CommitmeCommitmentnt EngagemeEngageme

ntnt

CommitmentTrust

Engagement

Organisational Culture

Leadership and

ManagementStyle

Personal ResilienceLifestyle@Work

Th

e

Org

an

isati

onCharacteristics

of a resilient andhealthy organisation

Ingredientsto create and

sustain a resilient and

healthy organisation

A buzz with high level performance

A capacity to respond effectively to internal and external pressures faster and more effectively than their competitors

A capacity to renew themselves rapidly

A capacity to determine their own future and shape their own destiny

A capacity to be ‘ambidextrous – deliver effective and efficient products and services at the same time as adapting to changes in their environment.

Unambiguous purpose Vision Values aligned to personal values Culture aligned to wellbeing and performance Corporate strategy with the workforce at its centre Structure – flat as possible Rules that promote wellbeing and performance Problem solving capacity Strong and important partners

MAS

Lead

ers

hip

Lead

ers

hip

Characteristicsof effectiveleadership

Ingredientsof an effective

leader

Awareness Markets Economics Politics Emotions

Setting scenes Accessible Persuades followers Shares responsibility Resilience Prevents distress Resolves conflicts Accountable Delivers results

Self awareness Ability to share responsibility, motivate and engage with followers Ability to persuade Ability to provoke commitment and trust Integrity Resilience

Lif

esty

le@

Wo

rk

Characteristics of a positive

Lifestyle@Work

Ingredients to create and sustain

Lifestyle@Work

• Fit, healthy and smiling staff• Palpable energy• Customer focus• Healthy physical environment• Healthy social environment• Healthy technological

environment• Life made easy to live• Busy • Smart casual• Courtesy

Nutrition Exercise Team working Ergonomically designed workplace Information technology Effective job design Time management Training and development Manager meetings Ease of access

Characteristics of a resilient individual

In

div

idu

al

Enthusiasm for life and work.

Capacity to see the future and ‘to go for it’.

Capacity to cope with threatening events without experiencing disabling distress.

Attitude towards life and work that is positive, full of energy and determination.

Capacity to see the options, and to adapt effectively to meet and overcome challenges.

Ingredientsfor a resilient

individual

Self awareness Determination Vision Self confidence Organisation Problem solving Interaction Relationships

©Derek Mowbray 2011

Steps to build and sustain social engagement

CommitmentTrust

Engagement

Organisational Culture

Leadership and

ManagementStyle

Personal ResilienceLifestyle@Work

Characteristics of a healthy organisation

A buzz with high level performance

A capacity to respond effectively to internal and external pressures faster and more effectively than competitors

A capacity to renew themselves rapidly

A capacity to determine their own future and shape their own destiny

A capacity to be ‘ambidextrous – deliver effective and efficientproducts and services at the same time as adapting tochanges in their environment

A Charter for wellbeing and performance

Mowbray Corporate Resilience Development Framework

Purpose‘Big Idea’

Architecture

Flat Rules

Vision Values CultureStrategy RecruitmentJob Challenge PayTeams InvolvementOpenness CommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship

Behaviour

Attentive TrustworthyWisdom Assertive

Intelligence with humourPassion

Committed ambitionTension Needs

Nurture

Resilience

Self awareness DeterminationVision Self confidence

Organisation Problem solvingInteraction Relationships

Actions

NutritionExercise

Team workingErgonomics

Information technologyTime management

MeetingsAccessibility

Big Idea

Purpose



Architecture

Flat Rules


Behaviour




Nurture

Resilience



Actions

NutritionExercise




Structure



Architecture

Flat Rules


Behaviour




Nurture

Resilience



Actions

NutritionExercise




Long, medium and short timescales

Rules - Vision

PeoplePersonnel

MoneyCommitment

TrustEngagement

Rules -Values

Values are the drivers of the organisation and its people

Rules - Culture

CommitmentTrust

CitizenshipWellbeing and Performance

Rules - Culture

Rules - Corporate strategy

PreventionOrganisation health

Adaptive leadership and managementCorporate and Personal resilience

Lifestyle at work

Prevent deteriorationStress risk surveys

Policies and proceduresOccupational health

General practiceTherapy

Absence managementEmployee assistance

RestorationReturn to work initiatives

Occupational healthGeneral practice

TherapyAbsence managementEmployee assistance

PalliationTherapy

Return to work initiativesVoluntary work

Next generationOrganisation healthManager behaviour

ResilienceLifestyle at work



Architecture

Flat Rules

Vision ValuesCultureStrategyRecruitmentJobChallengePayTeamsInvolvementOpennessCommunicationCareer EncouragementPerformance appraisalWorklife balanceTraining and developmentCorporate citizenship

Behaviour

AttentiveTrustworthy

WisdomAssertive



Nurture

Resilience

Self awarenessDetermination

VisionSelf confidenceOrganisation

Problem solvingInteraction

Relationships

Adaptive Leadership style

Elephants in the room – resolved Shared responsibility for the organisation

Independent thinking encouraged Leadership capacity increased

Institutionalised learning

Behaviour

Behaviour



Architecture

Flat Rules


Behaviour




Nurture

Resilience



Actions

NutritionExercise




Lifestyle@Work Manager actions

Nutrition

Energy creating food

Management

Co-ordinationPlanning ControlMeetings Teams

Performance appraisal

Exercise

Walking

Ergonomics

Office design for purposeEquipmentInformation technologyUse of spaceAccessibility



Architecture

Flat Rules


Behaviour




Nurture

Resilience



Actions

NutritionExercise




‘the capacity to mobilise personal features that

enable individuals, groups and communities

(including controlled communities such as a workforce) to have an attitude to tolerate,

overcome and be strengthened by adverse events and experiences’. (Derek Mowbray 2010)

What is resilience?

©Derek Mowbray 2010

Personalcontrol

overoneself

Personalcontrol over responses to

events

Personalcontrol overresponses to

people

A Change model

Baking a cake model

1. What kind of cake?2. Ingredients3. Mixing ingredients4. Oven temperature5. Duration of cooking6. Testing progress7. Is it a good cake?

Thank you

[email protected]



Supported by:


A Local Case Study…A Local Case Study…Ann-Marie SlavinAnn-Marie Slavin

Opt2VoteOpt2VoteSupported by:



Supported by:

Engage For Success

David Macleod

Cathy Brown

WELCOME

Introduction

The big picture for work

Where did Engage for Success come from?

Who are we and where are we going?

The Practitioner Group

How to get involved

Q&A

19/04/23 ENGAGE FOR SUCCESS 2012 56

THE BIGGER PICTURE

19/04/23 ENGAGE FOR SUCCESS 57

The 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.

WHERE WE CAME FROM

>On March 29th, 2011, the Prime Minister gave his backing to a new independent Employee Engagement Task Force during a launch event at 10 Downing Street.

>

>The Task Force is supported by the Department for Business Innovation & Skills because its work supports two of the UK Government’s top priorities – delivering sustainable growth for the UK, and promulgating new approaches to help people improve their wellbeing.

>The Task Force has spearheaded a movement that brings together the experience of leading practitioners, the ideas and research of leading academics, and the findings of think tanks, to share learning, ideas and practical guidance on ‘the what, the why and the how’ of employee engagement. It builds on the report ‘Engaging for Success’, which David MacLeod and Nita Clarke produced in 2009 for the Department for Business, Innovation and Skills.

>

>The Engage for Success movement is widely supported across the UK, involving the public, private and third sectors, in the belief they can learn a lot from each other. Organisations supporting the movement account for more than 2,000,000 people.


OUR SPONSORS


MOVEMENT STRUCTURE


ENGAGE FOR SUCCESS PROJECT & COMMUNITY GROUPS


OUR PURPOSEEngage 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.

What Engage For Success does

>Raises awareness of employee engagement

>Equips people to develop and deploy employee engagement approaches

>Evidences points of view and provides practical ideas and tools for action

>Provides access to and support from like-minded communities


THE FOUR ENABLERS OF ENGAGEMENT


HOW DO I JOIN IN?

19/04/23 PRESENTATION TITLE IN FOOTER 64

THE PRACTITIONER GROUP

Why we’re hereShare and help each other with engagement challenges Learn about the task force areas of focus and contributeGet connected – grow & accelerate our practitioner movement

Core Practitioner Team

Sharon Darwent, BTStella Power, Cabinet OfficeDavid Littlechild – Lloyds Banking GroupMark Gregory – BAE SystemsRaffaela Goodby – Birmingham CouncilRichard Hortop – Serco

Cathy Brown – Community Manager

IN OUR OWN WORDS

19/04/23 PRESENTATION TITLE IN FOOTER 66

Highlands/Islands

GlasgowSunderland

ManchesterPresto

n

Birmingham

Kent

London

Bristol/Exeter

Cornwall

Cardiff

Belfast

Falkirk

Leeds

Practitioner Events11 have been held, – just over 250 peoplehave been able to attend an event in the last 12 months

New Events Planned:

PRACTITIONER EVENTS

Where When

Stirling November

Glasgow January

Belfast January

North Wales December

Preston November

Highlands/Islands Spring 2013

Portsmouth November

Sheffield December

Brighton Spring 2012

Edinburgh

Stirling

Second Events PlannedFirst Events Planned

North Wales Sheffield

Portsmouth

CONNECT WITH US

@Engage4Success #E4S

Engage for Success Youtube channel sharing updates and other videos

Company page and 4 groups •Task Force 13 •Practitioners 211,•Gurus 176•Open group 85

Blog - sharing updates, guest bloggers and more

Early days – reaching out to individual employees

Various sharing sites - being where our audience is.

Supporting the development of our community and aiding communications

Copyright @Engage For Success 2012

HOW TO GET IN TOUCH

Email us at [email protected]

Look us up at www.engagingforsuccess.org

Thank you, and any questions?


mailto:[email protected]

http://www.engagingforsuccess.org/


Cathy Brown

ENGAGE FOR SUCCESS


Q & AQ & A

Supported by:


Supported by:

Thank You

www.cipd.co.uk/branch/nireland

northern ireland branch committee driving employee engagement 2012 supported by:

Documents

work slide

performance slide

social engagement slide

explaining engagement

dedication slide

work absorption slide

employee engagement

engagement steps