Employee engagement: what simple steps are
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Sponsored by: Employee engagement: what simple steps are you missing? Ben Willmott Head of Public Policy CIPD Raffaela Goodby Head of OD, Engagement and Well Being Birmingham City Council Carlie Bryan Reward Manager - Benefits and Recognition / HRD BDO * Moderated by Alex Whitson, Head of Content, PM Webinars
Sponsored by: Poll 1 Does your organisation have an established reward and recognition scheme in place? a. Yes b. No
Developing engaging leaders Ben Willmott Head of Public Policy Chartered Institute of Personnel and Development
Managers are leaders too Engaging for success: enhancing performance through employee engagement The four broad enablers of employee engagement: • Shared purpose • Integrity • Voice • Engaging managers
Concepts of leadership are changing • “If organisations expect the resources [of leadership] to reside in a few gifted people, they will be sowing the seeds of their own destruction, since a culture that sustain such a conception of leadership will reinforce dependency and encourage passivity. This will be barren ground for nurturing the massive potential within its walls.” Beverly Alimo Metcalfe (Engaging leadership; creating organisations that maximise the potential of their people, 2009, CIPD).
We’ve a long way to go – employee attitudes to senior managers • 38% of employees agree they trust their senior managers; 35% disagree • 25% of employees agree the senior managers consult employees before making important decisions; 52% disagree • 39% of employees say they have confidence in their senior leaders; 34% disagree (CIPD 2013 Winter Employee outlook survey)
‘Reality gap’ in the capability of UK plc’s 8 million people managers • Eight out of ten managers say they think their staff are satisfied or very satisfied with them as a manager whereas just 58% of employees report this is the case. • This ‘reality gap’ matters as the survey finds a very clear link between employees who say they are satisfied or very satisfied with their manager and those that are engaged • Six in ten (61%) of managers claim they meet each person they manage at least twice a month to talk about their workload, meeting objectives and other work-related issues. • However, just 24% of employees say they meet their managers with such frequency. • More than 90% of managers say they sometimes or always coach the people they manage when they meet, while only 40% of employees agree.
What does engaging leadership look like? CIPD research highlights the management behaviours that underpin sustainable employee engagement • reviewing and guiding • providing appropriate levels of autonomy and empowerment • taking an interest in the individual • providing feedback, praise and recognition • having a personal manner
Closing the knowing-doing gap • Core purpose/strategic narrative • Values are important but only if they underpin behaviour • There needs to be a common language on leadership that business leaders, HR and managers understand. • Some sort of leadership capability framework is needed to underpin leadership development activities at all levels • Management capability audit • Data is key – from manager appraisals, 360 degree feedback, staff survey results • What learning interventions actually embed behaviour change?
Leadership development Evidence base is poor but suggests that three areas are important: • Leader identity • Authenticity • Learning orientation
Sponsored by: Poll 1 - Results Does your organisation have an established reward and recognition scheme in place? a. Yes b. No
Sponsored by: Poll 2 Do you feel that the recession has had an impact on how your company implements its reward and recognition scheme? a. Yes b. No c. Not sure
Engaging the front line Raffaela Goodby Head of OD, Engagement & Well Being raffaela.goodby@birmingham.gov.uk People Management 23rd May 2013
Birmingham City Council C48,000 employees – less everyday 600 locations in Birmingham Significant downsizing agenda with £650m less Range of jobs-solicitors, gravediggers, social workers, finance officers, planners, economists, homeless support, corporate parents , refuse collectors, parks, policy, politics…. 1.2 million citizens People Management 23rd May 2013
Engaging at all levels Visible, empowering leadership providing a strong strategic narrative about the organisation, where it’s come from and where it’s going. Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people. There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution. There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say –do’ gap. http://www.engageforsuccess.org
The BEST programme • BEST Leaders – change champions • Measured and evidenced through annual appraisal • Bottom up empowering approach • Flexible for all job groups – front line • Dedicated BEST leader development around themes • Strong leadership from CEX and Elected Members • Actions for improvements • Recognition and reward
A Fresh Start to Employee Engagement 2012/13 Employee Voice – A My Birmingham Listening Leadership Rewards – Employee Benefits Colleague Community – Agile Employee Health & Working Well Being
….
Engage for Success Practitioner Group http://www.engageforsuccess.org laura@engageforsuccess.org #e4s Raffaela Goodby Head of OD, Engagement & Well Being Public Sector People Manager’s Association raffaela.goodby@birmingham.gov.uk http://www.ppma.org.uk @ppmawestmids People Management 23rd May 2013
Sponsored by: Poll 2 - Results Do you feel that the recession has had an impact on how your company implements its reward and recognition scheme? a. Yes b. No c. Not sure
Sponsored by: Poll 3 How important is developing an employee engagement programme in your overall HR strategy? a. Very important b. Quite important c. Somewhat important d. Not important
EMPLOYEE ENGAGEMENT People Management & Red Letter Days For Business Webinar CARLIE BRYAN MAY 2013
EMPLOYEE ENGAGEMENT Speaker bio •Carlie Bryan – Reward Manager: Benefits & Recognition •Due to recent restructure role now includes compensation •Joined BDO in September 2011 •Contact details: +44(0)20 7893 2106 (DDI) +44(0)7580984858 (Mobile) carlie.bryan@bdo.co.uk 55 Baker Street London. W1U
EMPLOYEE ENGAGEMENT Company info • BDO is the award-winning UK member firm of the BDO international network, the world's fifth largest accountancy organisation. • Founded in 1903 as Stoy & Co. • In 1994 became a member of BDO International network. •In 2002, became a single national partnership with an associated office in Belfast and converted to LLP status in January 2004. • Recently merged with PKF (UK) LLP in Spring 2013, under the BDO brand the firm now has some 3,500 people in 24 offices in the UK generating revenues approaching £400 million.
EMPLOYEE ENGAGEMENT Identifying the needs • Researched into what appropriate engagement tools should be; • Diversity of workforce • Difference in demographic • Sensitivity to local and national issues • Undertake annual engagement survey • Set-up forums and groups to enable staff to have a voice • Social events involving all staff
EMPLOYEE ENGAGEMENT Engagement Forums • Staff Engagement Group (SEG) – Chaired by Managing Partner and sits every two months with annually rotating membership. • Recognition scheme – Firm wide award scheme offering financial and non financial rewards • Engagement sessions – Quarterly held sessions with Directors and Lead Partners to discuss firm wide issues • Talking point – Monthly magazine to all staff • Insite – Internal intranet pages enabling staff to publish stories and comments about what’s going on in the business • One Firm challenges
EMPLOYEE ENGAGEMENT Summary • Keep it simple and consistent • No hard and fast rule • Don’t expect to get it 100% right • Give workforce a voice and keep listening • Adapt to changing needs of workforce
THANKS FOR LISTENING
Sponsored by: Poll 3 - Results How important is developing an employee engagement programme in your overall HR strategy? a. Very important b. Quite important c. Somewhat important d. Not important
Sponsored by: Q&A
Sponsored by: THANK YOU
You can also read