Engage for Success - Presentation

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1. Employee Engagement and Innovation EUWIN Conference 2. BACKGROUND 19/12/2013 PRESENTATION TITLE IN FOOTER 2 3. THE BIGGER PICTURE 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. 26/11/13 ENGAGEMENT AND INNOVATION 3 4. MOVEMENT STRUCTURE 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. 26/11/13 ENGAGEMENT AND INNOVATION 4 5. 19/12/2013 ENGAGEMENT AND INNOVATION 5 6. WHAT IS ENGAGEMENT? > A workplace approach designed to ensure that employees are committed to their organisations 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. > Its all about the people! 26/11/13 ENGAGE FOR SUCCESS 2013 5 7. ENGAGEMENT AND INNOVATION ARE WE CLEAR? See and feel the impact of disengagement every day! 19/12/2013 ENGAGEMENT AND INNOVATION 7 8. ENGAGEMENT AND INNOVATION ARE WE CLEAR? Incremental Improvement Radical Advance Innovation is about harnessing and exploiting good ideas, whether big or small, to make us better at what we do People that have ideas and people who turn ideas to reality 19/12/2013 ENGAGEMENT AND INNOVATION 8 9. ENGAGEMENT AND INNOVATION ARE WE CLEAR? We have all seen and fundamentally get the connection between employee engagement and firm performance: - Productivity Profit Customer service Efficiency But the link between engagement and innovation? 19/12/2013 ENGAGEMENT AND INNOVATION 9 10. WHAT DID THE RESEARCH TELL US? Julian Birkenshaw 1. We know employee engagement matters: there is solid evidence that companies with highly-engaged employees outperform those with lessengaged employees. 2. We know innovation matters. While there is no direct link between R&D expenditure and firm performance, studies looking more systematically at the underlying process provide evidence that companies investing in innovation outperform those that do not. 3. The link between engagement and innovation, while intuitively obvious, has not been carefully studied in the management literature. 19/12/2013 Page 10 ENGAGEMENT AND INNOVATION 11. WHAT DID THE RESEARCH TELL US? Engaged employees simply work harder, so they provide greater and higher quality inputs (Sauermann & Cohen) Innovation Inputs Engaged employees look for new ways of adding value to the process, e.g. continuous improvement, making connections, collaborating (Sparrow) Innovation Process Engaged employees find direct opportunities to innovate, they come up with ideas and follow them through (Pinchott, Kanter, Birkinshaw, Burgelman) Innovation Outputs High levels of employee engagement lead to greater levels of innovation 19/12/2013 Page 11 ENGAGEMENT AND INNOVATION 12. WHERE HAVE WE FOCUSSED OUR ATTENTION? Focussed our energy on identifying what drives and enables an innovative culture Identified how that links back to the four enablers of engagement Identified the measures, case studies and tools that will enable organisations of all sizes to realise the potential of all of their employees to innovate enabling incremental improvement through to radical advance 19/12/2013 ENGAGEMENT AND INNOVATION 12 13. WHAT DID WE FIND? The words and the music matched at all levels There was an energy and commitment to engagement to drive innovation There was a clarity that incremental and radical where both valued Most of all there was a link back to the four enablers . Enablers of Engagement 1.Strategic narrative 2. Engaging managers 3. Employee voice 4. Organisational Integrity 19/12/2013 ENGAGEMENT AND INNOVATION 13 14. ENGAGAMENT AND INNOVATION Links to the four enablers Enablers of engagement Enablers of innovation Strategic Narrative 1. Thought strategically and often take the long-term view 2. Customer-focused and market-oriented Engaging Managers 3. Senior managers demonstrated through words, actions and resources that innovation was important 4. Employees where empowered to experiment and make decisions; things could happen without much bureaucracy or fear of blame if things dont go well Employee Voice 5. Transparent organisation; communicate clearly and often with each other, whatever the level or team 5. Encouraged to and have the opportunity to question and challenge the way we do business in our own and other parts of the business Organisational Integrity 7. Innovation is embedded in our values and is expected from everyone 8. Those who innovate get recognised and rewarded in our business 19/12/2013 Engagement and Innovation 14 15. ENGAGAMENT AND INNOVATION Links to the four enablers Enabler Self rating Still in the blocks 1. Our senior managers demonstrate through words, actions and resources that innovation is important for our company 4. We feel empowered to experiment and make decisions; we can make change happen without much bureaucracy or fear of blame if things dont go well 5. We are a transparent organisation - we communicate clearly and often with each other, whatever our level or team 6. We are encouraged to question and challenge the way we do business and give ideas on how things can be improved in our own and other parts of the business 7. Innovation is embedded in our values and is expected from everyone 8. Front of the pack We are customer-focused and marketoriented 3. Actions to improve We think strategically and often take the long term view 2. In the In the game running Comments Those who innovate get recognised and rewarded in our business Once you know where you are we will provide you with the case studies and the tools to help you try to move your position Engagement and Innovation 15 16. ENGAGAMENT AND INNOVATION Links to the four enablers Enablers of engagement Enablers of innovation Strategic Narrative 1. Thought strategically and often take the long-term view 2. Customer-focused and market-oriented Engaging Managers 3. Senior managers demonstrated through words, actions and resources that innovation was important 4. Employees where empowered to experiment and make decisions; things could happen without much bureaucracy or fear of blame if things dont go well Employee Voice 5. Transparent organisation; communicate clearly and often with each other, whatever the level or team 5. Encouraged to and have the opportunity to question and challenge the way we do business in our own and other parts of the business Organisational Integrity 7. Innovation is embedded in our values and is expected from everyone 8. Those who innovate get recognised and rewarded in our business Engagement and Innovation 19/12/2013 16 17. ENGAGAMENT AND INNOVATION Links to the four enablers Our senior managers demonstrate through words, actions and resources that innovation is important for our company Still in the blocks Indicators In the running Innovation isnt a topic thats discussed by senior managers Innovation activity is reserved to a small number of people and teams and senior managers The organisation is fairly internally focused, with senior managers spending little or no time looking for ideas from outside the business There is little or no resource dedicated to innovation People focus on their day-to-day job and we are not encouraged / allowed to spend time exploring new ideas or implementing innovation / change. Front of the pack Some senior managers talk about innovation that is happening and needs to happen. Its a relatively recent thing and we are starting to hear more Some senior managers spend their time leading on and supporting innovation work inside the organisation Some senior managers spend time exploring innovation and seeking inspiration from outside the organisation Resources financial and people are allocated to experimenting with new ideas and implementing change in pockets of the business We can take time out of our everyday roles to explore new ideas and implement innovation / change from time to time Many if not most senior managers regularly talk about innovation that is happening and needs to happen in the organisation Many if not most senior managers spend their time leading on and supporting innovation work inside the organisation Senior managers spend time exploring innovation and seeking inspiration from outside the organisation Resources financial and people are allocated to experimenting with new ideas and implementing change across the whole business We are regularly given time out of our everyday roles to explore new ideas and implement innovation / change. Top stories about this enabler Innocent 19/12/2013 Redgate Software HCL Ellas Kitchen ENGAGEMENT AND INNOVATION 17 18. ENGAGAMENT AND INNOVATION The case studies Recruiting entrepreneurs Just go with it 70% confidence Sweat the small stuff day Down tools 9 postcards Whiteboard tours HCL The Value portal Mad Jam American Idol The Power of One 10 Case studies that link back to the enablers Allow you to learn and apply Ellas thinking day Give it a go programme Ellas classroom 19/12/2013 ENGAGEMENT AND INNOVATION 18