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the institute for employment studies
Successful Staff Engagement
Dilys Robinson
Background: IES’s research into employee engagement
Started in 2002 by defining and measuring engagement, and identifying engagement drivers in the NHS:Drivers of Employee Engagement 2004
Extended into other sectors and settings to test our early findings:Engagement: The Continuing Story 2007
Reviewed all the engagement evidence:Employee Engagement: A review of current thinking 2009
Most recently, investigated managerial behaviours:The Engaging Manager 2009
Programme for the session
What is engagement, and how is it measured?
Why does it matter?What helps and what hinders
engagement?The importance of the managerEngagement challenges
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Engagement: Definitions and Measurement
Engagement definitions: Companies
‘an emotional attachment to the organisation, pride and a willingness to be an advocate of the organisation, a rational understanding of the organisation’s strategic goals, values and how employees fit and motivation and willingness to invest discretionary effort to go above and beyond.’
‘the degree to which employees are satisfied with their jobs, feel valued,
and experience collaboration and trust. Engaged employees will stay with the company longer and continually find smarter, more effective ways to add
value to the organisation. ’
‘an outcome measured or seen as a result of
people being committed to something or someone in the business – a very best effort that is willingly given.’
‘the extent to which an employee feels a sense of attachment to the organisation
he or she works for, believes in its goals and supports its values.’
Engagement definitions: Consultancies
‘a state of mind in which employees feel a vested interest in the company’s successand are both willing and motivated to perform to levels that exceed the stated job requirements. It is the result of how employees feel about the work experience
– the organisation, its leaders, the work and the work environment’
‘can be seen as a combination of commitment to the organisation and its values plus a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract’
The Corporate Leadership Council
‘the extent to which employees commit to something or someone in their organisation, how hard they work and how long they stay as a result of that commitment’
‘maximum job satisfaction and
maximum job contribution’
Engagement definitions: Academia‘the harnessing of organisation
members selves to their work roles; in
engagement,people employ and express themselves physically, cognitively, and emotionally during role performances’
Kahn (1990)
‘a persistent, positive affective-motivational state of fulfilment’
Maslach et al. (2001)
‘An engaged employee extends themselves
to meet the organisation’s needs, takes initiative, is proactive, reinforces and supports the organisation’s culture and values, is in the flow, shares the values
of the organisation, stays focused and
vigilant and believes he/she can make a
difference’
Macey (2006)
‘being charged with energy’
Hallberg and Schaufeli (2006)
IES’s own definition
Based on inputs from 46 organisations:‘A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement which requires a two‐way relationship between employer and employee.’
Measuring engagement
Done via employee attitude surveys: IES Engagement Survey (12 statements) Towers Perrin Rapid Engagement Diagnostic Survey Roffey Park Institute’s Engagement Diagnostic Service Gallup Workplace Audit (known as the ‘Q12’) Utrecht Work Engagement Scale Workplace Insight Tool NetPromoter ‘People Survey’ for the civil service, NHS staff survey for the
NHS – nothing standard for local government yet …and many companies have their own measures,
developed in house or with a survey provider/consultancy
Measuring staff engagement in the NHS
NHS 2009 annual staff survey contained an engagement indicator for the first time● enables comparisons and benchmarking● also enables correlations with other data eg
patient satisfaction, absence, turnover● made up of responses to the following:
Care of patients/service users is my trust’s top priority
I would recommend my trust as a place to work
If a friend or relative needed treatment I would be happy with the standard of care provided by this trust
I look forward to going to work I am enthusiastic about my job Time passes quickly when I am at work
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Engagement Benefits
Why is engagement important?
Why does it matter? The engagement belief 1
The engaged employee:identifies with the organisationunderstands organisational context and
the bigger picturerespects colleagues and helps othersis willing to ‘go the extra mile’works to make the organisation better
… and so brings business benefits
Why does it matter? The engagement belief 2
Engagement
Performance
Experiences at work
Attitudes to work
Job characteristics
Personal characteristics
Predisposition
Virtuous circle
Why does it matter? Benefits identified from IES’s evidence reviewcustomer loyaltyemployee retentionbetter productivitypositive advocacyimproved performancereceptivity to changeenjoyable workhealth and well-beingself-efficacy
Why does it matter?It has Government backing
MacLeod Review of employee engagement (Oct 2008 to May 2009)
Reported 2009: Engaging for Success: enhancing employee performance through employee engagement by David MacLeod and Nita Clarke
Lots of evidence, case studies and support from big hitters in business eg Justin King at Sainsbury’s
Accepted in its entirety by the Government
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Engagement Barriers and Enablers
Enabling engagement: the drivers feeling valued and involved good management interesting, satisfying work with job autonomy two-way communication organisation is serious about staff safety,
equality of opportunity, corporate social responsibility and staff well-being seriously
development opportunities aligned performance – staff understand their
contribution reward and recognition (not necessarily
financial)
Engagement diagnostic tool: NHS
feeling valuedandinvolved
engagement
training, development and career
immediate management
performance and appraisal
equal opportunities and fair treatment
health and safety
co-operation
family friendliness
job satisfaction
communication
pay and benefits
Barriers to engagement
bureaucracy that stifles initiativeheavy workloads with little control over
thempoor day-to-day management poor communicationlack of trust in top teamjob insecurity
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The Role of the Manager
Highlights from IES’s ‘Engaging Manager’ research
Why focus on managers?Engagement and harassment
2.8
2.9
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
none racial sexual verbal violence from
colleagues
from
managers
from
clients/
customers
overall mean(3.58)
Research participants
Funded via IES’s membership HR NetworkSeven participating organisations:
●Centrica●Sainsbury’s●Rolls-Royce●Corus●Association of Certified Chartered Accountants●HM Revenue and Customs●London Borough of Merton
What we did
Participating organisations nominated 2 to 5 managers whose teams had scored highly for organisational engagement in the latest employee survey
We then:● interviewed these engaging managers (25)● interviewed their managers (22)● facilitated a focus group with their teams
(154)Report published late 2009
The good news
Our managers were very different – personalities, age, experience, background, roles, levels
Engaging managers are made, not born – engaging behaviours can be learnt
All our managers said they had learnt about engaging behaviour by observing themselves and others
However, some find it easier than others
Effective communication
Engaging managerscommunicate clearlyin particular, give clear directionslisten to their teamsconsult with their teams involve their teams in decision-making
Integrity
Engaging managershave personal integrityare respectedare honest, truthful and opencan be trustedshare their understanding and learning
Taking an interest
Engaging managersare supportive and protectivedisplay empathy when appropriateare interest in individuals in their teamsdevelop individualsare approachable, visible and availableare enthusiastic about their organisations
and their teams
The bigger picture
Engaging managersare performance focusedhave high expectations and standardshave clear strategic vision understand the contribution they and
their teams make to organisational success
are not afraid to confront or challenge
Engaging managers and performanceEngaging managers are well liked, but are not pink and fluffy‘Very, very focused…he sees the results of the business as being
his main driver.’‘She has very high expectations.’ clarity about expectations preference for informal discussions adopt a coaching style frequent interaction and feedback identify good performers and give additional challenges and
opportunitiesBUT tackle poor performance or behaviour straight away get tough if necessary use formal procedures where appropriate – and stick to them
The difficult conversations
Poor performers and tricky people:‘They face it and have difficult conversations, in a
supportive way.’ tackle immediately find out the facts keep calm use empathy and get on wavelength get tricky people on side coach to improve set clear goals and expectations but get tough if they have to
Managing teams for performance
‘They are performance driven ... There is no distance between them and their teams, which leads to higher motivation and very high energy levels.’
all our managers had high performing teams frequent monitoring of performance against targets good feedback to team involvement of team in improvement discussions aim high – stretch targets able to evidence success
Delivering bad news
‘He took a fairly direct approach. He explained why. He empathised, but made it clear that we still had to get on.’
homework open and honestcalm and serioussensitive to individual circumstancesanswer questions straightforwardly, or
refergive people time to reflect about impact
The impact of engaging management
1 2 3 4 5
Engagement
Immediate management
Feeling valued & involved
J ob satisfaction
Team working
Performance & appraisal
Training & career development
Coping with stress & work pressure
range of mean values: other IES studies mean values: engaged teams
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Images of Engaging Leaders
Positive, optimistic and warm
Communicating and listening
Team focused and supportive
Protecting team and individuals
Reliable, dependable and loyal
Understands organisation and contribution of self and team
Manager as a high performer
Versatile, manages several things at once
Maverick, not following company line
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Engagement Challenges
Training in people management
A good shop assistant, customer service adviser, accountant, engineer, teacher, nurse, doctor doesn’t automatically become a good people manager when given supervisory or line responsibilities
What training do supervisors and first line managers get in managing people? Many training budgets have been diverted away from people at this level – have yours?
Senior management
Managers are people, too, who need to be managed in an engaging way – are they? Will they take their behavioural cues from how they are treated?
There will always be engaging managers in any organisation, but to really embed engaging management, senior leaders need to lead by example – do they?
Engaged – with what?
In a complex organisation, just what is it that people are engaging with?
Think about the NHS – are employees engaging with their NHS trust, their hospital or clinic, their patients, their staff group/profession, their directorate, the wider NHS?
Professionals can be especially tricky eg in the NHS, doctors typically have very high job satisfaction but low organisational engagement
Think about your organisation
Do you know how engaged people are, and how engagement levels vary?
Is the senior team on board with engagement? Reflect on the managers and leaders you know,
including yourself:● How engaging (or disengaging) are their
behaviours?● Can you see a relationship between engaging
management and performance? ● Can/do the more engaging managers share their
methods?● How would people in your organisation depict
your senior managers?● And how would your team depict you?
… thank you
www.employment-studies.co.uk