EFFECTIVE HR AND EMPLOYEE ENGAGEMENT
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Engagement – a potential solution – where does it fit? This is a guide to designing and implementing effective initiatives, interventions or projects. It is written with “engagement” in mind, but has general application.
2.0 Analysis 1.0 What’s the issue? • What needs to be fixed or improved? • Describe impact in terms of organisational costs or organisations • Organisation opportunities
• Causes and consequences • Context and circumstances • Blockages, opportunities
3.0 Hierarchy of options/solutions Type and scale Pros and cons Avoid fads and panaceas Learning, leadership, organisation design, engagement, etc. etc. etc. • What will have most impact? • • • •
9.0 Evaluate outcomes
4.0 Definition
• Identify next steps and learn for the future • Evaluate outcomes, individuals, learning, and future opportunities
• Do you have a clear definition of what you are working to improve? • No blanket terms • What do you mean by ‘engagement’?
8.0 Implementation
5.0 What’s the underpinning theory for the improvement initiative?
• Including communication, involvement, measurement and involvement • Avoid clusters of one • Things don’t work in isolation
7.0 Risk Analysis
6.0 Project plan
• Including communication, involvement, measurement and involvement • Avoid clusters of one • Things don’t work in isolation
• Objectives, timelines, responsibilities, milestones • Resources, costs, investment • Address stakeholders needs and involvement
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The process These notes augment the process flow shown in the diagram.
1.0 WHAT’S THE ISSUE? • What’s the situation that needs to be fixed? What’s the opportunity to do better? • What’s not happening? Be specific. • Describe the situation in terms of the impact on the organisation e.g. effects on output, sales, costs, productivity, quality, innovation, customer service, reputation, brand. • What behavioural and relationship factors are significant?
2.0 ANALYSIS • Scope out the nature and scale of the opportunity, challenge, problem and blockages to progress • Causes and consequences. (Sensitivities often arise – but lasting resolution requires honesty and courage.) • Examine the context and circumstances – internal and external to the organisation. • Apply suitable analytical methods and risk assessment. • Is the issue within your control? Who else needs to be persuaded to take action? • Is the problem fixable? People initiatives rarely work in a toxic context.
3.0 HIERARCHY OF OPTIONS /SOLUTIONS • Employee engagement is a blanket term. It has many components e.g. job design, motivation, learning, opportunity etc. Which elements are important? • Type and scale of initiative needed, e.g. is this is about fixing a simple process deficiency or is it about relationships and thus requiring a broad, systemic approach? • Will other things work better? Some levers to use (typically in combination), e.g. new people and leadership, new or changed process, training and development, organisation design, involvement, reward, recognition etc. etc. • Pros and cons of options? How much resources and effort are required? What are the relative costs? Likelihood of success? • Go for low hanging fruit, but not if this doesn’t tackle the real issue. ‘Easy and cheap’ may be best, or prove a false economy. • Avoid faddish ‘solutions’, panaceas and buzzwords.
4.0 DEFINITION • Engagement depends on many factors. • It is important to identify which will make a difference and which can be influenced and how!
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5.0 UNDERPINNING THEORY • • • •
What’s the evidence that the recommended approach will work, and how robust is that evidence? Where has it ‘worked’ before? What were the reasons and circumstances contributing to success? Why will this work for you, in your context? What side-effects may any recommended initiative have on the broader organisational system? Will these be beneficial?
6.0 PROJECT PLAN Objectives, outcomes and measures of success. Timeline and milestones. Relationship and communication plan for all audiences. Stakeholders and project owners – their perceptions, needs, objectives, and how they will be persuaded and involved. • Project team and capabilities. • Costs and resources. • • • •
7.0 RISK ANALYSIS • Estimation of investment, aided by risk assessment and sensitivity analysis – and allocate financial responsibilities. • What variables exist? What alternative scenarios might happen? • Opportunity costs - what are the costs of getting it wrong or of doing nothing?
8.0 IMPLEMENTATION • Communication before, during and after with all stakeholders. Have you won their trust? Do they share understanding of logic/benefits? • Involving relevant stakeholders in order to achieve shared ownership of the process and thereby enhance the probability of success. • Measure and learn throughout the process, make adjustments as necessary. • What’s in it for people?
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9.0 EVALUATE OUTCOMES • ‘Evaluation’ is more than just measurement. It is about learning, improvement, justification, explanation – and enabling better policy/practice in future. • Who will evaluate? You shouldn’t mark your own homework. • Did you meet the defined objectives, and done what you said you would? What value have you created? • Were they the right objectives, in hindsight? • What should we do and say next – and to/with whom? • What have we learnt about this initiative and for future initiatives? What would we do again, what would we improve or do differently? • What recognition should we give for effort and achievement? What should we communicate to enhance trusting stakeholder relationships? • What are the next steps in the action and learning loop? What should continue to be done, beyond the lifetime of this initiative?
KEYS TO SUCCESS • Any model is only as good as it is used. Here are some pointers to ensure success, from initial business case to completion and next steps. • Ensure variables and ‘what if?’ scenarios are explored (e.g. using sensitivity analysis), and that Plan Bs and Cs are prepared. • Build learning and improvement into the entire process, including regular and open communication with stakeholders. Flex – don’t be prisoner to the plan if it needs to be changed. • Share ownership with stakeholders, co-creating wherever this can be beneficial. • Build the best team for the job that you can, with governance that enhances not hinders team effectiveness. • Pay attention to teamwork, accountabilities and capabilities throughout the process. • Remember that typically 90% of success depends on the ‘how’, not just the what (design, strategy) – but that attention to the ‘why’ (purpose, stakeholder needs) affects participation throughout. • Don’t skimp on evaluation – really examine value, not just hitting targets, and don’t rush into the next initiative without fearless self-examination and learning. • Keep good records throughout – for both audit and learning purposes.
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