Hello HR: Employee Engagement is not just a programme

HELLO HR: EMPLOYEE ENGAGEMENT IS NOT JUST A PROGRAMME! AGENDA

ENGAGEMENT: THE BUSINESS CASE

ENGAGEMENT: MUCH MORE THAN DATA

IT’S ABOUT DRIVING DIFFERENT BEHAVIOUR

CONCLUSIONS

Dave Millner, Executive Consulting Partner IBM Smarter Workforce, Workforce Science & Analytics September 2015 1

Challenges To Engagement

LACK OF BELIEF IN BUSINESS BENEFITS

LACK OF EMOTIONAL CONNECTION TO ENGAGEMENT

LACK OF IMMEDIATE IMPACT

LACK OF WILLINGNESS TO CHANGE

Engagement Through CEO Eyes, Ashridge Business School – May 2013 2

Engagement: For Me It’s ….

ABOUT TURNING DATA INTO INFORMED DIALOGUE AND CONVERSATIONS

BEEN AROUND FOR YEARS – IT’S WHAT GREAT LEADERS, MANAGERS AND EMPLOYEES HAVE ALWAYS DONE!!! 3

ENGAGEMENT: THE BUSINESS CASE WHAT ARE YOUR BUSINESS CRITICAL SUCCESS METRICS?

VOLUNTARY TURNOVER: 71% LOWER

CUSTOMER LOYALTY: 5.3% HIGHER

WHAT IMPACT DOES ENGAGEMENT MAKE ON PERFORMANCE?

TECHNICIAN PRODUCTIVITY: 4.5% HIGHER

WHAT IS THE DIFFERENCE BETWEEN HIGHLY ENGAGED & OK UNITS?

RE-WORK: 60% LOWER

ACCIDENTS: 3 TIMES LESS

HIGHLY ENGAGED UNITS MET OR EXCEEDED QUARTERLY FINANCIAL TARGETS 40% MORE OFTEN THAN UNITS WHO REPORTED LOWER LEVELS OF ENGAGEMENT 4

What Do Individuals Want? Want Some Inspiration, Some Emotion and Some Motivation

What Engages Employees Globally in Their Job? Based on 15 million employees

FUTURE VISION

What Employees Want from Leaders/Managers IBM Crowdsourced Leadership Research 2013

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RECOGNITION

TRUST

COMMUNICATION

SUPPORT & INCLUSION .

GROWTH & DEVELOPMENT

ÂŠ 2015 IBM Corporation

Connecting the Organisation & the Employees HIGH MAXIMISING THEIR CAPABILITIES

CONTENTED

Employees:

Engaged Employee

Employees may be: • ‘Happy with their lot’

• Contribute fully to success

• Focus on what needs to be done in their job

• ‘Go the extra mile’ without being asked

• May become frustrated: are they feeling fully stretched in their job?

• Are proactive and show initiative

DISILLUSIONED

DISENGAGED

Employees may:

Employees could: • Feel under-utilized and under valued

• Produce/deliver but don’t feel fully recognized

• Skeptical with low job satisfaction

• Feel like being a ‘cog in the wheel’

• May be overtly negative with colleagues

• May well look at the organisation and see issues

• Disconnected to the organisation's priorities 6 LOW

• Feel aligned to the organisation’s success

• May work less hard than normal after a while

Enabled Employee

ENGAGEMENT: MORE THAN DATA

EMOTIONAL CONNECTION (how can I enjoy what I do more?)

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FULFILMENT (What’s in it for me?)

ACTIONABLE (How can I make this a great place to work?)

PERFORMANCE (What can I give/get back from my organisation?)

• Action Planning • Data analysis • Leaders and managers commitment to the program • Follow up activity/process • Re-measuring progress • Communication strategy 8

• Behaviour change by leaders and managers • Behaviour change by employees • Practices that support engagement as “the way you do things around here” not just a program • Winning “hearts and minds” – mind-set change

TRANSACTIONAL VS. TRANSFORMATIONAL ENGAGEMENT

Engagement: The Data Said What Story Does The Data Tell?

HIGHLY ENGAGED WORKFORCE

COLLABORATION NOT CHANGED! ONLY SLIGHT INCREASE YEAR ON YEAR

16% DIFFERENCE IN ENGAGEMENT LEVELS BETWEEN PEOPLE WHO BELIEVE THAT POSITIVE COLLABORATION EXISTS AND THOSE WHO DO NOT.

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NO REAL FOCUS ON IT

BREAKING DOWN SILOS IS HARD!

38% DIFFERENCE IN ENABLEMENT LEVELS BETWEEN PEOPLE WHO BELIEVE THAT POSITIVE COLLABORATION EXISTS AND THOSE WHO DO NOT.

It’s About The Employee Experience The Story Continued: Where Employees Saw Good Collaboration They…..

ENJOYED THEIR JOBS MORE (91% VS. 67%)

FELT COMMUNICATION MORE EFFECTIVE (85% VS. 51%)

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FELT MORE INVOLVED (91% VS. 59%)

MORE ALIGNED TO THE FUTURE (86% VS. 50%)

HAD MORE OPPORTUNITIES TO DEVELOP (87% VS. 60%)

FELT MORE VALUED (91% VS. 63%)

MORE QUALITY ORIENTATED (92% VS. 63%)

BETTER PERCEPTION OF CUSTOMER SERVICE (85% VS. 39%)

IT’S ABOUT DRIVING DIFFERENT BEHAVIOUR

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Connecting With The Workforce

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WORKFORCE OF ONE (Different expectations, needs & motivations)

WORKFORCE GENERATIONS (Different value sets, experiences & outlooks)

YOUR WORKFORCE (Different businesses, job families, subcultures & business challenges)

LEADERS

MANAGERS

EMPLOYEES

Role Models Actions Not Words Business Imperative

Supporting Leaders Intent Into Tangible Improvements

Ownership of Change & Involvement Accountability ÂŠ 2015 IBM Corporation

Great Leadership Research Those Aspects That Challenge Leaders & Managers

CREATING STRATEGY

(Gathering Intelligence, Generating Ideas & Innovation)

ENGAGING TALENT

(Establishing Trust, Collaboration & Developing Talent)

IBM GREAT LEADERSHIP RESEARCH INSPIRING PEOPLE

(Influencing People, Building Confidence & Communication)

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ACHIEVING EXCELLENCE

(Implementing Change, Improving Performance & Customer Experience)

ÂŠ 2015 IBM Corporation

Role of HR

“Alignment of People Practices to Support a Better Employee Experience” To create: ENGAGED WORKPLACE You must understand:

EMPLOYEE FEEDBACK

EMPLOYEE DATA

Then you can deploy: SYSTEMS & PROGRAMS THAT SUPPORT AN ENGAGED WORKPLACE With the aim of: ENABLING EMPLOYEES TO GROW THE BUSINESS 14

CONCLUSIONS It’s A Journey Not A Programme

EMPLOYEE EXPECTATIONS (Changing Workforces – One Size Does Not Fit All)

RATIONAL VS. EMOTIONAL FOCUS (Data vs. Employee Connection)

BEYOND ENGAGEMENT (Alignment of Other Practices)

CONTINUOUS LISTENING (Complementary Sources of Input)

ACTION PLANNING (Weekly, monthly, quarterly reviews: What – Why – When)

DAY JOB (Engagement isn’t extra; it’s leaders & managers day job)

OWNERSHIP (The whole workforce owns engagement)

CONTINUOUS LISTENING (What are the workforce’s ongoing views?)

THE EMPLOYEE EXPERIENCE WILL BECOME EVEN MORE IMPORTANT IN THE FUTURE!

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The Engagement Journey High Performing Engaged Workforces…..

NEVER ENDING JOURNEY Relentless Continuous Improvement – “Engagement Is The Way You Do Things Around Here”

RIGHT PEOPLE IN GREAT JOBS Align Engagement Across All Your People Processes

REDEFINE ENGAGEMENT Make Engagement Personal

WELL DEFINED CULTURE Be Clear About What Your Organisation Stands For – Supported by Your Values 16

INNOVATION & GROWTH Scope for Success & Learning

CUSTOMER EXPERIENCE Improving the Customer Experience Through the Employees’ Insights

STRONG MISSION/VISION Everyone Knows What You Do & Where You Are Going

CONTINUE TO SHARE BEST PRACTICES Make It Your Own

OPEN COMMUNICATION Promote Continuous Dialogue

VISIBLE LEADERSHIP Continue to Build Trust with Employees

QUESTIONS & THOUGHTS?

Dave Millner Executive Consulting Partner IBM Smarter Workforce dave.millner@uk.ibm.com Mobile: +44 (0) 7779 802830 Twitter: @HRCurator 17

Number 40 - Moodvise: The 100 Most Influential ÂŠ 2015 IBM Corporation People in HR and Recruiting on Twitter

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