Essentials and challenges Andrew Lambert Andrew Lambert Partner Creelman Lambert E-mail: andrew@creelmanlambert.com Web: www.creelmanlambert.com
Some organisations/people will drain the life out of you
OK, you do a longitudinal study if you feel you need evidence,..... but I’m outta here!
How many millenia ago did engaging people become important?
Know of what ye speak Ancient truths and evolving language • EE an issue since the first workforces/armies emerged – BC?? • shouldn’t need an expert to explain that it matters • common sense, common experience – not what but how • BUT, many reasons why humans don’t do the right thing All business terms need defining (and re-visiting) • to maximise understanding, avoid varied interpretation • to enable precision and measurement Engagement is an umbrella term • Useful as a catch-all, not a ‘scientific’ construct • holistic, many component elements, some much researched • 2 dimensions : ‘process’ AND ‘outcomes’
Beyond ‘the job’, it’s about relationships • Psychological contracts – know your people: personally, digitally
• Logic AND emotion • Connecting and sharing • Power – control vs mutuality – – – –
common purpose, care, respect, WIIFM? imposing or co-creating, co-owning leaders who demand or serve? ‘equity’ in reward and opportunities
• Parent-child OR adult-adult? • Do I trust you? Do you trust me?
What gets the best out of people?
Engagement and performance • ‘Performance’ – define what you mean, understand what creates ‘high performance’
• Not a causal relationship – foundations, not superstructure, of a healthy organisation – capability: enables but doesn’t guarantee results – enhancing probability of success, not predictive
• Knowing what makes a difference – good and bad – just like any form of investment
• Measurement – – – – –
relevance: measure what matters (to people and organisation) triangulation: no absolute metrics or correlations regression analysis: understand variables depreciation: investing in people as assets rather than costs opportunity cost: implications of low and dis-engagement
Costs of disengagement include…
• • • • •
Low productivity – lost effort/ideas, higher errors Lose you customers and business Higher absence Poor attraction and retention of talent, skills Financial and reputational loss
If you aren’t convinced by the evidence, try pi**ing people off
Useful challenges and red herrings Yes, beware... • • • •
Bandwagons, self-interest, jargon Over-claiming Poor measurement, research, evidence Focus/spend on wrong things
Also beware... • Academic debates – disconnected from work realities, dancing on the end of a pin • Looking back vs real challenges ahead • Seeing engagement as ‘an HR’ issue • Giving comfort to poor people managers • Defensiveness among leaders
What’s new(ish) and emerging (1) • Organisational purpose - why (not just what and how) – does yours inspire trust? Do you live up to the promises?
• Strategic agility vs commitment – taking people with you, or not, in managing change – contracting philosophy: transactional, mercenary, mutual or muddle?
• ‘Workforce’ or ‘employee’ relationship? • Control vs empowerment – which enhances effectiveness best? – knowledge workers, democratised workplaces, social organisations
• Generational and cultural shifts – differing Millennial expectations – 4 different generations OR a diverse team ‘in flow’’? – West is no longer best
What’s new(ish) and emerging (2) • Digital relationships – – – – –
becoming a connected organisation digital competence knowledge sharing collaboration high performance measurement vs ‘spying’
• Integration (vs silos) – shared ways of doing things AND making work easier – common platforms – integrated reporting, especially about non-financial performance
• Self-service, self-management • Sustainability, resilience
Implications for HR • Purpose – enhance organisational effectiveness • Capabilities – OD, performance, analytics, business acumen • Adapting to a digital age, challenges of automation and AI Where HR should make a difference... • • • • • • • • •
Smoothing change Organisation and job design Culture, behaviour, standards, ethics Developing leaders, talent with people skills Relationship management, brand, EVP Learning, improvement, innovation Ensure functions work collaboratively Capability, skills and systems – both people and technology Wellbeing
Engagement maturity – final thoughts • • • • •
Relationship management – core competence Clarity about EE purpose, aims, meaning Avoid – re-inventing wheel, academic distractions Insight – not just data Trust – through mutuality, reasonable transparency, honest feedback • Engaging leaders – who can learn to share power • Digital competence A team willing and fit for any challenge