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Engagement by Fluid February 2010
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Engagement February 2010

May 16, 2015

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Business

Timothy Holden

One day in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer.
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Page 1: Engagement February 2010

Engagement

by Fluid

February 2010

Page 2: Engagement February 2010

Page 2

Contents3-4 Introduction to Fluid5-6 Definition7-9 Dealing with poor performance10-11 Dealing with a newcomer’s poor

performance12-13 Engagement and performance14-15 Give feedback, get back

performance16-17 Five traps of performance

measurement18-19 Benchmarking performance20-21 Conducting performance or

performing conduct22-23 The corporate prisoner24-25 Fuelling the fire26-27 How can HR and Training raise

performance?28-29 Case study-Mantech30-34 High performing organisations35-39 Finishers, maxperformers, elite

performersand star teams

40-42 Crystal ball time43-44 Conclusion and questions

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Introduction

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Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

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Definition

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Definition• WHAT IS ENGAGEMENT, WHY IS IT IMPORTANT

AND HOW DOES AN ENGAGED EMPLOYEE BEHAVE?

• Engagement is measurable and its drivers can be identified

• Different employee groups and organisations will present their own particular challenges

• The two key engagement drivers are job satisfaction/autonomy and feeling valued/involved

• Reward may cause disengagement but not engagement

• Long-serving employees typically have low engagement

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Benefits

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Benefits• Profit-related pay• Sabbaticals• Home working• Flexible benefits• Duvet days• Gifted days

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Working in harmony

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Working in harmony 1 of 3• Do your employees know who they work

for?• Communicate well and early• Work hard to get your message across• Induct employees properly• Don’t stop after the induction• Appoint a mentor• Avoid heroes• Treat employees as a separate audience

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Working in harmony 2 of 3• INFORMING KEY PEOPLE• Organisation strategy and business goal• Products and services• Company interaction• Values and ethos• Performance expectations

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Working in harmony 3 of 3• TOP TIPS• Adopt a marketing mindset• Ensure information presented to

employees is credible• Individuals need opportunities to step

outside their comfort zones and speak to colleagues from other teams

• Encourage dialogue and forward planning between managers

• Capitalise on new technology

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Engagement drivers

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Engagement drivers• BUSINESS AIDS TO UNDERSTAND ENGAGEMENT

DRIVERS• Realistic job previews• Screening questionnaires• Ability tests• Personality and motivation questionnaires• Assessment exercises• Exit questionnaires

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Top and bottom of the league

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Top and bottom of the league 1 of 2

• TOP 10 SECTORS• Animal welfare 67%• Charity/voluntary 66%• Architecture/art & design 64%• Business/professional services 61%• Property 61%• Archaeology 60%• New and online media 60%• Construction 57%• Education 57%• Arts and entertainment 55%

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Top and bottom of the league 2 of 2

• BOTTOM 10 SECTORS• Retail 42%• Distribution 42%• Automotive 44%• Wholesale trade 45%• Government and civil service 45%• Manufacturing 46%• Hospitality 46%• Travel and tourism 47%• Transport and storage 47%• Cleaning and waste services 47%

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Real-life examples

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MidCounties Co-Operative 1 of 2• FOLLOWING A MERGER IT WAS FELT A NEW CULTURE

SHOULD BE BUILT ACROSS THE BUSINESSES AND REGIONS-co-operative, 7800 employees-WHAT IT DID

• Elected 140 individuals as representatives to ‘Colleague Councils’ for each trading or support group, giving employees at all levels involvement in the group’s business decisions since no more than a third of the posts on each council can be taken by management. Meetings take place each quarter and there is a biannual executive council chaired by the Chief Executive. The councils consider the most important issues for the workplace, focus on how they can implement changes and then communicate these actions and progress to colleagues after meetings. Training is provided and there is a ‘news and views’ newsletter which promotes communication of any decisions made.

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MidCounties Co-Operative 2 of 2• FOLLOWING A MERGER IT WAS FELT A NEW

CULTURE SHOULD BE BUILT ACROSS THE BUSINESSES AND REGIONS-co-operative, 7800 employees-BENEFITS AND ACHIEVEMENTS

• Carried out a review of carrier bag usage• Launched a paper recycling initiative• Put up new colleague noticeboards• Reviewed bonus payments• Held a review of support materials, such as benefits

booklet• Achieved 89% participation in annual colleague

survey

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Royal College of Nursing 1 of 2• IN 2007 EMPLOYEE ENGAGEMENT WAS ONLY

54%, WIH 18% OF THE WORKFORCE HAVING EXPERIENCED BULLYING & HARASSMENT-trade union, 800 employees-WHAT IT DID

• Developed a Dignity at Work charter• Set up a cross-organisational working group

including union representation• Invited all employees to comment on results of

the discussions of 22 focus groups• Launched Dignity at Work with a live webcast to

all RCN offices

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Royal College of Nursing 2 of 2• IN 2007 EMPLOYEE ENGAGEMENT WAS ONLY 54%,

WIH 18% OF THE WORKFORCE HAVING EXPERIENCED BULLYING & HARASSMENT-trade union, 800 employees-BENEFITS AND ACHIEVEMENTS

• March 2009 showed 74% of employees were now engaged

• 77% think the RCN respects individual differences• 82% feel happy to work for the RCN (17% up on

2007)• A reduction in absenteeism and attrition

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TUI Travel 1 of 2• IMPLEMENT AN EFFECTIVE ENGAGEMENT

STRATEGY FOLLOWING A MERGER-travel business, 17000 employees-WHAT IT DID

• Asked for employee feedback for a new vision, values and strategy

• Created an employee brand ‘Be Social’• Aligned HR processes with the company vision• Developed communication channels to suit the

company’s range of demographics and roles• Launched a ‘Work in Partnership’ initiative to

give employees a role in the decision-making process

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TUI Travel 2 of 2• IMPLEMENT AN EFFECTIVE ENGAGEMENT

STRATEGY FOLLOWING A MERGER-travel business, 17000 employees-BENEFITS & ACHIEVEMENTS

• 15 months after the merger, 97% of the top 700 managers said they would work over and above what is expected of them

• Decisions made in the ‘Work in Partnership’ forums meant that the deadlines for integration were achieved

• ‘Be Special’ is now more than a brand, and has come to represent the newly merged entity’s culture

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Vodafone 1 of 2• HIGHLY MOTIVATED WORKFORCE, FOCUS ON USING

ENTERTAINING EXPERIENCES• Cut the number of surveys from 14 to four• Ran an employee music competition with a touring

recording studio• Published e-zines, posters, newsletters and a Chief

Executive’s blog• Ran an internal football tournament with a main prize

of Cup Final tickets• Developed and introduced tailored NVQs and

apprenticeships• Held environmental roadshows and encouraged

participation in community projects

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Vodafone 2 of 2• HIGHLY MOTIVATED WORKFORCE, FOCUS ON USING

ENTERTAINING EXPERIENCES• Its employee engagement index score is now

72.4/100-its highest yet• Made the Sunday Times 20 Best Companies to Work

For list for the second year running• Made the Financial Times 50 Best Places to Work list in

first year of entering• 80% of customer-facing staff have access to

professional qualifications, and its 92% NVQ pass rate is one of the highest in the UK

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Staying onside

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Staying onside• HOW TO KEEP THE WORKFORCE ONSIDE• Show that you have a plan• Be open but be realistic• Do it in person• Involve your people• Show your compassion• Redefine success• Offer recognition• Keep on celebrating

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Views on engagement

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Views on engagement• Educational differences abound• Occupation dictates what is important• Women value relationships at work• Age doesn’t just bring experience, but

different engagement• Ethnicity impacts career progression

engagement

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Creating an engaging environment

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Creating an engaging environment• Focus on creating a performance-led

culture to deliver future organisational goals

• Define your employee value proposition• Set your priorities, then focus on the key

elements and deliver them to an outstanding level

• Create a coherent story, not just a series of related initiatives

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Communication

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Communication• COMMUNICATING THE ENGAGEMENT STRATEGY• Involve as many of your HR team in the process as possible,

so that the strategy becomes a shared story.• Spend one-to-one time with key senior managers to

address their concerns and ensure they see the benefit to their part of the business.

• Share the strategy directly with the wider management population-don’t assume they’ll read emails or that others will articulate your strategy clearly.

• Bring the strategy to life-focus on the benefits for each group and on the role that managers will play in delivering it.

• Ensure people have plenty of time to ask questions.• Keep revisiting the message and highlight the benefits as

they become apparent.

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Return on investment

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Return on investment• MEASURE THE ROI FROM ENGAGEMENT• Use a combination of business and HR

metrics• Evaluate all aspects of the employee life

cycle using a range of measurement sources

• Ensure you can access reliable date when you need it.

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Engagement in a recession

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Engagement in a recession• IMPROVING ENGAGEMENT IN AN ECONOMIC DOWNTURN• Cheer up the office mood by throwing a staff party or night

out, or provide free food at work• Give constant praise, encouragement and recognition to

employees• Reassure staff about job security where possible• Encourage more flexible working (reducing hours reduces

pay)• Make sure senior management come across as involved,

positive and honest• Communicate, even if there’s no new news, and enable

employees to feed back concerns• Ramp up employee training; make sure they are

comfortable in their roles and know the job inside out

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Management behaviours

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Management behaviours 1 of 2

• TOP BEHAVIOURS OF ENGAGING MANAGERS• Communicates, makes clear what is expected• Listens, values and involves team• Supportive, backs team/you up• Target focused• Clear strategic vision• Show active interest in others• Good leadership skills• Respected

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Management behaviours 2 of 2

• TOP BEHAVIOURS OF DISENGAGING MANAGERS• Lacks empathy/interest in people• Fails to listen and communicate• Self-centred• Doesn’t motivate or inspire• Blames others, doesn’t take responsibility• Aggressive• Lacks awareness• Doesn’t deliver

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Exit interviews

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Exit interviews 1 of 2

• WANT TO STOP THEM LEAVING?• In the first instance, make sure the person is in

the right job-match talent and training to the role • Provide feedback on performance-regular

communication is critical• Be available to your team • Treat all employees with fairness and respect• Help team members to balance work and home

life

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Exit interviews 2 of 2

• WANT TO GET LEAVERS BACK?• Give exit interviews to people who were

productive or eligible to return• Get to the bottom of why people leave-don’t

accept soft soap• Let some time pass after departure and then…• Keep regular quarterly contact with leavers to

gauge their happiness-or otherwise• Make sure if they know they have made a mistake

you are there to advise-and would perhaps welcome them back

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The MacLeod Review

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The MacLeod Review

• RECOMMENDATIONS• National campaign on engagement• Senior sponsor group to raise awareness. • Support for employers, including case studies

and coaching advice made available from March 2010.

• Existing government resources including Acas, UKCES and Sector Skills Councils should be aligned to provide better support in developing skills needed for engagement.

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Case studies

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Case studies A-L

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Case studies M -Z

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Conclusion & Questions

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Conclusion

• Summary• Questions