Employee engagement by Fluid January 2010
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Employee engagement
by Fluid
January 2010
Page 2
Contents3-4 Introduction to Fluid5-6 Hot buttons7-10 Motivating factors11-12 Redundancies13-17 Survivor syndrome18-21 Happiness22-23 Inspiring managers24-25 Engaging line managers in
people management26-27 Interviewing for engagement28-29 Five recipes for a better
workplace30-31 Managing team morale32-33 Enjoying the public sector34-35 Volunteering36-38 Meaning and fulfilment39-40 Exercise A41-42 The MacLeod Review43-44 Exercise B45-46 Case studies47-48 Exercise C49-50 Conclusion and questions
Page 3
Introduction
Page 4
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
Page 5
Hot buttons
Page 6
Hot buttons• Money• Influence• Expertise• Independence• Relationships• Security• Status• Meaning and fulfilment• Creativity
Page 7
Motivating factors
Page 8
Motivating factors 1 of 2• 1946• 1980• 1986• 1992• 2007
Page 9
Motivating factors 2 of 2• Feeling appreciated• Being in on things• Sympathetic• Job security• Wages• Interesting work• Career opportunities• Loyalty to employees• Working conditions• Tactful discipline
Page 10
Motivating factors 2 of 2• Idealism• Independence• Working with others• Work-life balance• Expertise• Power and influence• Challenge• Entrepreneurship• Status• Security
Page 11
Redundancies
Page 12
Redundancies• Be prepared• Getting the message across• Provide support
Page 13
Survivor syndrome
Page 14
Survivor syndrome 1 of 4• IMPACT ON EMPLOYERS• Lower morale and commitment• Increased stress• Reduced motivation• Breakdown of trust in management• Lower productivity• Increased absence• Staff retention problems• Poorer performance• Greater risk avoidance
Page 15
Survivor syndrome 2 of 4• COPING WITH SURVIVOR SYNDROME• Have a clear communication plan• Continue communicating after downsizing• Offer training in soft skills• Consider counselling services• Involve the survivors• Manager conflict
Page 16
Survivor syndrome 3 of 4• MANAGING SURVIVOR GUILT• Communicate• Be visible• Acknowledge people’s feelings• Anticipate their questions• Know the legal background
Page 17
Survivor syndrome 4 of 4• NURTURING SURVIVORS• Say it straight• Get real• Show the way• Get your hands dirty• Pass the power• Set the goals• Be patient
Page 18
Happiness
Page 19
Happiness 1 of 3• Having a job in the first place• Job satisfaction• Gardening (not gardening leave)
Page 20
Happiness 2 of 3• BE HAPPY AT WORK• Decide what you really want to do• Focus on your strengths• Find a mentor• Avoid dwelling on mistakes• Stay positive
Page 21
Happiness 3 of 3• CREATING A HAPPY WORKFORCE• Conduct an employee attitude surveys to
find out what people really think• Find out why people leave• Provide regular, constructive feedback on
performance• Recognise achievement
Page 22
Inspiring managers
Page 23
Inspiring managers• Big ideas• Stay focused• Build momentum• Put people first• Encourage communication• Manage innovation• Listen to their conscience
Page 24
Engaging line managers in people
management
Page 25
Engaging line managers in people management
• Remove the barriers• Put yourself in their shoes• Communicate changes clearly• Obtain senior sponsorship• Reinforce positive behaviours• Equip managers with skills• Demonstrate the benefits• Keep going
Page 26
Interviewing for engagement
Page 27
Interviewing for engagement• Identify what you’re looking for• Screen applicants for engagement• Check for ‘job fit’• Chart your company culture• Use a consistent hiring process• Assess adaptability• Predict passion• Explore emotional maturity• Search for self-efficacy
Page 28
Five recipes for a better workplace
Page 29
Five recipes for a better workplace• Increase personal space• Boost concentration• Office improvement funds• A breath of fresh air• Tidy up
Page 30
Managing team morale
Page 31
Managing team morale
• Don’t be a downer• Be open• Tell people how it will affect them• Be consistent• Use the right channels• Get people involved• Use your imagination
Page 32
Enjoying the public sector
Page 33
Enjoying the public sector• Focus on the parts of the job you love• Think about what you want to achieve and
how you will get there• Take pleasure in inspiring others with your
positive attitude• Challenge yourself to find a way of enjoying
tasks you really hate• Be your own quality control-are you really
aiming for excellence in everything you do?
Page 34
Volunteering
Page 35
Volunteering• HOW TO RUN A VOLUNTEERING SCHEME• Do your research• Secure widespread support• Write a policy• Set objectives• Allocate resources• Find suitable partners• Recruit volunteers• Monitor and evaluate• Secure positive publicity
Page 36
Meaning and fulfilment
Page 37
Meaning and fulfilment 1 of 2• I feel I want to “put something back” into
society• I am concerned about the impact of my
work on the environment• I want my job to make a difference to
people’s lives• Every day I should feel as if I am doing
something meaningful• My job would make the world a better
place
Page 38
Meaning and fulfilment 2 of 2• CREATE MEANING IN THE WORKPLACE• Review your mission statement• Audit your reputation with stakeholders• Ask employees’ opinion of your corporate
culture• Introduce tailored benefits and rewards• Develop a strong performance
management system
Page 39
Exercise A
Page 40
Exercise A
Page 41
The MacLeod Review
Page 42
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.
Page 43
Exercise B
Page 44
Exercise B
Page 45
Case studies
Page 46
Case studies
Page 47
Exercise C
Page 48
Exercise C
Page 49
Conclusion & Questions
Page 50
Conclusion
• Summary• Questions
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