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Engagement for sustainableorganisation performance
This tool will help you:
put engagement strategies into
practice
identify what your organisation does
well and build on your achievements
to increase engagement
plan what else you can do with your
people to maximise engagement.
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Help using this tool
the web
this tool
Navigation
To navigate through chapter headings in the tool, use the bookmarks in
Adobe Acrobat Reader.
To navigate through individual pages, use the icons on the bottom right of
each page.
LinksRed links will link you to the CIPD website or an external website.
Blue linkswill link you to other areas within the tool.
If you experience any difficulty with the links provided in this tool, you may
need to update your version of Adobe Acrobat Reader. You can download a
free update from: http://www.adobe.com/products/acrobat/readstep2.
html
The Adobe Acrobat Reader preferences must be set up as follows:
Edit/ Preferences/ Internetthen you must make sure Display PDF in
browser is checked.
i-boxesi-boxeswill open up extra useful information in a panel when you click on
them. Click anywhere on the panel to close it again.
PrintTo print a page use the Adobe Acrobat Reader print facility.
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Who is this tool for?
HR and learning and development professionals who want to maximise engagement in their
organisation
managers who want to gain maximum return on the skills and abilities of their people
HR consultants working with client organisations to build an engaged workforce
senior managers and HR executives who are committed to embedding engagement, a must for
sustained organisational performance.
Benefits of using this tool
For you
Apply the ndings from the leading-edge Shaping the Future research about engagement and
sustaining organisational performance.
Review the extent to which management behaviours are encouraging engagement in the organisation.
Identify areas where attention to engagement is needed to enhance organisation performance.
For your organisation:
Ensure clarity about engagement issues that affect organisational performance.
Establish a process for re-energising engagement. Develop sustainable management practices suitable for both challenging economic circumstances
and organisational growth situations.
For your people:
Unlock peoples potential, enabling them to be the best they can at work, enhancing their own
sense of well-being as well as enabling organisation performance.
Develop clarity on how they connect with the organisations purpose and where their
commitments are placed.
Enable people to understand organisational priorities and the external pressures faced in order to
direct and manage themselves with more awareness and in the interests of well-being.
This tool has been written by Simon Turner and Dr Valerie Anderson from the University of Portsmouth
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Toolmap
Help using this tool
Benefits of using this tool
Toolmap
Introduction
Instrument 1: Locus of engagement
Instrument 2: Building engagement
Instrument 3: Developing engaging managers
Instrument 4: The nature of engagement in your organisation
Your action plan
Useful related CIPD resources
Further reading and references
Useful websites
Appendix
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Engagement is one tool amongst many in the HR professionals armoury. We are currently
developing a range of other practical tools, directly related to other insights uncovered by the
Shaping the Future project as important for sustainable organisation performance, namely:
achieving alignment, agility and shared purpose
building capability and talent to meet both short-term and long-term priorities
making best use of performance measures and metrics.
Engagement
Sustainedorganisationperformance
Capability
and talent
Performance
measures
and metrics
Alignment,
agility and
shared
purpose
Figure 1: Key issues for sustained organisation performance
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Whats in this Engagement for Sustainable Organisation Performance tool?
This tool starts off by setting out why engagement is important. It comprises four separate
instruments, each focusing on a particular aspect of employee engagement, with practicalexercises, illustrative case study examples and action planning facilities. You may find some
instruments of more relevance to you than others, depending on how much knowledge you already
have about engagement in your organisation. Further sources of information that you may find
useful are also included.
In this tool we adopt an approach known as appreciative inquiry, which involves:
discovering and appreciating the best of what is already happening
envisaging what could be and working with others to co-construct what should be
planning how to sustain what will be.
Instrument 1: Locus of engagementThis instrument provides an opportunity for you to undertake an engagement check-up to
identify what the areas of strength are with engagement in your organisation and assess where
engagement needs re-energising.
Instrument 2: Building engagementThis instrument focuses on specific practices and actions that can contribute to engagement. It will
enable you to take stock of the organisations capacity to build engagement and plan an
appropriate way forward to envisage what should be.
Instrument 3: Developing engaging managers
This instrument provides a framework to help you identify current strengths and potential
behaviours within the management population of your organisation to drive engagement.
Instrument 4: The nature of engagement in your organisation
This instrument examines whether engagement in your organisation is mostly of a transactional
nature, focused on extrinsic rewards or whether a more emotional and enduring connection has
been made by people in your organisation.
Action planningThe tool also provides an action plan to help you identify and take forward key actions to make a
sustained improvement to engagement in your organisation.
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Read about employees locus of
engagement in Birmingham City Council
and BIG Lottery Fund.
Instrument 1: Locus of engagement
What do we mean by locus of engagement?The CIPD Shaping the Futureproject found that people can be engaged at different levels and with
various aspects of the organisation or the work. These different loci of engagement are illustrated
in Figure 2.
The Shaping the Future research found that:
employees can be engaged with more than one locus at a time
employees locus of engagement is not static
employees locus of engagement may not translate to engagement with the organisation.
Figure 2: Locus of engagement
Engagement with
the business
Engagement with
the work
Engagement with
the people
Engagement with
the future
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Getting under the skin of engagement: going beyond the surveysYou may already conduct a regular engagement survey in your organisation. CIPDguidance to HR
directorssuggests that engagement surveys should incorporate a range of factors, such as: employeecommitment, organisational citizenship, staff satisfaction, attitudes to management, worklife
balance and intention to leave. A range of survey instruments have been devised by organisations,
such as Gallup Q12, the CIPD and the Institute of Employment Studies, and these are used to good
effect by many organisations.
Find out how to keep engagement under review.
The Shaping the Futureresearch found that although such surveys highlight engagement levels in
different parts of the organisation, they dont necessarily uncover what it is that employees are
engaged with (their locus of engagement) or the intensity of that engagement. For sustainable
performance, it is important to understand how, and with what, employees are engaged.
The CIPD has recently commissioned a piece of work from Kingston Engagement Consortium
examining the effect on performance of what employees are engaged with. Viewthis report.
Your engagement check-up
The engagement check-up provides an opportunity to explore the locus of engagement of people in
your organisation and the intensity of that engagement. As both the locus and the intensity of
engagement are likely to vary over time, it is important that your organisation commits to a regular
engagement check-up to identify where attention should be focused to sustain organisation
performance.
You can use this instrument to initiate an engagement check-up. Choose the range of your check-
up (the organisation as a whole; a specific business unit; specific staff groupings) and think about
both the locus of engagement and the intensity of engagement. The statements in the check-up
derive from our Shaping the Future research findings, reflecting the key aspects of each loci that
employees identified with.
Find out how NHS Dumfries and
Galloway keeps engagement under
review.
Find out how Standard Chartered Bank
keeps engagement under review.
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Your engagement check-up
Unit or staff group being considered:
Intensity of engagement
1Weak 2 3 4
5Strong
Locus of engagement: the organisation
People seem to relate to the values of this organisation.
The goals of this organisation are clear.
The organisations procedures enable committed peopleto create business advantage.
People feel that someone or something within theirorganisation provides financial, developmental orprofessional rewards that are in their best interests.
The purpose of the organisation is considered in terms
of its impact on society at large.
Senior managers lead by example.
Locus of engagement: the people
Managers in this organisation encourage two-way
communication that promotes open and honestdialogue and understanding.
People value, support and empathise with other team
members.
People positively relate to and with their colleagues.
Locus of engagement: the work
Job roles are sufficiently wide to enable people to pushback the boundaries and to work beyond their job
descriptions.
People initiate ideas and action to improve service
quality.
People identify with the values and standards of their
profession as well as those of the organisation.
People focus on outcomes and achievements.
People feel concerned about decisions that affect theway they deliver services to customers.
People identify with their business unit, rather than theorganisation as a whole.
Locus of engagement: beyond the immediate
People look for opportunities for career enhancementor enrichment.
People want to focus on self-development.
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Engagement check-up: action planning
Reflecting on your responses to the 'check-up' exercise, make a note here of areas where action isneeded. Think about the locus of engagement and also its intensity. Identify where people have a strongneed but the organisation does not yet provide opportunities for this need to be realised.
What you note down here will be automatically transferred to the action planning process towards theend of this tool.
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Instrument 2: Building engagement
OverviewResearchundertaken by the CIPD has identified a range of organisational characteristics and
practices that are associated with engagement outcomes that include: employee involvement;
effective communication; meaningful work; authenticity among managers; a supportive work
environment; and assuring a good personjob fit. In addition to effective HR practices, therefore,
organisations must address wider issues which are outlined in the IDEAL engagement framework
in Figure 3.
Figure 3: The IDEAL engagement framework
Find out more about the components of
this IDEAL engagement framework.
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This instrument focuses on specific practices and actions that are associated with building and
sustaining an engaged workforce. Use it to assess the extent to which your team, business unit
or organisation is driving engagement or putting barriers in the way.
Engagement is an issue that requires constant attention as peoples experience of the
employment relationship is rarely static. This instrument therefore provides the opportunity to:
take stock of the organisations capacity to build engagement organisation-wide or at the level
of departments, business units or specific work teams and also considers ways to re-energise
engagement where this is needed.
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Building engagement assessmentWhere does your organisation, business unit or department stand in relation to fostering
engagement? Use the first part of this instrumentto take stock. You can then use your responses
to identify the priority actions to build on areas of strength or to re-energise engagement. Focus
on the areas where your score is highest and where it is lowest. This can help you to identify
practices that are working well, which you could share more widely with other parts of your
organisation, as well as areas where barriers need to be overcome.
Involvement and communication
We provide employees withopportunities to express viewsupwards.
Reactive decision-making occursthat does not pick up problemsbefore it is too late.
We regularly review organisational
communications and particularlyarrangements for listening toemployee opinions.
We have low levels of advocacy,
which carry the risk of creatinga downward spiral of employeeresentment and disengagement.
Workers feeling well informedabout what is happening in the
organisation.
There are low perceptionsof the quality of downward
communication.
We keep employees in the pictureeven when there is no concrete
news.
Lack of fluidity in communications
and knowledge-sharing occur dueto rigid communication channels orcultural norms.
We use all available media to beatthe rumour mill.
Many employees find out most
of their information through a
vigorous rumour mill.
We brief line managers in full ondevelopments so they can talk totheir teams.
There are strong perceptions thatsenior managers are remote fromservice delivery issues.
We make use of diverse media,including social networking, to
provide real-time communication.
We only plan communicationsaround key business or operational
issues.
Leadership effectiveness
We support line managers and
encourage them to designchallenging jobs and manageeffective teams.
There are inconsistent management
styles based on the attitudes ofindividual managers, which leads toperceptions of unfairness.
We feed engagement scores intothe appraisal process for managers,
identifying line managers with poorleadership skills.
We present engagement scores to
managers.
Authenticity
We think about creative, non-financial ways of motivatingemployees, such as recognition
schemes and team-building days.
We rely on a command and controlmanagement style.
The senior management team live
the values and behaviours that theyespouse.
There is a lack of consistency
between the messages of seniormanagers and their observed actions.
Highengagement
5 4 3 2 1
Lowengagement
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Depending on the issues youve surfaced, you may want to consider new initiatives (or re-energisingexisting initiatives) to help sustain engagement. Organisations have learned the hard way that trying to
buy engagement through expensive tactics only serves to raise expectations and can lead to
disappointment when resources are short. However, many of the ideas listed in Box 1 below can be
organised (not solely by HR) on a shoe-string and may well lead to a more enduring sense of engagement.
What do we do well that we can build upon?
1
2
3
What are the barriers to engagement that we need to work on?
1
2
3
Box 1
How feasible, practical and desirable would the following initiatives (or new
approaches to these initiatives) be in your context?
social events team-building days
charity events recognition schemes
line manager support surgeries walking the oor
face-to-face briengs / town hall events other initiatives / ideas you may have
Would any of these initiatives be relevant and appropriate in your departmental or organisational
context? Use the box provided below to make notes about ways you could build engagement.
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Building engagement: action planning
Make a note here of any actions you wish to plan that come from your reflections on the activities in thisinstrument so far and the engagement-building suggestions. Identify what action the HR function can take;
what actions you will need to encourage others in the organisation to take; and how you might measureprogress you have made.
Maintaining engagement in tough times
In difficult economic or trading circumstances, engagement issues may be severely challenged. Our
quarterly Employee Outlooksurvey looked at employees attitudes to work in difficult times and the
impact of the recession. This survey identified the fixed grin phenomenon, where workers tend to
report being more satisfied during tough times, however this may be because they are satisfied
simply to have a job. The CIPD Shaping the Futureresearch found that in such circumstances HR
professionals and their line manager colleagues have to dig deep to ensure a balance between
directive and empowering leadership, effective HR processes, communication about changes to the
purpose and vision for the organisation, and support and development to enable people to manage
in new contexts. There may be instances when organisational processes will be engagement
neutral at best; action may be needed to enhance engagement recovery.
Find out how Telefonica O2(UK),
featured in the MacLeod report, is
building engagement.
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Faced with the need to make efficiency savings, organisations have to make difficult decisions. It is
important to consider the impact of such decisions for employees engagement. The options shown
in Figure 4 are often considered by organisations in difficult times. Take a few minutes to thinkabout what you are faced with. Identify what, in your organisation, are the implications of these
actions and options for employee engagement in your organisation. Which approaches do you wish
to avoid if possible?
Reducing labour at any cost nottaking advantage of natural
wastage and/or offering voluntaryredundancy terms
Allowing short timescales to drivedecisions before considering
alternatives
Seeing loss of skill, knowledge andorganisational memory asinevitable
Seeing people as cost; focusing onresource rather than potential
Encouraging a long-hours culture
and poor worklife balance
Cutting back recruitment andreviewing the use of temporary staff
Retraining employees whose skillsare no longer in demand andredeploying people to other parts ofthe organisation where possible
Reducing or eliminating overtime
working
Considering short-time working ortemporary lay-offs or sabbaticals
Figure 4: Organisational decisions that impact engagement
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Instrument 3: Developing engaging managers
OverviewAchieving employee engagement requires appropriate behaviours from leaders at all levels: both
senior management and line managers. CIPD research into engaging leadershipindicates that a range
of behaviours are important for management authenticity, including: being accessible, showing
genuine concern and building a shared vision. Engaging leaders are seen by people as authentic if they
display the personal qualities and core values of acting with integrity, being honest and consistent.
Senior managers make a direct impact on engagement through the culture that is established and the
extent to which people feel they can sign up to the mission or purpose of the organisation. Line
managers attitudes, behaviours and performance also directly influence engagement. For example,
our Employee Outlook: year reviewreport (2010) highlighted the importance of managers as a key
driver of employees job satisfaction.
The development of engaging leadership characteristics requires HR professionals to work with
their line manager colleagues to implement and embed appropriate behaviours. This involves
recognising the time and resource constraints facing all managers; providing relevant support and
development; fostering effective teamwork and relationships; and encouraging managers to
develop confidence in their engagement capability.
Developing engaging managers: assessment of strengths and areas for developmentCIPD research into engaging leadershipand management competencies for enhancing employee
engagementshows that management characteristics underpinning engagement comprise a
combination of: effective interpersonal behaviours; teamworking abilities; support of employee
development; and a focus on the long-term needs of the organisation. This instrument enables youto identify current strengths and development areas relating to the components of engaging
management within your organisation.
The activity is grounded in appreciating and affirming where positive behaviours are already being
utilised and identifying the enablers in place that make these possible. This can help you to build on
practices in parts of the organisation where engagement is strong as well as to locate areas where
new action is required.
Complete this exercise separately for senior leaders andthose who fulfil line management
responsibilities, examining the behaviours each displays. Identify areas of strength and the enablers
that encourage the positive behaviours you have pinpointed.
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Interpersonal
style and
integrity
Shows genuine concern
Is accessible
Encourages questioning
Acts with integrity
Is honest and consistent
Is decisive
Treats employees fairly
Challenges the status quo
Communicates effectively
Note down the best three areas
here.
1
2
3
Note here where the best
behaviours are occurring.
Why do they occur here and
not everywhere?
Teamworking
Inspires others
Focuses team effort
Networking
Collaborating
Manages time and
resources
Effectively understands,
follows and explains
processes and procedures
Note down the best three areas
here.
1
2
3
Note here where the best
behaviours are occurring.
Why do they occur here and
not everywhere?
Supporting
employee
growth
Supports a developmentalculture
Gives positive and
constructive feedback
Empowers employees to
problem-solve and make
decisions
Offers help and advice to
employees
Encourages innovation
Facilitates career
development
Note down the best three areashere.
1
2
3
Note here where the bestbehaviours are occurring.
Why do they occur here and
not everywhere?
Focusing on
the future
Builds a shared vision Sets clear goals and
objectives
Facilitates change
sensitively
Resolves complex issues
Note down the best three areashere.
1
2
3
Note here where the bestbehaviours are occurring.
Why do they occur here and
not everywhere?
Leader and management strengths assessment
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Engaging behavioursWhat areas need
attention?How can HR help?
What support is
required?
Interpersonal
style andintegrity
Shows genuine concern
Is accessible
Encourages questioning
Acts with integrity
Is honest and consistent Is decisive
Treats employees fairly
Challenges the status quo
Communicates effectively
Teamworking
Inspires others
Focuses team effort
Networking
Collaborating
Manages time and
resources
Effectively understands,
follows and explains
processes and procedures
Supporting
employee
growth
Supports a developmental
culture
Gives positive and
constructive feedback
Empowers employees to
problem-solve and make
decisions
Offers help and advice to
employees
Encourages innovation Facilitates career
development
Focusing on
the future
Builds a shared vision
Sets clear goals and
objectives
Facilitates change
sensitively
Resolves complex issues
In addition to building on areas of strength, you can use this second activity to identify management
behaviours that need attention. In addressing these questions you may wish to consider:
To what extent are managers currently supported to develop the skills and behaviours that encourage
engagement?
If new learning and support opportunities to develop engaging managers are needed, what methods
would be most appropriate?
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Developing engaging managers: action planning
Note down the action planning implications of your responses to the questions in both parts of this instrument.
What you enter into this box will be automatically transferred to the action planning section towards the end
of this tool.
Use this link to find out how developing
engaging managers has been tackled by a
leading professional services organisation,
featured in the MacLeod report.
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Instrument 4: The nature of engagement in
your organisationOverviewSome people find they feel engaged through the need to think hard about their job and how to do
it better; others may find opportunities to work with others a key characteristic of their
engagement. The CIPD Shaping the Futureresearch highlights an important distinction between
transactional and emotional engagement. Both elements are likely to be present in feelings of
engagement in organisations.
Transactional engagement is contractual in nature. It leads people to fulfil basic expectations
of getting the job done and promoting the interests of the organisation. Transactional
engagement is grounded in what needs to be done: to stay in employment; to be promoted
to the next level; or to fulfil ambitions outside of work through the extrinsic rewards involved.
However, peoples willingness to perform and their prioritisation of the interests of the organisation
may be short-lived if the extrinsic factors involved come under threat or if they identify opportunities
to pursue elsewhere.
Emotional engagement is more deep-seated and occurs when people identify positive feelings
with their work and are motivated by the desire to do a good job, to work with valued
colleagues or to do the right thing.
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Figure 5: Transactional and emotional engagement
Although both forms of engagement are likely to feature in most peoples work experience
(illustrated in Figure 5) emotional engagement is the more crucial for the achievement of
discretionary effort over a sustained period. Researchsupported by the CIPD has suggested that
emotional engagement accounts for four times' the commitment engendered by transactional
attachments. Research from the CIPD Next Generation HRproject emphasises the role of engagingmanagers in engendering the trust required for emotional engagement. This is particularly
important given that our quarterly Employee Outlooksurvey has consistently highlighted a lack of
employees trust in senior leaders.
Find out about the different forms of
engagement that employees discussed at
Birmingham City Council and Big Lottery Fund.
Transactional(rational)
engagement
Characteristics
Outcomes
Emotional(relational)
engagement
Characteristics
Outcomes
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What is the nature of engagement in your organisation?This instrument comprises two steps and requires quite a deep level of thinking. Step 1 asks you to consider
factors that encourage both emotional and transactional engagement in your organisation. We then ask you
to consider which form of engagement is most prevalent and the implications of this. Step 2 builds on yourreflections in Step 1, helping you to construct an inventory of engagement variables that already exist in your
organisation as well as those you might consider implementing.
Step 1
Engagement, both emotional and transactional, is a two-way and dynamic process; people can engage (and
disengage) in ways that senior managers and HR leaders may not always realise. Therefore, rather than using
a checklist approach Step 1 consists of open questions, helping you to get under the skin of engagement.
It encourages you to identify:
what processes and practices you promote to encourage both transactional and emotional forms of
engagement
the extent to which your perceptions of the value of these processes and practices are shared by those
on the receiving end
the extent to which you have sufficient information to establish the fit between organisational
intentions and employee perceptions.
Use the prompts in Figure 5 relating to transactional and emotional engagement to get you started.
Factors leading to transactionalengagement in your organisation/department/business unit
To what extent are these valuedby those on the receiving end?
Do you have sufficient informationabout the fit betweenorganisational intentions andperceived value by staff members?
1
2
3
Factors leading to emotional
engagement in your organisation/department/business unit
To what extent are these valuedby those on the receiving end?
Do you have sufficient informationabout the fit between
organisational intentions andperceived value by staff members?
1
2
3
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Should you be promoting transactional or emotional engagement?Both transactional and emotional forms of engagement are important. However, when an
organisation relies on transactional engagement there is a risk that, when challenges occur, peoplemay shift their allegiance, resulting in lower levels of commitment and higher levels of staff turnover.
Emotional engagementunderpins discretionary behaviour and is crucial for sustained organisation
performance. However, emotional engagement can rise and fall in response to a range of different
triggers. Therefore it needs to be complemented by more stable forms of engagement that are
often linked to transactional forms of engagement.
In many organisations, the HR function focuses considerable attention on transactional features of
the employment relationship and an equally hard and robust assessment of emotional
engagement issues would be beneficial. Therefore, you may like to ponder the questions in Box 2.
Box 2
Getting the transactionalemotional engagement balance right
1 Is the balance right between the degree to which you are promoting transactional and emotionalengagement? Is one part of the table more populated than the other?
2 What are the implications of the transactional engagement you have noted?
3 What are the implications of the emotional engagement you have noted?
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Step 2
Step 2of this instrument helps you build on your reflections and construct an inventory of variables
of engagement in your organisation and ideas about other actions you may consider. This list is notexhaustive, but a suggestion of useful ideas to help build engagement. First, take stock of current
practices that affect engagement. In order to complete the next column about the extent to
which employees value these you may need further information from employees themselves.
Many organisations gather this information from focus groups of employees, through regular
dialogue with staff associations or representative bodies, or through staff surveys. When
considering the actions you could take, bear in mind whether you think they will promote
transactional or emotional engagement.
Variables of engagementThe
organisation
has this
We mightintroduce this
Resources orsupport that would
be required to
implement this
Yes No Yes No n/a
Engagement with the business
Strong company mission and vision
Values that employees can identify with
Attractive financial incentives (for example pension, medical
package, education benefits, life insurance, travel insurance,
discounts off goods and services)
Flexible leave arrangements (for example additional unpaid
holidays, sabbaticals, special leave)
Strong leadership reputation
Continued
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Engagement with the people
Engaging managers
Reputation for valuing its employees
Family-friendly practices, for example maternity/paternity
benefits beyond statutory ones, childcare, family leave
Wellness programmes, for example gym, company medical
services, time for sports or outside activities
Concierge services
Variable pay pay for objectives, team bonus
Attractive office location
Dress-down days
Continued
Variables of engagementThe
organisationhas this
We mightintroduce this
Resources orsupport that would
be required to
implement this
Yes No Yes No n/a
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Engagement with the work
Base pay: fair pay for a fair days work
Meaningful work
Offers different forms of flexible working
Engagement beyond the immediate
Training and development options
Career progression
Green image and actions
Supports local community or charity initiatives
Variables of engagementThe
organisationhas this
We mightintroduce this
Resources orsupport that would
be required to
implement this
Yes No Yes No n/a
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Once you have completed this activity, identify three to five priority areas where some new actions
would be worth investigating or where you need more information about the potential benefits of
such activities.
The nature of engagement: action planningPriorities for future action or information-gathering:
1
2
3
4
5
What you enter into this box will be automatically transferred to the action planning section towards the end of this tool.
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Your action plan
Here, you can review your responses to the activities in this online practical tool and plan your next steps.
If you have not already added ideas for action elsewhere in this tool, you can add your ideas here.
Engagement check-up
Building engagement
Developing engaging managers
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The nature of engagement: action planning
1
2
3
4
5
Having considered the information above, my immediate priorities for action are:
Priority for action Support/resources needed for effective action
1
2
3
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Useful related CIPD resources
CIPD. (2004) Reflections on employee well-being and the psychological contract.
CIPD. (2006) How engaged are British employees?
CIPD. (2006) Reflections on employee engagement.
CIPD. (2008) Engaging leadership: creating organisations that maximise the potential of their people.
CIPD. (2009) Employee engagement in context.
CIPD. (2009)An HR directors guide to employee engagement.
CIPD. (2010) Next Generation HR: time for change.
CIPD. (2010) Employee engagement factsheet.
CIPD. (2011) Management competencies for enhancing employee engagement.
CIPD. (2010) Employee Outlook: year review.
CIPD. (2011) Employee Engagement toolkit.
CIPD. (2011) Shaping the Future: sustainable organisation performance: what really makes the difference.
CIPD. (2010) Kingston Employee Engagement Consortium Project. Creating an engaged workforce:
findings from the Kingston Employee Engagement Consortium Project.
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Further reading and references
MACLEOD, D. and CLARKE, N. (2009) Engaging for success: enhancing performance through employee
engagement.London: Department for Business, Innovation and Skills.
MACEY, W.H. and SCHNEIDER, B. (2008) The meaning of employee engagement. Industrial and
Organizational Psychology. Vol 1, No 1, March. pp330.
PINK, D.H. (2009) Drive: the surprising truth about what motivates us. New York: Riverhead Books.
ROUSSEAU, D. (1995) Psychological contracts in organisations.Thousand Oaks, CA: Sage.
WAGNER, R. and HARTER, J.K. (2006) 12: the elements of great managing. New York: Gallup Press.
WATKINS, J.M. and MOHR, B. (2001)Appreciative inquiry: change at the speed of the imagination.
San Francisco, CA: Jossey-Bass/Pfeiffer.
Useful websites
Employee engagement in the Civil Service
The Institute for Employment Studies
Employee engagement Gallup
OCR International Employee Engagement Research
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Appendix
What do we mean by engagement?The CIPD Research Insight Employee Engagement in Contexthighlights how: engagement is about
creating opportunities for employees to connect with their colleagues, managers and wider
organisation. It is also about creating an environment where employees are motivated to want to
connect with their work and really care about doing a good job. It is a concept that places flexibility,
change and continuous improvement at the heart of what it means to be an employee and an
employer in a twenty-first-century workplace.
Engagement is not the same as satisfaction or even commitment. Satisfied employees may be
happy but they may also be making little contribution to the organisation. CIPD advice to HR
directorshighlights how some committed employees may be focusing on the wrong objectives. The
concept of engagement is hard to pin down, involving a complex mix of attitudes, behaviours andoutcomes, but it is present when people willingly contribute effort and experience positive
emotions in relation to their work and those they work with.
Having engaged employees is important for sustained organisational performance as they are more
likely to go the extra mile or put in extra effort. CIPD researchhas found that people who are
absorbed in their work and committed to completing work tasks are significantly more likely tohave positive emotions at work, such as: enthusiasm, cheerfulness, optimism, contentment and a
calm and relaxed outlook. In contrast, those who are less engaged are likely to report negative
emotions such as: feeling miserable, worried, depressed, gloomy, tense or uneasy. Engagement
matters, therefore, and that is why many organisations now see the value of regular engagement
check-ups.
We hope this tool is useful in helping you to unpick the complexities of engagement within your
organisation and devise a plan of action to drive long-term performance.
Figure 6: Components of engagement
Attitudes
OutcomesBehaviours
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Figure 2: Components of engagement
Case studyThe Shaping the Futureresearch found that employees can be engaged on multiple levels:
for example, with the organisation as a whole, with their line manager, with their team,
their job role or their profession.
Birmingham City Council (BCC)is the largest council in Europe, employing 60,000
people. In April 2006, they embarked on the largest business transformation programme in
UK local government a programme that is set to revolutionise the way the council delivers
services to people who live, learn, work in or visit Birmingham. In BCC, engagement with
the service user and to ones immediate team is strong, with a typical response from
managers to the question about what you are engaged with being, my staff and delivering
services. Managers feel that employees develop a particularly strong emotional
engagement with service users in times of uncertainty, especially when there are questions
over how the service might be provided in the future. This is manifested in a strong desire
to maintain the quality of the care provided.
I think they are engaged with the service that they are providing to the service user and I
guess to some extent they are also engaged with their line managerWhilst I am not sure
that they are necessarily engaged in the whole organisation if you like, that is their focus
and that is what they do.
The Big Lottery Fund (BIG)was established in 2004 following a merger of the New
Opportunities Fund and the Communities Fund. BIG currently distributes around
600 million of lottery funds to projects connected to health, education, environment and
charitable purposes.
The organisations vision is to channel funding into areas that will bring real improvements
to communities and the lives of people most in need.
At BIG Lottery people tended to report engagement with the nature of their work but to
find some of the work processes frustrating:
BIG, as an employer, is right up there in terms of engagement. However, some of the
bureaucratic processes they have to follow are down there, so yes peoples
engagement will vary depending on their activity or what they are doing .
You can read more about these organisations in the CIPD Shaping the Futurereport.
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Figure 2: Components of engagement
Case studyNHS Dumfries and Galloway employs 5,000 people and provides health care and
promotes healthy living for the 149,000 residents of Dumfries and Galloway across an
area of 2,400 square miles. The board has undertaken a number of major change
initiatives, including significant restructuring of job roles and responsibilities, and has
taken a lead role in innovation to address organisational issues. Its innovative Delivering
Dynamic Improvement (DDI) programme, investigated by the CIPD as part of the
Shaping the Futureproject, is a case in point. This programme was designed to equip
managers and clinical leaders with the knowledge and skills to build shared
responsibilities for delivering dynamic continuous improvements in the servicesprovided to patients.
There has been a huge amount of work into driving employee engagement, as this is
seen as critical for long-term performance. The organisation as a whole scored well in
the last Scottish Government-initiated employee survey, which compares employee
attitudes across health boards in Scotland. The results from this survey are actively fed
back to staff through presentations and workshops. Issues are identified, tested with
staff groups and acted upon.
You can find out more about these and other cases from the Shaping the Futurereport.
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Figure 2: Components of engagement
Case studyStandard Chartered Bank has a history of more than 150 years in banking. Its Hong
Kong operation has made advances in driving employee engagement even in
challenging external circumstances. Employees appreciate the importance of being
engaged, advocating its benefits for both short-term and long-term performance. They
have interpreted its worth for themselves, internalising the value of engagement, which
was demonstrated by the range of answers employees gave when asked why the bank
endeavours to engage staff. The engagement process itself is purposefully loose and
simple, which are its strengths. The engagement survey that Standard Chartered uses is
short and easily understood, which contributes to its high response rate. The impactplanning process that follows the survey results is owned by individual teams, who are
able to tailor the process to their particular needs, which in turn feeds their enthusiastic
adoption of engagement.
You can find out more about these and other cases from the Shaping the Futurereport.
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Figure 2: Components of engagement
Components of the IDEAL engagementframework
Employee involvement, voice and participation are frequently used terms that can be
differently interpreted. The CIPD defines employee involvementas: a range of
processes designed to engage the support, understanding and optimum contribution
of all employees in an organisation and their commitment to its objectives. We can see
involvement contributing towards the creation of an environment in which people have
an impact on decisions and actions that affect their jobs.
Involvement processes are closely linked with employee communicationboth downwardand two-way. The two subjects clearly have a lot in common. Another term used in
some organisations is employee voice. Like involvement, employee voice is
characterised in terms of two-way communications, an exchange of information
between managers and employees or having a say' about what goes on in the
organisation. Organisations who promote communication, voice or involvement
recognise that much of the knowledge required for businesses to be competitive is
actually in employees heads.
The CIPD Shaping the Futureresearch has found that meaningfulness, and designing
meaningful work roles, is a vital driver of engagement for employees, with most
workers finding meaning in their work. Employees who believe that their work is
important and that they can make a difference have much more positive perceptions
about their work and their work environment.
Meaningful work roles contain:
skill variety: the number of different activities the job requires
task identity: the degree to which a whole and identifiable piece of work is involved
task significance: the jobs impact on the lives of others.
The leaderfollower relationship characterised by authentic leadershipis initiated by
the leadership attributes of genuineness, trustworthiness, reliability, compassion andbelievability. When espoused messages and behaviours are displayed in real life,
followers are likely to feel engaged.
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Figure 2: Components of engagement
Case studyTelefonica O2 (UK) employs around 13,000 people in the UK and is a leading
provider of mobile and broadband services to consumers and businesses. In 2008 O2
was ranked as the sixth best place to work in the Sunday TimesBest Companies to
Work For list. The Government-endorsed MacLeod report highlights steps that
Telefonica O2 (UK) has taken to increase engagement through a commitment to
creating the best possible employee experience. This includes: a warm welcome
through effective induction; opportunities for development and career discussions with
line managers at least twice each year; opportunities for skills and personal
development and investment in the development of leadership skills at all levels of
management; and a culture of trust where people are encouraged to suggest new
ways of doing things through a variety of different forums, both face to face and
online. This people focus is being maintained in spite of tough economic conditions
through enhancing some flexible benefits, building on employee well-being initiatives
and introducing a broad range of discounts with high street retailers. In addition
people are encouraged to volunteer for charities and can apply for small grants for
community projects all over the UK.
O2s Head of Employee Involvement and Experience, Kay Winsper, says: We want to create
an employee experience that appeals to peoples emotional and rational commitment. So
not only will our people feel proud to work at O2 and part of something really special theyll know it makes financial and professional sense to stay here.'
You can read more about this case and other organisational examples in the MacLeod
report(MacLeod and Clarke 2009).
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Figure 2: Components of engagement
Case studyThe Government-endorsed MacLeod report highlights the case of a large UK
professional services firm providing financial and advisory services, employing several
thousand staff. Employee feedback revealed that managers did not have the capability
(skills, time, attitude) to fulfil their role in developing their staff, contributing to high
turnover. In response the organisation developed a change management and
engagement programme for managers. This programme transformed the way the
organisation manages its people and, in particular, has elevated the status and focus
on effective people management.
A key innovation was in the development of the role of the people management
leaders (PMLs), which was introduced across all business areas. Talented individuals
were identified as great people managers and given full accountability for people
management activities for specific groups of people. They were supported in this by
one-to-one coaching, annual conferences and development centres. Now this role has
a high profile; it is valued as a form of career development and is ensuring an effective
and authentic management approach.
You can read more about this case in the MacLeod report(MacLeod and Clarke 2009).
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Engagement for sustainable organisation performanceA CIPD online practical tool
Figure 2: Components of engagement
Case studyIn 2006 Birmingham City Council, the largest council in Europe, embarked on a
large-scale transformation programme, aiming amongst other things to become an
organisation where people feel free to use their talent, creativity, energy and
commitment to serve the public and improve services. Managers discovered that
employees develop a particularly strong emotional engagement with service users in
times of uncertainty, especially when there are questions over how the service might
be provided in the future. This is manifested in a strong desire to maintain the quality
of the care provided to service users. Front-line staff are keen to go the extra mile to
ensure that a good-quality service is maintained, despite fewer resources being
available. Elsewhere, engagement with the whole organisation is of a different, more
transactional nature, with people asking for more attention to be given to upward
communication.
At BIG Lottery Fund the organisation established in 2004 to co-ordinate distribution
of lottery funds to health and education engagement is seen to be a major driver of
sustainable individual and organisational performance. Feedback at BIG showed that
people feel that there are different levels of engagement in different areas of the
business. In some areas, emotional forms of engagement are dominant but a more
transactional engagement with other features of the work is prevalent in other areas.
You can find out more about these and other cases from the Shaping the Futurereport.
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http://www.cipd.co.uk/hr-resources/research/sustainable-organisation-performance-final-report.aspxhttp://www.cipd.co.uk/hr-resources/research/sustainable-organisation-performance-final-report.aspx