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Engaging for Success

Engaging for Success. CIPR 5 th May 2011. Compartmentalised Thinking. SERVICES AND SECTOR STRATEGY. STRATEGY FOR: IT; ESTATES; CAPITAL ETC. EMPLOYEE / HR STRATEGY Survey & act on it eg Performance management, communications, listened to etc. NB:.

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Engaging for Success

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  1. Engaging for Success CIPR 5th May 2011

  2. Compartmentalised Thinking SERVICES AND SECTOR STRATEGY STRATEGY FOR: IT; ESTATES; CAPITAL ETC • EMPLOYEE / HR STRATEGY • Survey & act on it • eg Performance management, communications, listened to etc NB: • CIPD: 75% of Employee Engagement focused as above • Reactive engagement. About discretionary effort It is a way of running and doing business “ONE PAGE”: Services Strategy, Country, Positioning Strategy AND Values/Behaviours to deliver it People at heart of delivery and at heart of strategy WE TRACK PROGRESS OF STRATEGY TWO-WAY People help shape strategy People give continual VOICE WE MEASURE: Concerns, commitment, feedback NB: • CIPD: 25% of Employee Engagement focused as above • About proactive engagement An issue LEVEL 1 – TRANSACTIONAL; We act on employee feedback through surveys LEVEL 2 – TRANSFORMATIONAL

  3. The Past You are Here The Future ‘Key Enabler: Strategic Narrative’ Strong, visible, empowering leadership provides a strong strategic narrativeabout the organisation, where it’s come from and where it’s going. This givesa line of sight between the job and the organisation’s vision. The story is communicated clearly, consistently and constantly.

  4. Managers focus their people and offer scope Managers treat their people as individuals Managers who coach and stretch their people ‘Key Enabler: Engaging Managers’ Engaging Managers:

  5. ‘Key Enabler: Employee Voice’ There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are seen as part of the solution – not the problem. This voice is an informed one because information is widely shared early and often. Employees views are sought and followed up; explanations are given if ideas/views not adopted. Employees are involved in developing solutions early – not informed of the next initiative. Options for change are discussed.

  6. ‘Key Enabler: Integrity’ There is organisational integrity – the values on the wall are reflected in day to day behaviours. These expected behaviours are explicit and bought into by staff. Keep it real – staff see through corporate spin quicker than customers or the public.

  7. The Next stage… • A Government Sponsored, Employer Led Task Force. To enhance levels of Employee Engagement across the U.K. workforce • Launched by the Prime Minister and Ed Davey, Minister in BIS at No 10, in March 2011. • A ‘’Movement’’ driven and guided by the Task Force, and supported by a Sponsor group and by Guru and Practitioner groups • Effective and open Communication is a vital enabler to organisation wide engagement!

  8. David MacLeod david.macleod@dmacleod.co.uk Nita Clarke nita@ipa-involve.com info@engagingforsuccess.org www.engagingforsuccess.org

  9. Sponsors

  10. Sponsors Continued......

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