Text Engaging for Success Nita Clarke NHS Scotland Conference 21 June 2012
Our report • A report to Government, published July 2009 • About engagement across the UK economy • About engagement for performance • What is it, does it matter, what enables it, what gets in the way?
Keep it simple…. ‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’ Professor David Guest ‘It’s the people, stupid!’ James Carville
Does it matter? • For the organisation • better outcomes in the public sector • better productivity and financial performance • higher levels of innovation and advocacy • For the individual • higher levels of wellbeing • empowerment • a more satisfying work experience 5
The past You are here The future Key enabler 1: 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.
focus their people, offer scope and enable the job to get done treat their people as individuals coach and stretch their people Key enabler 2: engaging managers They:
Key enabler 3: employee voice There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem. This voice is an informed one. Views are sought early and followed up; explanations are given if ideas/views not adopted. Trade unions/staff representatives are part of the engagement architecture – collective voice matters
Key enabler 4: 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. Integrity enables trust: no engagement without trust
Public services - mind the gap Surveys show public sector lags private on: awareness of strategic direction and clear vision quality of management trust and confidence in leadership belief in organisational messages; change for change sake and initiative fatigue public sector workers have a more negative experience of work and are less satisfied with opportunities to use their abilities engagement approaches often piecemeal and usually transactional
NHS staff survey 2010 results * Staff feel • undervalued – 33 per cent satisfied with extent trust valued their work; 45 per cent satisfied with the recognition they got • uninvolved - 27 per cent agreed senior managers involved staff in important decisions; 38 per cent thought staff were encouraged to suggest new ideas; 30 per cent said managers acted on feedback Only 53 per cent would recommend their trust as a place to work *England
Disengagement is not inevitable • Research last year shows that how an organisation deals with redundancy has greater effect on employee engagement than job losses themselves (Roffey Park 2011) • Engagement has stayed high in high performing companies through the recession. Among results of engagement: • improved product quality • more technical innovation • Better internal co-operation • managers encourage people to learn from their mistakes • goals clearly defined • career opportunities and performance management strengthened (Towers Watson July 2010)
Staff: agents or victims? • staff need to be fully engaged in understanding, designing and implementing change • principles of how change is going to happen need to be explicit and developed with staff • vital that changes are put in context of improving services; staff more likely to buy in if it is seen to have positive purpose and outcomes • those authorities doing engagement need to redouble and extend their efforts – don’t give up • need for a survivors’ strategy • trade unions need to be part of the architecture
Engaging for Success - the next stage A government sponsored, employer led Task Force, to spearhead a movement to enhance levels of employee engagement across the U.K. workforce. Launched at No 10 Downing Street by the Prime Minister and Ed Davey, Minister at BIS in March 2011. Supported by a high level sponsor group and by Guru and practitioner groups. TF already looking in more depth at barriers and practical challenges to engagement. Practitioners’ national network and major website
SPONSORS Adam Balon, Co-Founder, Innocent Adam Crozier, CEO, ITV Amyas Morse, Auditor General, NAO Anthony Jenkins, CEO, Barclays Brendan Barber, General Secretary, TUC Charlie Mayfield, Chairman, JLP Chris Browne, MD, Thomson Airways Chris Hyman, CEO, Serco David Frost, Director General, British Chamber of Commerce David Nicholson, CE, NHS Ed Sweeney, Chairman, ACAS Gill Morgan, PS Wales Ian King, CEO, BAE Ian Livingston, CEO, BT Ian Powell, Chairman & Senior Partner, PwC Ian Sarson, CEO, Compass Group CEO, CIPD Jane Wilson, CE, CIPR John Cridland, Director General, CBI John Neill, Group CE, Unipart John Walker, Chairman, FSB Marc Bolland, CEO, M&S Martin Temple, Chairman, EEF Director General, IoD Paul Drechsler, CEO, Wates Group Paul Noon, General Secretary, Prospect Sir Peter Housden, PS for Scotland Peter Rogers, CEO, Babcock Peter Sands, CEO, Standard Chartered Peter Searle, CEO, Adecco Group UK & Ireland Philip Green, CEO, United Utilities Ronan Dunne, CEO , O2 Rona Fairhead, Group CE, Financial Times Group Bob Kerslake, Head of Home Civil Service People Sir Kevin Smith, CEO, GKN Sir Martin Sorrell, CEO, WPP Sir Stephen Bubb, CE, Acevo Sir Suma Chakrabarti, Permanent Secretary, MoJ Sir Win Bischoff, Chairman, Lloyds Stephen Howard, Chief Executive, Business in the Community Steve Elliott, Director General, CIA Tim Jones, Lead Partner, Freshfields Tim Melville-Ross, Chairman HEFCE James Smith, CEO, Thomson Reuters Will Hutton, Executive Vice Chair, Work Foundation
Nita Clarke Nita.Clarke@ipa-involve.com Employee Engagement report & recommendations: Employee.email@example.com