the employee engagement event - nov 20 - hrzone

Focusing on the collectiveto ramp up engagement

“This is about how we create the conditions in which employees offer more of their capability and potential.” – David Macleod

ENGAGEMENT CULTURE

EMPLOYEE

Senior leader buy-in

Business case

Tackling legacy cynicism

Trust-based relationships

Infrastructure and process

Trained line managers

Perception of job importance

Clarity around job expectations

Improvement opportunities

Regular feedback with superiors

Perceptions of organisational values

ORGANISATIONAL GOALS

PERSON A PERSON B

NASA janitor, when asked what he was doing, replied…..

"I'm helping to put a man on the Moon.”

NASA janitor, when asked what he was doing, said…

‘People’competitiveadvantage

PERSON A PERSON B

ORGANISATIONAL GOALS

“We’re helping to put a man on the Moon.”

• The word personality didn’t exist in the English language until the 18th century

• Personality and appearance became valued when we came to work alongside strangers

• Personality is developed in order to be as effective as possible in a given social situation

‘Personality’

Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008

Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008

Environment State

Environment State

Environment State

Environment State

Environment State

NervousSelf-learnerIntrovertedEmotionalMoral

AgreeableCharismaticExtrovertedFinancially drivenSelf-starter

Environment State

Environment State

In an engagement culture, we are successfully giving people the conditions to express their individual potential and capability

The way we shape the environment can lead to different results depending on individual personality, making it difficult to create the conditions that encourage collective potential

To derive greater ‘people’ competitive advantage for the company, we must provide conditions where the collective potential is encouraged

Towards a culture of collective potential and collective performance

1. Create an organisational culture of engagement

ENGAGEMENT CULTURE

EMPLOYEES

Senior leader buy-in

Business case

Tackling legacy cynicism

Trust-based relationships

Infrastructure and process

Trained line managers

Perception of job importance

Clarity around job expectations

Improvement opportunities

Regular feedback with superiors

Perceptions of organisational values

2. Make people accountable for the way they feel

Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008

Robert Plutchik’s Wheel of Emotion, Albert Einstein College of Medicine

Empower employees

Change #1: Awareness

Empower employees

Change #2: No more victimhood

Objective analysis

Breathing

Visualisation

Change #3: Techniques

Empower employees

Change #4: Education and benefits

Empower employees

Coffee ExerciseNutrition

3. Set boundaries to remove uncertainty

Not a 9-5 company

Innovation

Passionate

Innovation-friendly

Results-focused

Open-minded

Casual dress Free dress

4. Re-shape the shapers

Environment State

Environment State

5. Educate people on the importance of diversity of approaches

Teamdiversity

Implementers Plants

Completer finishers

Shapers

Specialists Co-ordinators

“CHARACTER”

PERSONALITY

“CHARACTER”

PERSONALITY

“Stay true to who you are and what you believe in – and

encourage others to do the same, while working towards a shared

goal.”