EngagementEngagement

Nazeer Sultan, Delta 55HRMATT’s 9th Biennial ConferenceHilton Trinidad & Conference CenterMay 2013

Agenda1) What is Engagement?2) The Case for Engagement3) Traditional Offerings4) Fundamental Contradictions5) The Future Workforce6) Case Study (Local)7) Final Words

Point of View

What is wrong is not trivial-something is amiss at the core.-we have built entities to deal with control, constancy

and predictability.-we have erected fortresses with command and

control as the dominant D.N.A.

Fixing it through dress-down days and pep talks will not do the job AND one size fit all doesn’t work.

Engagement

A “workplace approach designed to ensure that employees are committed to their organization’s goals and values, motivated to contribute to organizational success, and at the same time to enhance their own sense of well-being.”

-MacLeod Report

Embeddedness

Workers daily decisions and behaviours support the firm’s competitive intentions… Employees ‘get it.’

Why do some employees get it and others don’t?-C. Galunic

Strategy Derailers- The Case for EngagementFactor Mean (standard

deviation)Percent agreeing factor is derailer of strategy

Budget/funding 2.96 (1.17) 29 percent

Our past/habits 2.93 (1.23) 35 percent

Economic climate 2.93 (1.13) 29 percent

Company culture 2.61 (1.19) 23 percent

The way we work together 2.51 ( 1.21) 20 percent

Our customers 2.36 (1.04) 14 percent

Senior management team 2.33 (1.21) 18 percent

Lack of confidence 2.27 (1.06) 13 percent

Technology 2.27 (1.0) 11 percent

Our employees 2.26 (.88) 7 percent

Middle management 2.21 (1.01) 9 percent

Our policies 2.16 (1.03) 11 percent

Our CEO/ President 1.94 (1.23) 13 percent

Human resource management in our company

1.88 (.96) 7 percent

Our reputation 1.84 (.98) 7 percent

The Impact of Engagement

GALLUP Percentage of employees

Drivers of EngagementThe Organization Management and

LeadershipWorking Life

Organizational culture

Values and vision

The brand- organizational

Senior management leadership

Line manager commitment

Communication

Recognition Supportive colleaguesDeveloping potentialClarity of expectationsFlexibility Work/life balanceInvolvement in decision makingWorking environment

Engagement Model

Source: Jon Ingham

Engagement Model

Clear communication of goals and strategy, creating purpose

The tools, opportunity and accountability to do what is asked effectively

Meaningful feedback on and acknowledgement of performance

Opportunity for autonomy The opportunity to learn and master

subjects

Engagement Programmes

MELCRUMPercentage of respondents

Knowledge WorkersKnowledge WorkersKnowledge workers desire:-Flexibility/ work life balance-Personal growth/ fulfillment-Connectivity/ remote work-Chance to give back/ volunteer-Time to explore passions/ other interests-Heightened sense of obligation-Teamwork and community

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 14

Fundamental Contradictions The Hierarchy vs. the Network. ‘One Way’ vs. Collaboration. ‘Things of production’ vs. ‘Humanity of

production’ Repeatability vs. the ‘new/different’ Positional authority vs. Human Initiative/

Will Work vs. Well Being

What is VUCA?

Think of VUCA as a “post-modern SWOT analysis”.

VolatileUncertainComplexAmbiguous

Organizational Design

The 21st Century will force us to evolve toward a fundamentally new form of organisation.

Structure Leadership Culture Learning & Feedback

Strategic AlignmentStar Model

Scenario #1Scenario #1

C.E.O.

Who made you the boss?

One question that has percolated throughout the Management Century, some times just below thesurface is:

-What are the sources, moral and otherwise of corporate authority?

-W. Kiechel

Motivation today1. Autonomy- People want to have control

over their work.2. Mastery- People want to get better at

what they do.3. Purpose- People want to be part of

something that is bigger than they are.

-Pink

Maslow on its head

Designing the Workplace

‘AT WORK’ - (TODAY) The factory, the fort Command and control Core values (consistency, compliance, control) Predictable routines with thinking at the top The hierarchy with its leaders Managers who grant fixed assignments System/programme-centered thinking Driven by rites rituals and power Space (workstation… at work) Organizational man, standardized, compliance and

followership Work and life

Mix Hackathon

Decentralization Democratization De-siloization Mashup Hackathons Self Organization

Kill the Company

1. Everyone is a Change Agent

2. Created by Employees, for the Employees

3. Little Changes, Big impact.

4. Evolve and Iterate

Designing the Workplace

‘AT WORK’ – (FUTURE) Design studio Empowerment, self-management, co-creation Core values (collaboration, innovation, flexibility) More sophistication, knowledge required at all levels Networked, hyperlinked and spaghetti with colleagues Workers organize themselves, around projects and leaders People-centred thinking Driven by values. Principles and insights Space (boundaryless… limited by connectivity) Individualized, customized and divers LIFE

Brain StemAmygdala Neo Cortex

Social neuroscience

… the way we relate (biological foundation)

… driving social behaviour.

• Minimizing threats and maximizing reward• Social needs are treated in much the same way

in the brain as the need for food and water (same brain networks)

Approach/ Avoid MatrixResponse Synonyms in

LiteratureWhich traditional primary factors activate the response

What social factors/ situations activate the response

Approach Advance, attack, reward, resource, expand, solution, strength, construct, engage.

Rewards in form of money, food, water, sex, shelter, physical assets for survival

Happy, attractive faces. Rewards in the form of increasing status, certainty, autonomy, relatedness, fairness

Avoid Withdraw, retreat, danger, threat, contract, problem, weakness, deconstruct

Punishment in the form of removal of money or other resources or threats like a large hungry predator or a gun.

Fearful, unattractive unfamiliar faces. Threats in the form of decreasing status, certainty, autonomy, relatedness, fairness.

Design-Criteria SCARF

StatusCertaintyAutonomyRelatednessFairness

Current Success Criteria

Control the situation Get to the Top Restrain Your Emotions Aggressively Compete Compare (status, income, level) Direct/ Mandate Authoritarian, Aggrandizing, Arrogant Distance

Leadership

The new Leader

Shares Leadership Collaborates Serves others Values driven Engaging Self-effacing Connections Community

Leadership

A new way of leading and managing

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 33

CHIEF HAPPINESS OFFICER(C.H.O)

Happiness is…An activity you absolutely love from which you earn a sense of purpose. The answer is your calling

Becoming the C.H.O.* at ABC Advertising is…Making the happiness you find contagious.

ABC Advertising seeks the services of an executive who is qualified to inspire happiness and positivity among a group of high energy, zany, creative and often unpredictable performers and certified perfectionists.

Candidate must demonstrate spontaneous ability to create and promote unique, compelling happiness generating initiatives for every member of staff and the world in which they live.

Some of the qualifications would be:An unshakeable belief in all that is good in human nature, a reluctance to follow the norm, a rejection of the negativity and a positive outlook as broad as both the shoulders to carry the responsibility and the smile worn in doing it.

*Chief Happiness Officer

(Source: Daily Express, Wednesday 20th March, 2013)

AD

Purposeful Abandonment

“Are our practices and programmes still serving their purposes?”

Embrace & Avoid

Which of these do you need to eliminate?

1. Use command and control2. Rely on your power and authority3. Insist that business and work be impersonal4. Be negative about self and others5. Overemphasize individualism6. Promote relentless mantra of productivity and

results7. Have narrow tunnel vision8. Act as judge and jury9. Focus only at micro-level

Which of these do you most need to embrace?

1. Invite choice2. Provide rationale and informational feedback3. Show empathy and caring4. Deepen interpersonal openness and appreciation5. Foster aligned or integrated identity with group6. Demonstrate commitment to mutual purpose7. Stimulate initiative and creativity 8. Foster increased confidence9. Emphasize continual learning

Embrace & Avoid

In summary…

How much do we value Freedom; a quality if mind and heart so absent in our work. We have been hating our jobs for generations. Longing to speak in our voices… resisting attempts to tame, domesticate, make it more familiar; to shoot I, stuff it, and mount it as trophies of corporate conquest.… Inertia is a powerful force. Let’s design better workplaces.

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 39

Phone: 1 868 741 5454E-mail: nazeer.sultan@gmail.com