ppma annual seminar 2015 - the engagement conundrum
TRANSCRIPT
The Engagement Conundrum
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Employee Engagement
Positive Psychology
Leadership Employee Wellbeing
Change Management
Practitioner
DirectorAcademic
Writer
iPerform
Steve Backley OBE Paul Hannam MA, FRSA Roger Black MBE
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Part OneA Brief History of
EmployeeEngagement
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Origins of Employee Engagement
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“the harnessing of organisation membersʹ selves to their work roles; in engagement, people employ and express themselves physically,cognitively, and emotionally during role performances"
William Kahn 1990
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What have we learned about Employee Engagement
in the last 40 years?
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Employee Engagement in 1975
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Employee Engagement in 1975You can’t force someone to be engaged
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We don’t just come to work for money
Employees want more than a Salary
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Employee Engagement in 1975Charismatic Leadership
is not enough
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Employee Engagement in 1975Trust is Vital
The Benefits of Employee Engagement
Higher Productivity & Performance Improvement in Bottom Line
Increased Employee Retention Reduced Sickness, Absence & Stress
Better Customer Satisfaction Greater Creativity
Improved Wellbeing & Morale More Attractive to Talent
Employee Engagement is theOptimal Strategy for
Sustained High Performance
Employee EngagementDrives Organisational Performance
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Employee Engagement
Individual
PerformanceValue
Customer Satisfaction
Customer Loyalty
Organisational Performance
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Employee Engagement in 1975Most Programmes don’t work
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71% of Employees are disengaged or only ‘partially engaged’
Dale Carnegie, 2012
70% of Employees in the
Public Sector are Disengaged
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Meet Jim - One of the 70%
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How are we going to Engage Jim?
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Pay him more? Send him on a Workshop?
Ask him to Completea Survey?
Tell him to be engagedat his annual review?
Make him Employee of the Month?
Set up aDress Down
Friday?
Part TwoHow to Improve
Employee Engagement
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Disengaged
Present
Engaged
Flourishing
Building The Flourishing Organisation
The Biggest Lesson from Psychology. Leadership &
Change Management
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Change comes from Within
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Determinants of Happiness
Set Point50%
Intentional Activities40%
Circumstances10%
Predisposition
Lifestyle Education Conditioning
The Practice of Happiness
Factors influencingEmployee Engagement
Extrinsic Factors
Intrinsic Factors
45%Inner DriveMeaning
55%Pay
Management Environment
We need Extrinsic & Intrinsic Engagement
Self ImprovementEmotional IntelligenceDevelop New Habits Practice & Journaling
Transformational LeadershipIncentivesTeam & Peer SupportMeasurementSystems & Processes
Intrinsic
Extrinsic
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Focus on Changing theIntentional Activitiesof your Employees
rather than Changingtheir Circumstances
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Intrinsic Engagement
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We have Everything we Need to be Engaged!
The Principles of Intrinsic Engagement
Help Employees Engage Themselves
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The Principles of Intrinsic Engagement
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Employees have all the natural resources they need to Flourish and Perform at
their Best.
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Our Natural Resources include
Resilience Optimism Self-Motivation Being Calm & Thinking Clearly Taking Personal Responsibility Agility Resourcefulness
Focus on Personal Development
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Authentic
Taking Action & Practice
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Effective Maintenance
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Precontemplation
Contemplation
PreparationAction
Maintenance
Flourish through Change
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Self Efficacy
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Growth Mindset
Agile
Collaborative
Emotionally Intelligent
Creative
Resilient
Growth Mindset
Resourceful
Engaged
The 21st Century Public Servant
Entrepreneurial
You can Satisfy all your Needs at Work
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Part FourWhat Next?
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The last 40 years
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Job Satisfaction
Employee Engagement
Intrinsic Engagement 1975- 1990
1990 - 2015
2015 -
Commitment to workHygiene Factors OKGood working conditionsExtrinsic motivation
TrustValues AlignmentA Fair Deal External Initiatives
Meaning Personal GrowthWellbeing Flourishing
++
Old Habits & Patterns
Self Awareness
Self Regulation
Self Improvement
Self Actualisation
The Great Adventure
Make Engagementyour Keystone Habit
The Flourishing Organisation
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Supporting Employees Feel and Perform at their Best
