the employee engagement event - nov 20 - hrzone
TRANSCRIPT
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.”