Symposium 2019 Engagement Conference presentation
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Jon Ingham proposes 10 innovations to improve employee engagement strategies: 1. Align engagement with organizational culture and capabilities through different frameworks like sports teams or jazz bands. 2. Develop conceptual and analytical understanding of engagement. 3. Focus on employee experience through tools like journey mapping. 4. Embed employee expectations as an initial objective when developing strategies.
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Symposium 2019 Engagement Conference presentation
- 1. Ten Innovations to Add Life to Your Engagement Strategy Jon Ingham Employee Engagement Summit 2019
- 2. Jon Ingham • Strategic HR / OD consultant • Former International HR Director for EY • Author of ‘The Social Organization’ (2017) • Co-author with Dave Ulrich of ‘Building Better HR Departments’ (2016) • Trainer for Symposium – Reward Strategies to Deliver Business Objectives – Creating Value through Employee Experience – Re-engineering Performance Management – Job Design for Good Work and Increased Productivity
- 5. Importance in New Context Current Level of Engagement Innovative opportunities (requirements?): 1&2 Be more strategic 3&4 Be more people centric 5&6 Be more focused by level of engagement 7&8 Be better at management 9&10 Be more digital (use of technology and approach)
- 6. 1. Be More Strategic Align Engagement with Your Culture / Organisation Capabilities Horizontal Pro Sports Team Network Jazz Band Heirarchical / Functional Relay Race Community Family Internal Perspective External Perspective Work done by People People Doing Work
- 7. 2. Be More Strategic Develop Conceptual / Analytical Understanding
- 8. 3. Be More People Centric Focus on Employee Experience via Journey Maps etc
- 9. 4. Be More People Centric Embed Employee Expectations as an Initial Objective Divergent thinking Convergent thinking Identify options, pros and cons Implement solutions And manage trade- offs Review & enhance Business strategy Organisation capabilities, principles and employee expectations
- 10. 5. Be More Focused Focus on Employee Segments or Individuals Fixed pay Variable (at risk) Benefits Career support Education support Time off
- 11. 6. Be More Focused Focus on Groups and Networks rather than just Individuals
- 12. 7. Be Better at Management Explore Different Management Options • Dual career streams • Self management • Choosing own manager • Split project and career management • Reduce power and pay differentials • etc
- 13. 8. Be Better at Management Involve in, rather than Direct, Change
- 14. HR professionals think technology is key to employee engagement (14 March) 9. Be More Digital Use Technology for Self Management, Organisational Action, Monitoring and Analysis
- 15. 10. Be More Digital Engage all Categories of Worker in New Digital World of Work
- 16. For Further Information About me: joningham.com My consultancy: strategic-dynamics.co.uk “Strategic HCM”: strategic-hcm.com / strategic-hcm.blogspot.com “The Social Organisation”: organization.social Social media: linkedin.com/in/joningham, twitter.com/joningham Email: jon@joningham.com, phone: 07904 185134
- 17. Links • https://news.gallup.com/opinion/gallup/219947/weak-workplace- cultures-help-explain-productivity-woes.aspx 1. http://koganpage.com/SocialOrganization 3. https://hrtrendinstitute.com/2018/10/29/trends-in-employee-journey- maps/ 4. http://koganpage.com/SocialOrganization 7. http://kaiserleadership.com/wp- content/uploads/2016/09/WhyLeadershipIndustryFailing_SIOP2013. pdf 8. http://www.quickmeme.com/meme/3rt2ek 9. https://www.hrreview.co.uk/hr-news/hr-professionals-think- technology-is-key-to-employee-engagement/115283 10. https://www.museumsetc.com/blogs/magazine/confronting-the-state- of-museum-salaries
Notes de l'éditeur
- Me - @joningham My perspective engagement half hearted 10 ideas, 5 pairs – give more power behind *** Not based on academic research like Amy or in house research like Kav not implemented them all – but all serious proposals at least discussed with clients Note if haven’t done E4S things – Fran ***, do these first Although some of them alongside rather than on top of
- Bit more on me TSO = Chit chat as work *** Recognise me from Symposium emails Reward Experience PM I’ll talk about that later Job design Good Work – Faran E4S Ascot Interests – travel, watersports (often both together as find water a bit cold in the UK)
- *** Amy dehumanised workplaces and Aimee gigs but on a group basis 1 Not a big fan – don’t like way they define engagement as result of correlation vs something real – should always work out what you want to measure then measure it, not measure something and give a name to that measure 2 Also just because that correlation applies generally doesn’t mean it will apply to your organisation However does demonstrate issue we have got Not all surveys demonstrate this trend which is why I use it – provides maximum provocation But none showing steep incline upwards
- *** Amy The Human Moment Business environment has ben changing, and fast. Employees most important asset, people centric Engagement up there with other business strategies Top books all from CEOs Douglas Conant Touchpoints Vineet Nayar Employees First Tony Hseih Delivering Happiness
- There’s a increasingly large gap
- *** Quiet a few speakers figure out what engagement means to you – and - *** Christopher understand organisation structures and cultures (actually form) Firstly, because it is more important, treat it more seriously Engagement in any serious way can’t be the same in every organisation We all have different cultures or capabilities and engagement needs to align with these This is the model I use in my own book TSO Depending on the nature or form of the organisation, including its structure, informs the culture Engagement in a pro sports team model eg Netflix (winning, performance) very different from a family model Barry Wehmiler / Everybody Matters (connecting, bonding) Relay Race such as most big bureaucracies (individual contribution) very different to jazz band eg Spotify, Gore (improvis-ation-ised, dynamic) Once understand this can be more granular about creating it
- *** Faran and Kav figure out what engagement means for you *** However Kav invited other speakers to disagree with him good data in but bad data moves you forward too *** Faran engagement from employee perspective *** Amy engagement as outcome (can’t be activity as can’t engage someone, can only create environment where they can be engaged) This isn’t necessarily correct, in general, and certainly for your organisation, but if you can start to understand how various factors connect in your organisation, better position than just assuming links suggested by Gallup work for you. Can do this conceptually, and test with data, or do analytically The new piece because of people centricity is added importance of employee perspective, so whilst in our organsation, we.. – our people are… There are then connections or touch points between these two journies. The mistake we’ve often made in engagement is thinking purely about the motivational state WE want from our employees That’s fine, there’s nothing wrong, in fact that’s very helpful But it’s not a useful way to communicate to employees Engagement sounds manipulative Therefore eg when I was an HRD we talked about the employee deal *** Clockwise cycle from business activity to people view to people outcome back down to business outcome This is key distinction between experience and engagement
- Design thinking – don’t just ask people Also gamification
- Vs developing something clunks and bureaucratic and then putting new experience lipstick on that same clunky pig
- Generations but lots of other differences too People have different engagement drivers, can’t treat everyone the same way Use of design thinking personas And eg Total Reward Statements
- *** ONA for energy etc Point of performance now the group / network rather than individuals What motivational states do these groups need in their people and across the group? (TSO)
- Don’t agree with Gallup, but Not just training Getting the right people, and seeing management as the professional role Dual careers - *** Engineers as managers Also more women! (Tomas Chamoro Premuzic book Incompetent Men) MIT pm webinar IBM removed 300 managers last month cos upwards feedback
- *** Aimee on changing culture Borg model of change Re Edelman / Dealth of Deference ONA to find influences / social talent
- For me not the main thing on its own, though it can help the employee experience, but helps everything else we’ve looked at, eg ESN, often at centre of Digital Workplace, to involve everyone in change And especially personalisation AI nudges New research has revealed the top three HR priorities for 2019: increasing workplace productivity, increasing employee engagement and increasing employee retention*. The research, which surveyed 500 HR professionals across the UK, also found that a further 86 per cent of HR professionals agreed that employee engagement would improve if their workforce had the technology to recognise one another on an ongoing basis. But when it comes to connecting employees, HR has an even bigger obstacle to overcome with an increase of disparate and mobile workforces. Indeed, data from the Office of National Statistics (ONS) shows that the number of UK workers who work remotely continues to see a steady increase year on year. In addition, Google estimated 3 billion people globally perform work away from a desk every day across a variety of industries.. Rob Boland, Reward Gateway’s Group Director of Product & Client Success, said: The demand for mobile working continues to grow, and as the research indicates, HR professionals are recognising that HR technology increases employee engagement. *from Reward Gateway Combining social media, fitness tracking and gamification, the BetterWorks product allows people to set long- and short-term goals, log their progress on a digital dashboard that others in the company can see and comment on, and get instant feedback in the form of “cheers” or “nudges” from colleague
- Charles Handy’s three leaved shamrock now 4 leaves Plus tech augmentation Different engagement drivers And ensure integrated, eg Google