prof katie truss - ppma conference 2010

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The Fulcrum between skills and employee engagement, Presentation on brand new leading edge research

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Page 1: Prof Katie Truss - PPMA Conference 2010
Page 2: Prof Katie Truss - PPMA Conference 2010

Creating an Engaged Workforce: The Critical Skill?

Presentation to the PPMA ConferenceMarch 2010

Professor Katie TrussCentre for Research in Employment, Skills and Society

Kingston Business School

Page 3: Prof Katie Truss - PPMA Conference 2010

“Public sector

managers need

to do better!”“Job cuts signal start of public sector recession”

“2/3 of public sector

HR managers think

they will be directly

affected by expected changes”

“The UK started well

behind other

countries in investing

in our skills base ...

We are not catching

up fast enough”

“350,000 public sector job cuts by 2014”

Page 4: Prof Katie Truss - PPMA Conference 2010

Financial Pressures

Skills Shortages

Increasing Demands Overload!

Page 5: Prof Katie Truss - PPMA Conference 2010

So... where does

engagement fit in?

Page 6: Prof Katie Truss - PPMA Conference 2010

Performance

Engagement

Skills

Page 7: Prof Katie Truss - PPMA Conference 2010

1.5m Google hits

2010 HR Directors’ ‘key challenge’

CIPD Core Competence

MacLeod Review

Today’s Big Idea

Page 8: Prof Katie Truss - PPMA Conference 2010

... but what is it?

Involving front-line staff in policymaking?

Creating co-operative governance?

A workplace approach aimed at getting employee commitment to goals and values?

A positive attitude towards the organisation?

Page 9: Prof Katie Truss - PPMA Conference 2010
Page 10: Prof Katie Truss - PPMA Conference 2010

William Kahn: 1st Engagement Champion

“ People are constantly bringing in and leaving out various depths of their selves during the course of their work days ... The terms developed to describe these calibrations of self-in-role are personal engagement and personal disengagement. I defined personal engagement as the harnessing of organization members’ selves to their work roles.”

(Kahn, 1990: 693-4).

Page 11: Prof Katie Truss - PPMA Conference 2010

The ConsortiumPartnership:10 membersacademic teamCIPD 2 years

in-depth research5,500 questionnaires180 interviews

Aim: to explore engagement in context

Amey Mace Nampak Veolia Birmingham City Council NHS Trust Gvt Department Pharmaceuticals Automotive Financial Services

Page 12: Prof Katie Truss - PPMA Conference 2010

Engagement strategies are interventions intended to raise engagement levels

Engagement is:... a feeling... a mindset... a way of behaving

Page 13: Prof Katie Truss - PPMA Conference 2010

An Engaged Employee

... thinks hard about work

... discusses work with others

... feels good about work

Page 14: Prof Katie Truss - PPMA Conference 2010

Affective

SocialIntellectual

The Three Facets of Engagement

Page 15: Prof Katie Truss - PPMA Conference 2010

Question ...

Can ANY job be engaging?

Page 16: Prof Katie Truss - PPMA Conference 2010

‘When the Apollo mission was going to the Moon, the journalists were at the launch site and were trying to find someone to give a comment.

One found an old guy who worked there cleaning the floor.

They said to this guy, ‘Well, sir, what do you do here?’

And he replied, ‘I’m putting a man on the moon’.

... And that’s my aspiration, to have our employees thinking they are putting a man on the moon.’

www.photos8.com

Page 17: Prof Katie Truss - PPMA Conference 2010

WHAT DETERMINES ENGAGEMENT?

Engagement

Individual

Job

Employer

Manager

Page 18: Prof Katie Truss - PPMA Conference 2010

The potential for work engagement lies within every individual. Realising this is the task of the manager.

Page 19: Prof Katie Truss - PPMA Conference 2010

Why bother?Wellbeing

Sustainability

Job Satisfaction

Innovation

Performance

Commitment

Page 20: Prof Katie Truss - PPMA Conference 2010

Engagement Extent

Engaged0

10

20

30

40

50

60

70

SocialAffectiveIntellectual

Page 21: Prof Katie Truss - PPMA Conference 2010

Engagement Frequency

Daily/Once a week0

10

20

30

40

50

60

70

80

90

SocialAffectiveIntellectual

Page 22: Prof Katie Truss - PPMA Conference 2010

Implications of low levels of social engagement ...

Page 23: Prof Katie Truss - PPMA Conference 2010

Types of Engaged Employees

Long Distance Runners

Grand Prix Drivers

Flatliners Pole Vaulters

StrongWeak

Infrequent

Frequent

© Kingston Business School

Page 24: Prof Katie Truss - PPMA Conference 2010

Rates of Engagement

Long Distance Runners

Grand Prix Drivers

Flatliners Pole Vaulters

© Kingston Business School

43%

14%

10%

33%

Source: Truss et al., (March 2010) Harvard Business Review

Page 25: Prof Katie Truss - PPMA Conference 2010

Challenges

Flatliners

• Manage negativity

• Remotivate

Long Distance Runners

• From moderate to high

• Deploy to motivate

Pole Vaulters

• Match to interesting jobs

• Set clear objectives

Grand Prix Drivers

• Channel energies

• Role models

How many are there?

Page 26: Prof Katie Truss - PPMA Conference 2010

Question:

Is engagement always a good thing?

Page 27: Prof Katie Truss - PPMA Conference 2010

The Engagement CurveStrongly Engaged

Over-Engaged

Neutral

Engaged

Performance and Wellbeing

Disengaged

© Kingston Business School

Page 28: Prof Katie Truss - PPMA Conference 2010

Engagement Outcomes

Fit Non-Performers6%

Fit Performers32%

Unfit Non-Performers

1%

Unfit Performers2%

Fence Sitters59%

Low

High

Wellb

ein

g

PerformanceHighLow

Page 29: Prof Katie Truss - PPMA Conference 2010

Sustainable Engagement?

“I had a guy who used to be full-on and he had a heart attack, lovely guy, quite young,

31. When he was in hospital, he starts e-mailing, ‘I spent the weekend in hospital,

they’ve done all these tests on me, I’m just on down for an ECG, but I thought I’d just

copy an e-mail to you, I hope you’re alright’ ... “

Page 30: Prof Katie Truss - PPMA Conference 2010

The Engagement Equilibrium

Disengaged Employees

EngagedEmployees

Page 31: Prof Katie Truss - PPMA Conference 2010

Engagement Drivers

Engagement

Meaningfulwork

Supportive work setting

Senior management

Linemanagement style

Voice

Person-job fit

Alfes, Truss et al. (2010)

Page 32: Prof Katie Truss - PPMA Conference 2010

Meaningfulness My organisation inspires me to do the best in my job 40%

Meaningfulness My work gives me a sense of personal accomplishment 74%

Voice I have the opportunity to contribute my views before decisions are made that affect me

38%

Line Management

My manager motivates me to be more effective in my job

61%

Person-Job Fit I have the skills I need to do my job effectively 87%

Supportive Work Setting

I am treated fairly at work 79%

http://www.civilservice.gov.uk/news/2010/february/people-survey.aspx

Results of the Civil Service People Survey 2009

Page 33: Prof Katie Truss - PPMA Conference 2010

How does Engagement work?

Management style

Meaning-fulness

Positive emotions

Engagement

Personal investment in

work

Performance

Page 34: Prof Katie Truss - PPMA Conference 2010

Maslow’s Hierarchy of Needs

Self-Actualisation

Esteem

Belonging

Safety

Physiological

Page 35: Prof Katie Truss - PPMA Conference 2010

The Meaning of Meaning

Viktor Frankl1904-1997Holocaust survivor

“We must never forget that we may also find meaning in life even when confronted with a hopeless situation, when facing a fate that cannot be changed.”

Page 36: Prof Katie Truss - PPMA Conference 2010

Kahn’s 3 Dimensions of Meaningfulness

The Role:• Role fit• Influence

Interactions:• Respectful• Insightful

The Task:• Challenging• Creative• Varied

Meaningfulness

Kahn (1990)

Page 37: Prof Katie Truss - PPMA Conference 2010

“I am providing an essential service for several hundred thousand people, in fact, probably for half a million people. So I provide a meaningful service to my customers. And I think that carries with it a social and environmental and corporate responsibility which makes it meaningful as well.”

Manager, Veolia

Page 38: Prof Katie Truss - PPMA Conference 2010

The Engagement Ladder

Awareness of engagement

Staff Survey Engagement Survey

Developing top-level interventions

Getting line managers on board

Developing and embedding a holistic engagement strategy

Engagement ‘Business as Usual’

© Kingston Business School

Page 39: Prof Katie Truss - PPMA Conference 2010

“What do I do on Monday?”David MacLeod

Page 40: Prof Katie Truss - PPMA Conference 2010

Measure engagement

levels

Articulate the strategy

Get line- manager buy-in

Generate buzz

Align people and jobs

Open communication

channels

Moving up the Ladder

© Kingston Business School

Page 41: Prof Katie Truss - PPMA Conference 2010

• Visible recognition• Staff charter• Engagement

champions

• Local self-led problem-solving teams

• Involving people• Keeping people

informed

• Volunteer schemes

• Payroll giving• Linking with local

colleges

• Clarity of expectations

• Birmingham Council’s ‘Dragons’ Den’

Valuing performance

Valuing the community

Valuing people

Valuing opinions

© Kingston Business School

Page 42: Prof Katie Truss - PPMA Conference 2010

Kingston Engagement Consortium: Where Next?

Consortium re-forming with CIPD support

2 years of collaboration

Mix of old and new partners

Focus on unravelling key drivers

Page 43: Prof Katie Truss - PPMA Conference 2010

Performance

Engagement

Skills