“Just wanted to say firstly thank you so much for the engagement work you have done for us. It was probably the most powerful piece of development I’ve seen and has had a huge impact on the way we move forward as a business with our people.”
Diana Hunter: CEO of Conviviality Plc
What is Organisational Engagement?
“Engagement, going to the heart of the workplace between employee and employer, is the key to unlock productivity and transform the working lives of people.”
Mcleod Report: Government White paper
The Government White paper on engagement found only 33% of employees in U.K organisations felt ‘engaged and valued within organisations.’
- What about the missing 67%?
- How do organisations engage the hearts and minds, creativity, ideas and skill of all their staff?
- How can organisations ensure people WANT to come to work on a Monday morning?
Outline of work
Stage one: Setting the scene
- Meeting with leadership team of organisation to discuss how the process will be evaluated
- Whole organisation simple on-line test to determine organisational engagement
Gallop G12: www.q12.gallup.com. Or Psychological Consulting Ltd: Employee Engagement survey.
“The time I felt most valued at work is just now, talking to you. It’s the first time I’ve felt really listened to and know that someone will do something with what I’m telling them.”
Member of staff in an engagement programme
Confidential interviews with a cross section of employees from every level of the organisation to ask five key questions:
- Give a real example of when you felt valued at work?
- Give a real example of when you felt your ideas/ thoughts/ skills were encouraged?
- Give a real example of when you didn’t feel valued at work?
- Give a real example of when you felt your ideas/ thoughts/ skills were not encouraged?
- How could your organisation help you feel more valued and engaged?
- The themed answers to these questions are compiled into a report, whilst confidentiality is maintained
- Actors rehearse scenes from all the data collected
“Having real situations from staff at the organisation acted out made the whole thing come alive for me. It brought emotion into thoughts, thoughts into actions. We will not be the same after this.”
Sarah Weeks. H.R director of Conviviality Plc
Leadership team Engagement day
- Data from the on-line test is discussed
- The compiled stories are fed back to the leadership team through actor’s role play and report
- Concrete actions are created to improve ways of improving organisational engagement.
Management and supervisor’s Engagement day
- The compiled stories are fed back to all the managers within the organisation through actor’s role play.Managers also feedback ways they also would like to be further engaged and valued
- Concrete actions are compiled
Stage four: Putting into practice
- Comprehensive themed report is written compiling ideas from staff, managers and leadership team
- Steering group and working groups from all levels of the organisation are set up to bring ideas into action
Stage five: Evaluating the process
“Simple things have changed, like managers saying thank you and asking for opinions. But also bigger things have changed, like better work/life balance and better systems which improve joined up thinking. It’s a different organisation from 6 months ago”
Electrician at Oxford City Council
- The same on-line test completed by all levels of staff six months to one year later.
- Evaluation of process with steering group from all levels of the organisation.What has developed and changed? What more could be done?
