Leadership Advanced: Engaging others

Objectives: Understand the benefits of staff engagement Understand the relationship between organisational culture and staff engagement Recognise the characteristics of an engaged workforce Explore models of motivation and engagement Understand how to create an engaged team

What is employee engagement? “Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation's goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being.” CIPD “Staff engagement is a measure of employees’ emotional attachment to their job, colleagues and organisation which profoundly influences their experiences at work and their willingness to learn and perform” nhs The Psychological Contract 13% of employees worldwide feel engaged at work Gallup Organisation, 2016

What does engagement look like? `Vigour, Dedication and Absorption – three dimensions to work engagement’ Schaufeli, Salanova, Gonzalex-Roma & Bakker Motivation Commitment

Why is staff engagement important? Improved performance and productivity Achievement of organisational/departmental goals Strong advocates for their organisation Good levels of retention Stakeholder (customer) satisfaction Creativity and innovation Low levels of absenteeism - Increased levels of health and wellbeing More resilient to change Added value – drawing on full range of skills and knowledge

Drivers for Engagement Situational factors Physical – environment Psychological – autonomy, creativity, appreciation, achievement, perceptions of job meaningfulness, values, involvement in decision- making (opinions are valued), engagement-focused leadership Social - clarity around objectives/expectations, coaching, feedback, personal and professional development, positive professional relationships Organisational - Culture

Organisational Culture – What does yours look like? “An employee’s perception of events, practises, procedures, behaviours and actions that are supported, expected and rewarded” Schneider Johnson and Scholes’ (1991)

Johnson and Scholes – The Cultural Web Past events/people talked about Those who have the greatest power & influence Visual representation of the organisation Systems i.e. financial, quality and reward Routines Acceptable/supported Daily behaviour and actions

Organisational Structure Role structure Task structure Person structure The power structure

Relationship between Organisational Culture and engaged staff What strengths and opportunities does your culture offer you to develop an engaged workforce? What challenges/constraints does your culture present in relation to creating an engaged workforce? What aspects will you need to encourage and reinforce? Which aspects do you need to change? What new beliefs and behaviours do you need to promote?

Employee engagement vs. Employee satisfaction

Motivation “How staff feel about their job and how they feel when doing it…” “A reason or reasons for acting or behaving in a particular way.” “The need or reason for doing something” “Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job, role or subject, or to make an effort to attain a goal.”

Theories of motivation: Maslow’s Hierarchy of Need

Herzberg’s theory of motivation

Adams Equity theory The quality and quantity of the employees contributions to his or her work. Typical inputs include time, effort, loyalty, hard work, commitment, ability, adaptability, flexibility, tolerance, determination, enthusiasm, personal sacrifice, trust in superiors, support from co-workers and colleagues, skill... Typical outcomes are job security, esteem, salary, employee benefits, expenses, recognition, reputation, responsibility, sense of achievement, praise, thanks, stimuli...

Meyer and Allen’s Levels of Commitment Staying because you want to Affective Commitment “My job is rewarding and I enjoy coming to work every day” Staying because you need to Continuance Commitment “My salary and benefits get me a nice house in a nice area” Staying because you ought to Normative Commitment “My boss has spent so much time training and mentoring me”

How can leaders cultivate an engaged team? Be visible and approachable Lead by example – work the way you want your team to work Get to know employee to understand what they need to feel valued & motivated Be consistent and calm under pressure Treat people with respect and fairness Make work meaningful - Communicate how individual’s work feeds in to the work of the organisation Be clear on expectations and goals from the outset – create a shared vision Create a culture of creativity, innovation and challenge – opportunities for development and stretch Miranda

Tips for Success 1 Assess your team: Review the current workload and capabilities of your team members. Identify areas for individuals to develop new skills and knowledge for growth, or to apply existing skills in new ways. Identify unused or underused capabilities and skills that could be put to use on different tasks or priorities. Look for opportunities to change how goals/tasks are achieved Task is a challenge/opportunity to grow and develop new skills/knowledge Encourage self-planning critical thinking Good balance between support/direction and autonomy

Tips for success 2 Create a community of support Give regular praise and constructive feedback and encourage others to do the same Communicate benefits of mutual support Encourage skills and knowledge exchange between colleagues Regular channels for communication – team meetings, 1:1’s Encourage a culture of trust – opportunities for colleagues to flex, adapt and show versatility towards needs of others Encourage employees to challenge assumptions and voice their opinions – involvement in decision-making

The Staff Engagement STAR