1. Leadership Advanced: Engaging others

2. 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

3. 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

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

5. 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

6. 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

7. 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)

8. 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

9. Organisational Structure
Role structure
Task structure
Person structure
The power structure

10. 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?

11. Employee engagement vs. Employee satisfaction

12. 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.”

13. Theories of motivation: Maslow’s Hierarchy of Need

14. Herzberg’s theory of motivation

15. 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...

16. 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”

17. 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

18. 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

19. 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

20. The Staff Engagement STAR