Thank Goodness
it’s Monday!
A session on
motivating people
Tuesday 26th March
Hubei Delegation
Fiona Narburgh
Head of Strategy &
Communications for Wychavon
3fconsulting and film maker
Today I’ll cover …
• Why bother? The business case for engagement
• What to do – ideas on leadership, communications and
performance
•
Using a mix of film, exercises and power point
First a bit about my council…
Not a middle England mediocre council…
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2007 LGC Council of the Year
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2009 Top rating for VFM; 8th lowest council tax in Country
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2012 Halifax Quality of Life Survey – second top rural district
2008 Times Best Council to Work For; 11th best satisfaction with
council, 9th best for Value for money in UK Place Survey
2010 Customer Service Excellence and IIP Gold & Champion status
2011 Up 10pts on Value for Money satisfaction in Local Place
Survey, yet more loo of the year awards!
The bad times …
Where we were
• Performance was average
• We didn’t like challenge
• Staff weren’t proud to work here
• Customer service was patchy
• Departments did their own thing
So what makes the difference?
“… our strong performance is all down to the
engagement of our people; we simply
couldn’t deliver the great deal residents
expect from us without the motivated
team we now have.”
Jack Hegarty, Managing Director
The Building Blocks of Employee Engagement
Is satisfied with their
job (Job Satisfaction)
Feels that the
organisation gets the
best out of them
(Optimising
Performance)
Speaks highly of the
organisation as an
employer
(Advocacy)
An Engaged
Employee
Feels valued by the
organisation
(Feeling Valued)
Is motivated at work
(Motivation)
The case for Engagement 1
Engaging for Success, MacLeod and Clarke
• Gallup; engagement predicts sickness 2.7 days/yr engaged,
6.2 days/yr disengaged.
• Towers Perrin; 75% of engaged staff believe they can impact
costs, quality and customer service. Only 25% of disengaged
believe they can.
• PricewaterhouseCoopers; strong correlation between highly
engaged staff and client satisfaction.
• Chartered Management Institute; significant association with
between engagement and innovation.
The case for Engagement 2
Engaging for Success, MacLeod and Clarke
• Corporate Leadership Council; engaged employees less
likely to leave. Engaged organisations grew profits 3 times
faster than competitors.
• Institute of Employment Studies; established link between
employee satisfaction, customer satisfaction and
increases in sales
• Hay Group; engaged employees generate 43% more
revenue than disengaged ones
• Best Companies to Work for; companies increased their
profits by 315%, councils have highest satisfaction rates
An example of active disengagement
(MacLeod and Clarke)
Welcome to our world …
So what helps keep your staff motivated
through these tough times?
What works …on leadership,
communications and performance….
1. Leadership and management matters…
• Supporting and coaching works better than telling and directing
• Being really clear on priorities is essential
• Tracking staff opinion is essential – then act on findings
• Massive role of line managers in engagement
• Give people more freedom - they will take more responsibility
• A motivating strategy with clear expectations and values
What motivates you?…
1
2
3
2002
2004
2006
2009
2011*
Sense of personal
achievement
Sense of personal
achievement
Sense of personal
achievement
Pay and benefits
Sense of personal
achievement
Pay and benefits
Opportunities for
flexible working
Pay and benefits
A good work/life
balance
A good work/life
balance
A good work/life
balance
A good work/life
balance
A good work/life
balance
Sense of personal
achievement
Pay and benefits
100
95
90
85
80
2002
2003
2004
2005
Sense of Personal Achievement
2006
2007
Pay & benefits
2008
2009
A good work/life balance
2010
2011
Do you enjoy your job?
Are you proud to work for Wychavon?
What makes some
councils better then others?
“Clear goals, well communicated and shared…
and a genuine sense of passion for their authority and their area…
…In the next few years our passion and enthusiasm will distinguish
the successful from the losers”
Ben Page, CE, Ipsos Mori
Research shows that a good manager…
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•
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Talks openly and honestly
Shares important information
Expresses appreciation
Supports and cares
Listens more than they talk
Helps fulfil potential
Motivates us to give our best
Is a great role model
Source - Times Best Companies to Work For 2012
What managers want from their leaders –
and what they get (Work Foundation)
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•
•
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•
Inspiring
Strategic thinker
Forward looking
Honest
Fair minded
Courageous
Supportive
Knowledgeable
55%
41%
36%
26%
23%
21%
20%
19%
11%
31%
31%
21%
25%
8%
21%
39%
2. Communication and involvement matters
• Share information openly with managers and staff
• Explain decisions and the reasons behind them
• We encourage people not to wait to be told –
• Actively ask for ideas to improve, save money etc
• Created the Staff Sounding Board – 2 way feedback
• Creative approaches help people take notice…here’s some staff
briefings using films for inspiration…
3. Performance and wellbeing matters
• Clarity of targets through appraisals with performance ranked
• Appraisals with feedback on managers – 3 things do well/ could
•
•
•
•
do better
Everyone can seem busy – not always on the right things, help
people cut out the nonsense
Well being package like MOTs and Gym membership
Help people manage their time and life well
Charity and community increasingly important
Better not busier
(our approach to lean/ transformation)
In summary what helps is…
•
Leadership – a clear plan of priorities that’s understood across the
organisation, an open style that seeks feedback, credible, honest, –
“there is no secret plan” ‘’in this together”
•
Communications/ involvement – open, upbeat, honest, suggestions
welcomed, lots of ways to contribute, nothing that can’t be raised
•
Performance/ wellbeing – , help people manage their priorities, clear
expectations for all, performance conversations, wellbeing/ health
initiatives help, encouraging responsibility
Questions for me? …
Fiona Narburgh
Head of Strategy and Communications
fiona.narburgh@wychavon.gov.uk