Supported by:
Northern Ireland
Branch Committee
Driving Employee
Engagement 2012

A Word from our
Sponsor….
Eamonn Dawson
Head of Business Development

Supported by:
Northern Ireland
Branch Committee
Driving Employee
Engagement 2012

CIPD – Northern Ireland
Derek Mowbray
The Wellbeing and Performance Group:
OrganisationHealth – www.orghealth.co.uk
The Management Advisory Service – www.mas.org.uk
The Resilience Training Company
Lifestyle@Work

Outline of this presentation
The problems at work
Explaining engagement
The solutions
Steps to build and sustain social engagement

The problems at work

Setting the scene – why is this important?

Engagement and high performance career opportunity openness communication involvement worklife trust job
balance challenge training performance team working encouragement values pay development commitment appraisal
Presenteeism and poor performance
No performance ambiguity poor relationships conflict quick fix intimidation poor leadership harassment
bullying isolation insecurity procedures occupational health policies boredom excess demand employee assistance

Explaining engagement

Types of engagement
previous good, supportive relationships between employer and employee
Costs and benefits of remaining compared to leaving current employer

Types of engagement
 Psychological ‘flow’,
 Strong psychological contract
 Commitment
 Trust
 ‘feeling at one with the world’
 Focused
 Satisfied
 Happy

What is engagement?
A positive, fulfilling, work-related sense of attachment that is characterised
by:
• Vigour
• Dedication
• Absorption

Vigour
High levels of energy and mental resilience whilst working, a willingness to invest effort into one’s work and persistence in the face of difficulties

Dedication
Strongly involved in one’s work and experiencing a sense of significance, enthusiasm, inspiration, pride and challenge.

Absorption
Fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties in detaching oneself from work

The solutions

A Change model
Baking a cake model
1. What kind of cake?
2. Ingredients
3. Mixing ingredients
4. Oven temperature
5. Duration of cooking
6. Testing progress
7. Is it a good cake?

Trust
Commitment
Engagement

Organisational
Culture
Commitment
Trust
Engagement
Leadership and
Management
Style
Lifestyle@Work
Personal
Resilience

of a resilient and healthy organisation
 A buzz with high level performance
 A capacity to respond effectively to internal and external pressures faster and more effectively than their competitors
 A capacity to renew themselves rapidly
 A capacity to determine their own future and shape their own destiny
 A capacity to be ‘ambidextrous – deliver effective and efficient products and services at the same time as adapting to changes in their environment.
to create and sustain a resilient and healthy organisation
 Unambiguous purpose
 Vision
 Values aligned to personal values
 Culture aligned to wellbeing and performance
 Corporate strategy with the workforce at its centre
 Structure – flat as possible
 Rules that promote wellbeing and performance
 Problem solving capacity
 Strong and important partners
MAS

of effective leadership
 Awareness
 Markets
 Economics
 Politics
 Emotions
 Setting scenes
 Accessible
 Persuades followers
 Shares responsibility
 Resilience
 Prevents distress
 Resolves conflicts
 Accountable
 Delivers results
of an effective leader
 Self awareness
 Ability to share responsibility, motivate and engage with followers
 Ability to persuade
 Ability to provoke commitment and trust
 Integrity
 Resilience

of a positive
Lifestyle@Work
• Fit, healthy and smiling staff
• Palpable energy
• Customer focus
• Healthy physical environment
• Healthy social environment
• Healthy technological environment
• Life made easy to live
• Busy
• Smart casual
• Courtesy
to create and sustain
Lifestyle@Work
 Nutrition
 Exercise
 Team working
 Ergonomically designed workplace
 Information technology
 Effective job design
 Time management
 Training and development
 Manager meetings
 Ease of access

of a resilient individual
 Enthusiasm for life and work.
 Capacity to see the future and ‘to go for it’.
 Capacity to cope with threatening events without experiencing disabling distress.
 Attitude towards life and work that is positive, full of energy and determination.
 Capacity to see the options, and to adapt effectively to meet and overcome challenges.
©Derek Mowbray 2011
for a resilient individual
 Self awareness
 Determination
 Vision
 Self confidence
 Organisation
 Problem solving
 Interaction
 Relationships

Steps to build and sustain social engagement

Organisational
Culture
Commitment
Trust
Engagement
Leadership and
Management
Style
Lifestyle@Work
Personal
Resilience

Characteristics of a healthy organisation
 A buzz with high level performance
 A capacity to respond effectively to internal and external pressures faster and more effectively than competitors
 A capacity to renew themselves rapidly
 A capacity to determine their own future and shape their own destiny
 A capacity to be ‘ambidextrous – deliver effective and efficient products and services at the same time as adapting to changes in their environment

A Charter for wellbeing and performance

Purpose
‘Big Idea’
Architecture
Flat
Rules
Vision Values Culture
Strategy Recruitment
Job Challenge Pay
Teams Involvement
Openness Communication
Career Encouragement
Performance appraisal
Worklife balance
Training and development
Corporate citizenship
Behaviour
Attentive Trustworthy
Wisdom Assertive
Intelligence with humour
Passion
Committed ambition
Tension Needs
Nurture
Actions
Nutrition
Exercise
Team working
Ergonomics
Information technology
Time management
Meetings
Accessibility
Resilience
Self awareness Determination
Vision Self confidence
Organisation Problem solving
Interaction Relationships
Mowbray Corporate Resilience
Development Framework

Purpose
Big Idea

Purpose
‘Big Idea’
Architecture
Flat
Rules
Vision Values Culture
Strategy Recruitment
Job Challenge Pay
Teams Involvement
Openness Communication
Career Encouragement
Performance appraisal
Worklife balance
Training and development
Corporate citizenship
Behaviour
Attentive Trustworthy
Wisdom Assertive
Intelligence with humour
Passion
Committed ambition
Tension Needs
Nurture
Actions
Nutrition
Exercise
Team working
Ergonomics
Information technology
Time management
Meetings
Accessibility
Resilience
Self awareness Determination
Vision Self confidence
Organisation Problem solving
Interaction Relationships
Mowbray Corporate Resilience
Development Framework

Purpose
‘Big Idea’
Architecture
Flat
Rules
Vision Values Culture
Strategy Recruitment
Job Challenge Pay
Teams Involvement
Openness Communication
Career Encouragement
Performance appraisal
Worklife balance
Training and development
Corporate citizenship
Behaviour
Attentive Trustworthy
Wisdom Assertive
Intelligence with humour
Passion
Committed ambition
Tension Needs
Nurture
Actions
Nutrition
Exercise
Team working
Ergonomics
Information technology
Time management
Meetings
Accessibility
Resilience
Self awareness Determination
Vision Self confidence
Organisation Problem solving
Interaction Relationships
Mowbray Corporate Resilience
Development Framework

Rules - Vision
Long, medium and short timescales

Rules -Values
Values are the drivers of the organisation and its people
People
Personnel
Money
Commitment
Trust
Engagement

Rules - Culture
Commitment
Trust
Citizenship
Wellbeing and Performance

Rules - Culture

Rules - Corporate strategy

Prevention
Organisation health
Adaptive leadership and management
Corporate and Personal resilience
Lifestyle at work
Palliation
Therapy
Return to work initiatives
Voluntary work
Prevent deterioration
Stress risk surveys
Policies and procedures
Occupational health
General practice
Therapy
Absence management
Employee assistance
Next generation
Organisation health
Manager behaviour
Resilience
Lifestyle at work
Restoration
Return to work initiatives
Occupational health
General practice
Therapy
Absence management
Employee assistance

Rules

Purpose
‘Big Idea’
Architecture
Flat
Rules
Vision
Values
Culture
Strategy
Recruitment
Job
Challenge
Pay
Teams
Involvement
Openness
Communication
Career
Encouragement
Performance appraisal
Worklife balance
Training and development
Corporate citizenship
Behaviour
Attentive
Trustworthy
Wisdom
Assertive
Intelligence with humour
Passion
Committed ambition
Tension
Needs
Nurture
Resilience
Self awareness
Determination
Vision
Self confidence
Organisation
Problem solving
Interaction
Relationships
Mowbray Corporate Resilience
Development Framework

Behaviour
 Elephants in the room – resolved
 Shared responsibility for the organisation
 Independent thinking encouraged
 Leadership capacity increased
 Institutionalised learning

Behaviour

Behaviour

Purpose
‘Big Idea’
Architecture
Flat
Rules
Vision Values Culture
Strategy Recruitment
Job Challenge Pay
Teams Involvement
Openness Communication
Career Encouragement
Performance appraisal
Worklife balance
Training and development
Corporate citizenship
Behaviour
Attentive Trustworthy
Wisdom Assertive
Intelligence with humour
Passion
Committed ambition
Tension Needs
Nurture
Actions
Nutrition
Exercise
Team working
Ergonomics
Information technology
Time management
Meetings
Accessibility
Resilience
Self awareness Determination
Vision Self confidence
Organisation Problem solving
Interaction Relationships
Mowbray Corporate Resilience
Development Framework

Manager actions
Ergonomics
Office design for purpose
Equipment
Information technology
Use of space
Accessibility
Exercise
Walking
Nutrition
Energy creating food
Management
Co-ordination
Planning Control
Meetings Teams
Performance appraisal

Purpose
‘Big Idea’
Architecture
Flat
Rules
Vision Values Culture
Strategy Recruitment
Job Challenge Pay
Teams Involvement
Openness Communication
Career Encouragement
Performance appraisal
Worklife balance
Training and development
Corporate citizenship
Behaviour
Attentive Trustworthy
Wisdom Assertive
Intelligence with humour
Passion
Committed ambition
Tension Needs
Nurture
Actions
Nutrition
Exercise
Team working
Ergonomics
Information technology
Time management
Meetings
Accessibility
Resilience
Self awareness Determination
Vision Self confidence
Organisation Problem solving
Interaction Relationships
Mowbray Corporate Resilience
Development Framework

©Derek Mowbray 2010
‘the capacity to mobilise personal features that enable individuals, groups and communities
(including controlled communities such as a workforce) to have an attitude to tolerate, overcome and be strengthened by adverse events and experiences’.
(Derek Mowbray 2010 )

Personal control over responses to events
Personal control over responses to people
Personal control over oneself

A Change model
Baking a cake model
1. What kind of cake?
2. Ingredients
3. Mixing ingredients
4. Oven temperature
5. Duration of cooking
6. Testing progress
7. Is it a good cake?

Supported by:
Northern Ireland
Branch Committee
Driving Employee
Engagement 2012

Supported by:
Northern Ireland
Branch Committee
A Local Case Study…

Supported by:
Northern Ireland
Branch Committee
Driving Employee
Engagement 2012

David Macleod
Cathy Brown

WELCOME
Introduction
The big picture for work
Where did Engage for Success come from?
Who are we and where are we going?
The Practitioner Group
How to get involved
Q&A
11/04/2020 ENGAGE FOR SUCCESS 2012 56

THE BIGGER PICTURE
The context for WHY Employee Engagement is critical:
The 20 th Century model was “Business as Usual”.
MAKE EFFICIENT – aligned but not engaged, central direction, command and control.
11/04/2020 ENGAGE FOR SUCCESS 57

WHERE WE CAME FROM
> On March 29th, 2011, the Prime Minister gave his backing to a new independent Employee
Engagement Task Force during a launch event at 10 Downing Street.
>
> The Task Force is supported by the Department for Business Innovation & Skills because its work supports two of the UK Government’s top priorities – delivering sustainable growth for the UK, and promulgating new approaches to help people improve their wellbeing.
> The Task Force has spearheaded a movement that brings together the experience of leading practitioners, the ideas and research of leading academics, and the findings of think tanks, to share learning, ideas and practical guidance on ‘the what, the why and the how’ of employee engagement. It builds on the report ‘Engaging for Success’, which David MacLeod and Nita Clarke produced in 2009 for the Department for Business, Innovation and Skills.
>
> The Engage for Success movement is widely supported across the UK, involving the public, private and third sectors, in the belief they can learn a lot from each other. Organisations supporting the movement account for more than 2,000,000 people.
11/04/2020 ENGAGE FOR SUCCESS 2012 58

OUR SPONSORS
11/04/2020 ENGAGE FOR SUCCESS 2012 59

MOVEMENT STRUCTURE
11/04/2020 ENGAGE FOR SUCCESS 60

ENGAGE FOR SUCCESS PROJECT & COMMUNITY GROUPS
11/04/2020 ENGAGE FOR SUCCESS 61

OUR PURPOSE
Engage for Success is a movement committed to the idea that there is a better way to work; a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work.
What Engage For Success does
> Raises awareness of employee engagement
> Equips people to develop and deploy employee engagement approaches
> Evidences points of view and provides practical ideas and tools for action
> Provides access to and support from like-minded communities
11/04/2020 ENGAGE FOR SUCCESS 2012 62

THE FOUR ENABLERS OF ENGAGEMENT
11/04/2020 ENGAGE FOR SUCCESS 2012 63

11/04/2020 PRESENTATION TITLE IN FOOTER 64

THE PRACTITIONER GROUP
Why we’re here
Share and help each other with engagement challenges
Learn about the task force areas of focus and contribute
Get connected – grow & accelerate our practitioner movement
Cathy Brown – Community Manager Core Practitioner Team
Sharon Darwent, BT
Stella Power, Cabinet Office
David Littlechild – Lloyds Banking Group
Mark Gregory – BAE Systems
Raffaela Goodby – Birmingham Council
Richard Hortop – Serco

IN OUR OWN WORDS
11/04/2020 PRESENTATION TITLE IN FOOTER 66

PRACTITIONER EVENTS
Practitioner Events
11 have been held, – just over 250 people have been able to attend an event in the last 12 months
New Events Planned:
Where
Stirling
Glasgow
Belfast
When
November
January
January
North Wales
Preston
December
November
Highlands/Islands Spring 2013
Portsmouth November
Sheffield
Brighton
December
Spring 2012
Second Events Planned
First Events Planned
Highlands/Islands
Stirling
Glasgow
Belfast
Preston
North Wales
Cardiff
Cornwall
Falkirk
Edinburgh
Sunderland
Leeds
Manchester
Sheffield
Birmingham
Kent
Bristol/Exeter
London
Portsmouth

CONNECT WITH US
Supporting the development of our community and aiding communications
@Engage4Success #E4S
Blog - sharing updates, guest bloggers and more
Company page and 4 groups
• Task Force 13
• Practitioners 211,
• Gurus 176
• Open group 85
Early days – reaching out to individual employees
Engage for Success Youtube channel sharing updates and other videos
Various sharing sites - being where our audience is.
Copyright @Engage For Success 2012

Join
Copyright @Engage For Success 2012

HOW TO GET IN TOUCH
Email us at info@engageforsuccess.org
Look us up at www.engagingforsuccess.org
Thank you, and any questions?
11/04/2020 ENGAGE FOR SUCCESS 2012 70

Cathy Brown
11/04/2020 ENGAGE FOR SUCCESS 2012 71

Supported by:
Northern Ireland
Branch Committee
Q & A

Supported by:
Thank You
Northern Ireland
Branch Committee www.cipd.co.uk/branch/nireland