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Employee engagement –
now more than ever
Nita Clarke, OBE
Engage for Success, Bristol, 25 June
2019
WHERE WE STARTED…
‘A workplace approach designed to
ensure that employees are
committed to their organisation’s
goals and values, motivated to
contribute to organisational success
and able at the same time to
enhance their own sense of
wellbeing.’
Professor David Guest
‘It’s the people, stupid!’
with apologies to
James Carville
OOPS……..
10 YEARS’ ON………..
A NEW CONTEXT?
• Good Work up the agenda
• Stakeholder models, corporate scandals, diversity,
exec pay.
• ‘Workers on the Board’ – FRC Corporate Governance
Review
• I&C regulation changes
• Work life balance
• Wellbeing at work
• Productivity gap
• Consumer ethics
• Where are the unions?
WE KNOW PEOPLE MATTER – AND CULTURE
EATS STRATEGY FOR BREAKFAST
HOUSTON………..
20TH CENTURY
MANAGEMENT: PEOPLE ARE
UNITS OF PRODUCTION,
COMMAND AND CONTROL,
BUREAUCRACY, HIERARCHY,
RISK AVERSE MONOLITHS
(CAN CREATE DINOSAURS)
THE 21ST CENTURY
WORKFORCE: RESILIENT,
ADAPTABLE, CONFIDENT,
COLLABORATIVE, INNOVATIVE
- AND ENGAGED, ABLE TO
FACE THE FUTURE
In a transparent world 8
THE PRESSURES ON WORKPLACES
Short
Termism,
Cost
Pressures
VFM
Customers
and
Citizens
more
Demanding
Rapid
Changes in
Technologies
March of the
robots, AI
Competition
• Global
• Access to
markets
Volatile Uncertain Complex Ambiguous
9
THE PRESSURES FROM PEOPLE AT WORK
Fairness
And
To Trust
And
Be Trusted
Wellbeing
and mental
health
Meaning
And
Purpose,
Driven By
Values
And
Ethics
To Be
Empowered,
to have
autonomy,
to achieve
mastery and
to grow
An
Increasingly
Diverse
And
Decreasingly
Deferential
Workforce
Which
Demands
A Voice
10
THE EMPLOYEE
Low
Wellbeing
Low
Trust
Mental
Health Issues
Low
EngagementLow Confidence
Low ‘Ownership’
Less Innovation
Less Efficiency
Low Agility
POOR PRODUCTIVITY AND WELLBEING
THE OUTCOMEFor too many
people, is…
11
PEOPLE ARE
THE PROBLEM
INSPIRING EXAMPLES!
INSPIRE
RESPECT
TRUST
PEOPLE ARE
THE SOLUTION
WE HAVE A CHOICE
SQUEEZE
CONTROL
MONITOR
THE FOUR ENABLERS OF ENGAGEMENT
Visible, empowering leadership, providing a strong
strategic narrative about the organisation, where it
has come from and where it is going.
Engaging managers who:
• Focus their people and give them scope
• Treat their people as individuals
• Coach and stretch their people.
There is employee voice throughout the organisation,
for reinforcing and challenging views, between
functions and externally, employees are seen as
central to the solutions.
There is organisational integrity - the values on the
wall are reflected in day-to-day behaviours. There is
no ‘say-do’ gap.
Nita.Clarke@ipa-involve.com
www.engageforsuccess.org

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Nita Clarke, Engage for Success - Employee Engagement

  • 1. Employee engagement – now more than ever Nita Clarke, OBE Engage for Success, Bristol, 25 June 2019
  • 2. WHERE WE STARTED… ‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’ Professor David Guest ‘It’s the people, stupid!’ with apologies to James Carville
  • 5. A NEW CONTEXT? • Good Work up the agenda • Stakeholder models, corporate scandals, diversity, exec pay. • ‘Workers on the Board’ – FRC Corporate Governance Review • I&C regulation changes • Work life balance • Wellbeing at work • Productivity gap • Consumer ethics • Where are the unions?
  • 6. WE KNOW PEOPLE MATTER – AND CULTURE EATS STRATEGY FOR BREAKFAST
  • 7. HOUSTON……….. 20TH CENTURY MANAGEMENT: PEOPLE ARE UNITS OF PRODUCTION, COMMAND AND CONTROL, BUREAUCRACY, HIERARCHY, RISK AVERSE MONOLITHS (CAN CREATE DINOSAURS) THE 21ST CENTURY WORKFORCE: RESILIENT, ADAPTABLE, CONFIDENT, COLLABORATIVE, INNOVATIVE - AND ENGAGED, ABLE TO FACE THE FUTURE
  • 8. In a transparent world 8 THE PRESSURES ON WORKPLACES Short Termism, Cost Pressures VFM Customers and Citizens more Demanding Rapid Changes in Technologies March of the robots, AI Competition • Global • Access to markets Volatile Uncertain Complex Ambiguous
  • 9. 9 THE PRESSURES FROM PEOPLE AT WORK Fairness And To Trust And Be Trusted Wellbeing and mental health Meaning And Purpose, Driven By Values And Ethics To Be Empowered, to have autonomy, to achieve mastery and to grow An Increasingly Diverse And Decreasingly Deferential Workforce Which Demands A Voice
  • 10. 10 THE EMPLOYEE Low Wellbeing Low Trust Mental Health Issues Low EngagementLow Confidence Low ‘Ownership’ Less Innovation Less Efficiency Low Agility POOR PRODUCTIVITY AND WELLBEING THE OUTCOMEFor too many people, is…
  • 11. 11 PEOPLE ARE THE PROBLEM INSPIRING EXAMPLES! INSPIRE RESPECT TRUST PEOPLE ARE THE SOLUTION WE HAVE A CHOICE SQUEEZE CONTROL MONITOR
  • 12. THE FOUR ENABLERS OF ENGAGEMENT Visible, empowering leadership, providing a strong strategic narrative about the organisation, where it has come from and where it is going. Engaging managers who: • Focus their people and give them scope • Treat their people as individuals • Coach and stretch their people. There is employee voice throughout the organisation, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solutions. There is organisational integrity - the values on the wall are reflected in day-to-day behaviours. There is no ‘say-do’ gap.