EMPLOYEE ENGAGEMENT

I don’t pretend to know all the answers, but the questions are certainly worth thinking about.Authur C Clarke

BLUE OCEAN STRATEGY

Engagement:Building our school from

within

Blue Ocean, Engagement

Tell me what you want me to do and I’ll do it...

…..ENGAGED?

“Engagement is the state in which individuals are

emotionally and intellectually committed to the

organization as measured by three primary

behaviors: Say, Stay and Strive.”

“The extent to which employees put discretionary

effort into their work in the form of brainpower, extra

time, and energy.”

Blue Ocean, Engagement

ENGAGEMENT IS A CLEAR STRIDE AHEAD OF EMPLOYEE SATISFACTION:

It encompasses colleagues who:Believe in our mission, our values Desire to work to make things better Understand the ‘bigger picture’ Respect and are helpful to colleagues Show willingness to ‘go the extra mile’ Keep up to date with developments

Blue Ocean, Engagement

Satisfaction

Commitment

Engagement

Po

siti

ve C

orr

elat

ion

Wit

h P

erfo

rman

ce

Lower

Higher

How much peoplelike it here

How much people want to improve

How much people want to—and actually do—improve

Blue Ocean – An Evolutionary Journey

Blue Ocean, Engagement

Engagement is the energy, passion, the fire in the belly colleagues have

for our schools

Stay: Desire to be a member of our school

Say: Speak positively about our school

Strive: Go beyond what is required

Blue Ocean, Engagement

Why?Some may believe employee engagement is a short-term fix…

...others that 100% of employee engagement is something that is achievable –

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The fact is that ENGAGEMENT

is only ever improved upon

For ‘Blue Ocean’ to be effective within our school, engagement must be a way of life, where we foster an environment that provides staff with purpose, joy, direction and inspiration.

Blue Ocean, Engagement

• ENGAGEMENT is an ongoing, everyday occurrence that becomes central to the culture of JESS.

• ENGAGEMENT is a journey that starts at the top of the school and makes its way throughout.

There is no magic formula.

Blue Ocean, Engagement

Opportunity:– To attract, motivate and retain talented staff– To build and sustain Blue Ocean JESS through

people

Challenge:– To understand how to measure and build

Engagement – To provide the leadership required to engage staff

Imperative:– Because people are our true source of

competitive advantage– Blue Ocean, Engagement

Defining Employee Engagement -

The Drivers

JESS ValuesPeople Policies Performance ManagementJESS, Achieving Excellence Together

RewardsPayBenefits RecognitionProfessional esteem

PeopleSenior LeadershipLine Manager Colleagues

Engagement Opportunities

Career Opportunities Learning/Development

Quality of LifeWork/Life BalanceSuccess

Work Work Activities Resources, environmentsProcesses and outcomes

Blue Ocean, Engagement

ENGAGEMENT EXISTS WHEN WE FEEL:

Physically

Intellectually

Emotionally..

... attached to our work

(Adapted from Kahn,1990)

Blue Ocean, Engagement

Leadership style is key Leaders avoid:• ..this is my way• ..do what I say• ..because I am your manager

Rather they: inspire

motivate

engender trust

offer respectBlue Ocean, Engagement

Leadership style is key

If as leaders we can:

inspire

motivate and

engender trust then...

‘BRING ON THE FUTURE!’Blue Ocean, Engagement

Leadership style is key Effective leaders:

• make tough decisions with courage and speed

• adapt quickly, listening and learning from feedback

• are confident, honest, delivering clear and consistent messages

• do what they say they will• act as one team, speak with one voice

Blue Ocean, Engagement

We all need to feel valued and challenged….

....never threatenedBlue Ocean, Engagement

MEASUREMENT OF ENGAGEMENT:

Engaged vs. BurnoutEnergy vs. ExhaustionDedication vs. CynicismAbsorption vs. Detachment

Blue Ocean, Engagement

COMPETITION FOR TALENT MEANS THAT WE HAVE TO BE VERY GOOD AT ATTRACTING, MOTIVATING AND RETAINING STAFF

Our talented staff is our biggest asset, we need to measure how well it is adding value

Engagement is increasingly important because: Measuring Engagement tells us how well we are doing

Engagement levels correlate with performance

Driving Engagement levels higher improves our ability to attract, motivate and retain talent

Blue Ocean, Engagement

A simple code:–Listen with your full attention–Look for the good in others–Have a sense of humour- but not at the

expense of others–And, always say thank you for a good job

well done

OUTCOMES FROM THIS SIMPLE CODE?

What do you think?Blue Ocean, Engagement

Leadershipcommitment

Leadershipcommitment

Compelling promises to employees

Compelling promises to employees

Aligned people to practices

Aligned people to practices

Connection to our, mission and values

Connection to our, mission and values

Engagedemployees

Engagedemployees

Differentiatedhigh– performance culture

Differentiatedhigh– performance culture

Engagement to Blue Ocean-

Catch the wave!‘BLUE

OCEAN’

‘BLUE OCEAN’

Blue Ocean, Engagement

Steve Garvey

Deep “Blue Ocean!”

Blue Ocean, Engagement

Let’s hit the reset button!Reaffirm our way of working:

»Dynamic, getting things done»Collaborative»Pupil focused»21st century thinking, creative»Performance driven»Trust based

Blue Ocean, Engagement

DON’T CHASE THE

PAPER, CHASE THE

DREAM.Blue Ocean, Engagement

Steve Garvey

Deepest “Blue Ocean!”

Blue Ocean, Engagement

Blue Ocean, Engagement

Are you Engaged?

Bibliography• First, Break All the Rules: What the World's Greatest Managers Do Differently.

(Buckingham and Coffman, 1999).• The Power of Full Engagement. (Loehr and Schwartz, 2003)• 12 Elements of Great Managing. (Wagner and Harter, 2006).• Engagement is Not Enough. (Ayers, 2006).• 7 Hidden Reasons Employees Leave. (Branham, 2005).• The psychological conditions of meaningfulness, safety and availability and the

engagement of the human spirit at work. Journal of Occupational and Organizational Psychology. 77. (May, Gilson, and Harter, 2004).

• Antecedents and consequences of employee engagement. Journal of Managerial Psychology. 12(7). (Saks, 2006).

• Measurements of work engagement with a short questionnaire. Educational and Psychological Measurements. 66(4). (Schaufeli and Bakker, 2006).

• Hardwiring Excellence. (Studer, 2003).• The One Thing You Need to Know. (Buckingham, 2005).• Resonant Leadership. (Boyatzis and McKee, 2005).• Good to Great. (Collins, 2001).• Psychological conditions of personal engagement and disengagement at work..

The Academy of Management Journal, 33, 692-724. (Kahn, 1990)

Blue Ocean, Engagement