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EMPLOYEE ENGAGEMENT AND CHANGE-ABILITY OF THE
ORGANIZATION
LEANDRO HERRERO MD MBA FCMI FIOD FRSA
NOVEMBER 2013
1 2 3 Working conditions Flexibility at work Pay and perks Reward and recognition Empowerment Good communication People development plans Talent management Clear vision and purpose Internal digital connections gamification Health & wellbeing programme
Satisfaction Happiness Engagement Fun Self-belief Realization Enhancement Fulfilment motivation
Profitability Higher e.p.s Retention Reputation Customer satisfaction Loyalty Employer of choice Low absenteeism Safety High quality Resilience in adversity
Pick something from column 1, say that it creates something IN column 2 (pick at leisure); then say it delivers something from column 3. (again, choose) You can’t go wrong. Welcome to the Employee Engagement Industry. There is plenty of data connecting 1,2, and 3 ( and if there isn't’, say it anyway). Yes, its messy.
engagement
engagement engagement
engagement
Engagement: within the company?
With the company?
“RE-MARK-ABLE” worth remembering
worth telling a story noticeable, noteworthy, striking, extraordinary,
special, outstanding, singular…
• Organizational solutions when large scale behavioural change is needed
• Grass roots, bottom up, peer to peer orchestration of an internal social movement to address particular business challenges
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“Shaping tomorrow’s organiza2ons today. Making today’s organiza2ons remarkable”
My perspective
Employee Engagement
Organization Change-ability
Employee Engagement
Organization Change-ability
1
Moral drive
Air time cause
Investors activism
Happy cows
The chalfont project six models of employee engagement
Air time
‘listen to them’ Employee voice
‘find out’ Surveys
(town halls-like)
Monologue / dialogue/voice respect
Happy cows
‘produce better milk’
Satisfaction
Happiness &
'Results’
Input-output machine Productivity & results
cause
Voluntarism Community work
CSR Philanthropy fundraising
External cause inside
internal glue United/belonging
Investors Metaphor HR = human capital investment fund
management
My personal r0i
Retention/exit My growth/your growth
Moral drive
Individual enhancement
Dignity of work solidarity
rights Work conditions/climate
activism
Towards self-management Viral change™
Moral drive
Air time
cause
Investors Metaphor
activism
Happy cows
It’s a voice model. Employees are told, also listened to. A dialogue Is supposed to be established. What ‘they’ say counts. Management listens to them’. Surveys and rankings dominate this Model. The measurement tools tend to take over the narrative.
I did not invent the term! There is a book.. This is a machine model. Provide good input, you’ll get a good output. Employee Happiness and satisfaction deliver better… results, The machine is oiled with Good working conditions and rewards, Cows are happy, milk is good
Employees are engaged within the company on noble causes that the company either has or adopts. Its often a ‘ngo inside’ model. People’s engagement provides meaning, sense of worth and a glue. And this is good for everybody
The employee is an investor of his/her own human capital. At year end there is either good or bad investment! Hr people and management are ‘human capital investment fund managers’
Employee engagement is… because its morally good, regardless. It has to do with human dignity and the power of work as enhancement of the individual. Don’t look In the mba manual but in the catholic social teaching documents for example
Employees take charge in a progressive self-managed way. They are active in a peer-to-peer environment. They are engaged with the company not just within the company. doing is greater than talking or advocating. Leadership gains control by loosing control
The
chal
font
pro
ject
six
mod
els
of e
mpl
oyee
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agem
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Air time, happy cows, and cause model are significantly more dominant that the other three models
x
Employee Engagement
Organization Change-ability 2
A Z Destination Change
The Methodists
❶
Models of change
A Z
A Z
Destination Change
Journey Change
The Methodists
The Travellers
❶
❷
Models of change
A Z
A Z
A Z
Destination Change
Journey Change
Status: Change (change-ability)
The Methodists
The Travellers
Riders and Acrobats
❶
❷
❸
Models of change
Reaching Promised land Z is the key. It’s a project management Narrative. Most traditional change Management is destination type
How to reach a destination is as Important as reaching it. Organization learning and discovering Is an objective in itself
There are destinations and journeys but what matters is to Create an organizational dna That allows for constant change (change ability)
Organization Change-ability
Sust
aina
ble
enga
gem
ent
Organization Change-ability
Sust
aina
ble
enga
gem
ent
The activism model Provides the highest Level of sustainable cultural shaping and
behavioural dna at the same
Time of reaching destinations And learning
in the journey
THIS IS AT THE CORE OF VIRAL CHANGE ™ WW.W.VIRALCHANGE.COM
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1. Engagement is not a number in a scale 2. The ultimate goal of employee engagement Is employee Self-management (activism) 3. The ultimate goal 0f leadership is to loose control
4. Real engagement and real change Is behavioural, Not intellectual, even emotional 5. Values articulation and communication without behavioural Translation is useless. 6. Behavioural translation without real life embedment at a scale is a (expensive) fraud
7. True employee engagement culture means a particular behavioural dna with emphasis on change-ability 8. Cultures (and their dna) are not created by training. No revolution has been created in a classroom
9. Each of the six employee engagement models may work as ‘within’ the company and/or ‘with the company’ but their goals are different. There is not such a ting as One employee engagement
10. The ‘employee engagement industry’ will fade ( as did quality, excellence and customer worship) … But there will still be employees and companies… Aim at ‘remarkable’… the rest is commentary
