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©2015 QUALTRICS LLC.
Agenda
1. Introduction
2. Management tips & strategies
3. Using feedback surveys to measure success
4. Q & A
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©2015 QUALTRICS LLC.
Daniel WainTrainer | Conference
Speaker | Actor | Playwright
Daniel Wain Consulting
Sarah MarrsEmployee Engagement Expert
Qualtrics
Speakers
24th March 2016
Daniel Wain
Unlocking the Black Boxof Engagement &Discretionary Behaviour
How to get the bestout of your people
‘Employees may be our greatest liability, but people are our greatest opportunity’‘Increasingly, the success – indeed, the survival – of every business will depend on the performance of its knowledge workforce’ Peter Drucker
Managing individual performance helps achieve business strategy- it’s a commercial imperative not a ‘nice to have’
Business strategy
Positive resultsfor all
Individual tasks
Individual job roles
Departmental objectives
Specific goals
‘Most research confirms that the quality of people management is a better predictor of performance than business strategy, research and development, or quality management’ CIPD Change Agenda on Human Capital, 2003
Purcell’s ‘People & Performance’ Model For people to exert ‘discretionary behaviour’, they must have:
The ability to do so - the necessary knowledge & skills The motivation to do the work & do it well The opportunity to deploy their skills in the job & more broadly
contribute to their work group & organisational success
The role of the line manager is crucial!
John Purcell, for the CIPD, 2003
What in the work environment makes your people want to do their best?
Over how many of these factors do YOUhave control or influence?
Circle of ConcernAll we worry
about, but over which we have
no control(e.g. the
economy,world poverty)
From Stephen Covey
Circle of Influence
The more you focus on this, the larger it becomes
All the things we can change, especially ourown behaviour
From Stephen Covey
‘Knowing others is intelligence.Knowing yourself is true wisdom.Mastering others is strength.Mastering yourself is true power’ Lao Tze
The Johari window
ARENA
FACADE UNKNOWN
BLIND SPOT
What othersdon’t know about me
What othersknow
about me
What I know about myself What I don’t know about myself
Joseph Luft &Harrington Ingham
What are you / we aiming for?
“Be yourself, just with more skill”
Turning talent into performance
There is no one recipe for this!
High
Low
HighLowTask
Behaviour
RelationshipBehaviour
Different Management Styles
ParticipativeManager
(Supporting)
DelegativeManager
(Delegating)
DirectiveManager(Telling)
ConsultativeManager
(Selling / Coaching)
Hersey & Blanchard’s ‘Situational Leadership’
One style does not fit all…
‘When the leader succeeds it will be because they have learned two basic lessons: people are complexand people are different’W C H Prentice, HBR
There is more than one leadership style- be flexible...
Use of authority by the leader
Area of freedom for team members
Tells - Sells - Consults - Involves - DelegatesLeader decides and tells others
Leader decides and sells to others
Leaderproposes & consults
others
Leader involves others in decision
Leader delegates decision to others
Tannenbaum & Schmidt
Know your ‘default’ style, then vary your shots...any model is only worth knowing if you act upon it!
‘The test of leadership is notto put greatness into humanity,but to elicit it, for the greatnessis there already’ John Buchan
Agreeing expectations – “I know what I should be doing”
Feedback to improve performance – “I know where I need to get better”
Learning – “I know how to get better”
Career development – “I know how to achieve my potential”
Reviewing success – “I know what I’m good at”
Reviewing priorities – “I know what it’s important for me to focus on”
Staying on schedule – “I know what deadlines to work to”
Removing barriers – “I know what support I have”
Two way communication – “I know that managingmy performance is also my responsibility”
Building relationships – “I know I am valued”
Managing performance – common sense, yes…but common practice?
Objective setting - Quite simply…
Where am I now? Where am I going / where do I need to be? How do I get there? How will I know that I’ve arrived? How can I see how far I’ve travelled? Where could I go after that? Do I have something to strive for?
What Designbuilt
What Customerswanted
What Productionmanufactured
What Marketingwanted
What Financebudgeted for
What R & Dproposed
The problem with fuzzy objectives
‘Set me anything to do as a task,and it is inconceivable the desireI have to do something else’ George Bernard Shaw
The trick is to delegate the right tasks,to the right people, at the right time, in the right way
‘If you go on doing what you’vealways done, you’ll go on gettingwhat you’ve always got.It’s a particular type of insanity that thinks you can get different results from thesame skills & behaviours’ Albert Einstein
A good manager: Ensures feedback is specific, clear & timely Uses it to reinforce good performance,
as well as to correct not so good Doesn’t ‘mix’ feedback Tests any assumptions Identifies the cause
to agree a solution Pro-actively seeks,
as well as gives Focuses on behaviour
not personality
Regular & ongoing feedback is crucial to effective performance management
‘The single biggest problem incommunication is the illusionthat it has taken place’ George Bernard Shaw
Empower by asking not telling…
“What’s the issue here?” “What do you think
the problems might be?” “How would you do it?” “What have you already tried?” “Is there a better way
to achieve our outcome?” “What would it look like
in an ideal world?” “How will you know you’ve solved it?” “What needs to happen
to make it a reality?” “How did it work out?” “What would / could we /
you do differently next time?”
‘Give a man a fish and you feed himfor a day, teach him how to fishand you feed him for a lifetime’ Lao Tzu
If you forget everything else, remember… Effective people management is essential to continued business
success – it’s not a ‘nice to do’ but a commercial imperative Little things mean a lot – make time for these
to save more time fire-fighting later Performance management has to be ongoing and continuous –
it’s far more than the appraisal There should be no surprises at the appraisal The appraisal is about communication not paperwork It’s their appraisal & performance – let them think, speak & record Aim for a non-directive ‘coaching’ style – give people
the space to grow & find their own solutions Be aware of your default style & be flexible
– aim for ‘best fit’ rather than ‘best practice’ Continually measure your effectiveness
& seek feedback from your people– decrease the blind spot!
‘If you leave us our money, our factories and our brands, and take away our people, the company will fail. But if you take away our money, our factories and our brands, and leave us our people, we can rebuild the whole thing in a decade’ Richard R Dupree, former CEO of P&G
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©2015 QUALTRICS LLC.
Different ways to measure discretionary behaviour
EMPLOYEE ENGAGEMENT FEEDBACKmeasures how connected people feel
to the organisation and their work and the company they work for, and,
critically, how much effort they are prepared to put in as a result
360 FEEDBACKmeasures the frequency at which
employees show individual behaviours and gives objective feedback
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©2015 QUALTRICS LLC.
Measure discretionary behaviourEMPLOYEE ENGAGEMENT
measures how connected people feel to the organisation and their work and the company they work for, and, critically,
how much effort they are prepared to put in as a result
PRIDE
ADVOCACY
INTENT TO STAY
DISCRETIONARY EFFORT
EMPLOYEE ENGAGEMENT I feel proud to work for this organisation I would recommend this organisation to family and friends as a place to work I see myself working at this organisation in 2 years time This organisation motivates me to go above and beyond in my role
Company practices / behaviours (Potential drivers of Engagement)
~40 questions
An basic model for driving Employee Engagement
Employee Engagement (Outcome)
AUTONOMY /EMPOWERMENT
CAREER OPPORTUNITIES COLLABORATION
COMMUNICATION
COMPANY LEADERSHIP PAY & BENEFITS
QUALITY PRODUCT/SERVIC
ESRECOGNITION RESOURCES
STRATEGY ALIGNMENT
SUPPORTIVE MANAGEMENT
TRAINING & DEVELOPMENT
THE EXTENT TO WHICH AN INDIVIDUAL FEELS
CONNECTED TO THE ORGANISATION, AND IS
WILLING TO GO ABOVE AND BEYOND AS A RESULT
PRIDE
ADVOCACY
INTENT TO STAY
DISCRETIONARY EFFORT
Step 1 – establish what is in your circle of influence
EMPLOYEEMANAGER
COMPANY LEADERSHIP
Company practices / behaviours (Potential drivers of Engagement)
~40 questions
An basic model for driving Employee Engagement
AUTONOMY /EMPOWERMENT
CAREER OPPORTUNITIES COLLABORATION
COMMUNICATION
COMPANY LEADERSHIP PAY & BENEFITS
QUALITY PRODUCT/SERVIC
ESRECOGNITION RESOURCES
STRATEGY ALIGNMENT
SUPPORTIVE MANAGEMENT
TRAINING & DEVELOPMENT
AUTONOMY / EMPOWERMENT1. Decisions are made at the appropriate
level in this company 2. My manager listens to or acts on my
ideas 3. I am encouraged to come up with new
ways of doing things in my role 4. I am given the opportunity to be
involved in decisions that affect me
CAREER OPPORTUNITIES1. There are good opportunities for career
progression at this company 2. My manager gives me the opportunity to
try new things in my role which align with my career
3. I have an understanding of my career path at this company
4. I find my day-to-day work challenging and interesting
Step 1 – establish what is in your circle of influence
Company practices / behaviours (Potential drivers of Engagement)
~40 questions
An basic model for driving Employee Engagement
AUTONOMY /EMPOWERMENT
CAREER OPPORTUNITIES COLLABORATION
COMMUNICATION
COMPANY LEADERSHIP PAY & BENEFITS
QUALITY PRODUCT/SERVIC
ESRECOGNITION RESOURCES
STRATEGY ALIGNMENT
SUPPORTIVE MANAGEMENT
TRAINING & DEVELOPMENT
Step 2 – use data analysis to tell you what affects Engagement
EMPLOYEE
COMPANY LEADERSHIP
MANAGER
MANAGER
COMPANY LEADERSHIP
MANAGER
15 questions to measure your impact on discretionary behaviour
EMPLOYEE ENGAGEMENT1. I feel proud to work for this organisation2. I would recommend this organisation to family and friends as a place to work3. I see myself working at this organisation in 2 years time4. This organisation motivates me to go above and beyond in my role
1. My manager listens to or acts on my ideas (AUTONOMY & EMPOWERMENT)2. My manager gives me the opportunity to try new things in my role which align with my career
(CAREER PROGRESSION)3. The workload is evenly distributed across my team (COLLABORATION)4. I receive regular communication from my manager about what is happening at this company
(COMMUNICATION)5. My pay is linked to my performance (PAY AND BENEFITS)6. People are recognised when they go above and beyond for customers on my team (QUALITY OF
PRODUCT OR SERVICES)7. I receive positive feedback from my manager when I do a good job (RECOGNITION)8. My manager’s actions are consistent with their words – they practice what they preach (SUPPORTIVE
MANAGEMENT)9. Poor performance on my team is addressed (SUPPORTIVE MANAGEMENT)10.My manager helps me understand my strengths and areas for development (SUPPORTIVE
MANAGEMENT)11.I have the training I need to be successful in my role (TRAINING AND DEVELOPMENT)
Measuring behaviour on a 360
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©2015 QUALTRICS LLC.
OBJECTIVE
FOCUSSED ON BEHAVIOURS
CONSTRUCTIVE
360s force you into best practices
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©2015 QUALTRICS LLC.
Daniel WainTrainer | Conference
Speaker | Actor | Playwright
Daniel Wain Consulting
Sarah MarrsEmployee Engagement Expert
Qualtrics
Q&A