The Employee Engagement Event - Nov 20 - HRZone
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Focusing on the collective
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The Employee Engagement Event - Nov 20 - HRZone
- 1. Focusing on the collective to ramp up engagement
- 2. “This is about how we create the conditions in which employees offer more of their capability and potential.” – David Macleod
- 3. ENGAGEMENT CULTURE EMPLOYEE Perception of job importance Clarity around job expectations Improvement opportunities Regular feedback with superiors Perceptions of organisational values Senior leader buy-in Business case Tackling legacy cynicism Trust-based relationships Infrastructure and process Trained line managers
- 4. ORGANISATIONAL GOALS PERSON A PERSON B
- 5. NASA janitor, when asked what he was doing, said… NASA janitor, when asked what he was doing, replied….. "I'm helping to put a man on the Moon.”
- 7. ORGANISATIONAL GOALS PERSON A PERSON B
- 8. “We’re helping to put a man on the Moon.”
- 9. ‘Personality’ • The word personality didn’t exist in the English language until the 18th century • Personality and appearance became valued when we came to work alongside strangers • Personality is developed in order to be as effective as possible in a given social situation
- 10. Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008
- 11. Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008
- 17. Nervous Self-learner Introverted Emotional Moral Agreeable Charismatic Extroverted Financially driven Self-starter
- 21. In an engagement culture, we are successfully giving people the conditions to express their individual potential and capability The way we shape the environment can lead to different results depending on individual personality, making it difficult to create the conditions that encourage collective potential To derive greater ‘people’ competitive advantage for the company, we must provide conditions where the collective potential is encouraged
- 22. Towards a culture of collective potential and collective performance
- 23. 1. Create an organisational culture of engagement
- 24. ENGAGEMENT CULTURE EMPLOYEES Perception of job importance Clarity around job expectations Improvement opportunities Regular feedback with superiors Perceptions of organisational values Senior leader buy-in Business case Tackling legacy cynicism Trust-based relationships Infrastructure and process Trained line managers
- 25. 2. Make people accountable for the way they feel
- 26. Brent W. Roberts and Joshua J. Jackson, University of Illinois, Urbana-Champaign, 2008
- 27. Robert Plutchik’s Wheel of Emotion, Albert Einstein College of Medicine
- 28. Empower employees Change #1: Awareness
- 29. Empower employees Change #2: No more victimhood
- 30. Objective analysis Visualisation Breathing Empower employees Change #3: Techniques
- 31. Empower employees Change #4: Education and benefits Coffee Exercise Nutrition
- 32. 3. Set boundaries to remove uncertainty
- 33. Not a 9-5 company Passionate Innovation Results-focused Open-minded Innovation-friendly Casual dress Free dress
- 35. 4. Re-shape the shapers
- 38. 5. Educate people on the importance of diversity of approaches
- 39. Team diversity Implementers Plants Shapers Completer finishers Specialists Co-ordinators
- 40. PERSONALITY “CHARACTER” PERSONALITY “CHARACTER”
- 41. “Stay true to who you are and what you believe in – and encourage others to do the same, while working towards a shared goal.”
Notas del editor
- Jamie from HRZone, we’re obsessed with helping HR professionals prepare for the workplace as it morphs and shifts What I want to do is take a look at how personality presents in the workplace and how traditionally companies have tried to influenced the personalities of their employees. Also
- This is the definition of engagement given by David Macleod of Engage for Success and for me this is exactly what engagement is about This definition isn’t synonymous with ‘getting more from people’ – that is an employer-led initiative. This is about employees OFFERING more than the transactional relationship of employment dictates – and wanting to do it Because it’s about wanting to do it, engagement is inherently up in the motivations, actions and desires of the individual
- So the standard model of engagement – which we’ve worked towards over time and which now has been proven by research, maps pretty well to this. Employers create an engagement culture and these factors have been proven to be essential in creating this base engagement culture, which is an infrastructure that supports empowered employees Don’t want to dwell too much on this except that this stuff is now proven The key here is the direction of the footprints – going back to the David Macleod quote, the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed Ones at top aimed towards organisational goals
- So a huge amount of hard work goes in and at the end we have this engagement culture where people are much more committed to organisational goals, understand their place, feel empowered etc. People feel listened to when it comes to the overall needs of the organisation and their feedback is taken on board Extremely positive place to be and Towers Watson have shown that having this engagement culture leads to a 26% increase in profit per employee So companies are acting on the need to derive ‘people’ competitive advantage and it’s working well.
- Incredible.
- Not much more competitrive advantage from products and advertising – consumer word-of-mouth, people, recommendations, social media We need to derive competitive advantage from people – that much is increasingly clear. Globalisation etc are putting pressure on firms to maximise competitive advantage and technology is acting as a democratiser.
- But there is a gap in the matrix here and that’s the emotional connection between colleagues and how this translates to organisational goals. Everyone can be better aligned with organisational goals but the bigger picture requires the way people interact and work to be more aligned with organisational goals too for true people competitive advantage to be there. AND THESE PEOPLE CAN BE CUSTOMERS TOO – THIS IS CRUCIAL. THIS IS ABOUT INTERACTION – a high part of high performing organisations is treating customers as partners
- Incredible.
- First let’s take a look at personality because it’s important to understand the way we interact with others. Essentially the concept of personality came about as American companies were formed and people had to work alongside people they didn’t know. Capitalism forces continual improvements in productivity personality was needed to oil effectiveness and allow people to work well together This is a good thing!!! An adaptive response to help us meet the needs of a situation. If someone gets in your face, you may need to act more assertive than you really feel. This is an adaptive response In the workplace context, when we say personality we mean the state in which we interact with others
- Model of personality and how people act in the workplace – very useful for understanding why people act the way they do and very useful as a model to help ramp up engagement efforts that focus on getting people to work better together Biological factors: Brain formation, heart rate variability, levels of neurotransmitters Environment: traditionally would be upbringing, conditioning, but much wider definition Traits: You’ve got the Big Five such as agreeableness extraversion etc States: the manifestation of personality that we see and the reactive features of our psychological systems All are important: environment rules when essential e.g. a sabre tooth tiger jumps out at you
- For organisations ENVIRONMENT is key because it’s the thing they have traditionally tried to influence – only real thing they can influence Companies place pressures – good or bad - on the environment to encourage individuals to adopt states beneficial to the organisation This is a ‘personality-based’ look at the principal-agent problem, so how can a company get an individual to act in the company’s interest? Well, they bring pressure to bear on the environment around the individual
- Here’s an easy example. We put cameras in casinos to make employees act honestly. Note that this is a STATE at work, we don’t put cameras in their homes because for the company honesty at work is what’s important. The powerful incentive of being caught red-handed and being fired/put in prison is likely to override any tendencies of an individual towards being impulsive or risk-taking. Note, however, the environment can change. If the croupier’s children are starving, who cares about the cameras?
- Here’s another example. We fit lorries with tachograph to put drivers in states of awareness and care by negatively incentivising risk taking These two are very basic environmental cues that are designed to direct people towards behaviours by influencing their environment. We need workers to act a certain way in a certain situation Now, if everyone worked as lone wolves, this type of environmental cue would be enough. But, of course, they don’t. We come together as groups of people to achieve goals – and for this we must look at how environment cues shape the way we interact with others around us.
- On the basic level, by offering financial incentives to sales staff, we encourage them to be affable, agreeable, to focus on body language, to focus on closing the deal – this is about their interactions with CUSTOMERS
- What’s really interesting here is that you change an environment and it affects people in various ways. So we encourage people to interact in a more friendly way with colleagues by having casual dress policy because we think this will make people more relaxed. For some people it does, but others still come in in smart clothes because they want to interact on a more ‘professional’ level. What does that mean? – AIR OF AUTHORITY FOR MANAGERS – BE ABOVE EMPLOYEE LEVEL
- Coming back to this, this will make some people very self-centred, and others very caring about other people to help them hit their commission
- So we can have very different people in the workplace and the environment we create creates both positive and negative outcomes depending on the type of person that you are and the challenge for organisations now is to create conditions that are personality-independent – that work to create positive outcomes despite individual qualities and characteristics.
- So here’s an example of a modern initiative designed to help employees act more like individuals, which is great for creating that engagement culture we talked about earlier. So for some employees, it works as planned. They give more because they are have more control, they have autonomy, they can become results-focused, and these align with organisational goals of better results and everyone wins.
- But then you get others who don’t respond well to this policy and it creates exhaustion because they don’t know when to stop. And then you get this misalignment that’s to do with perception. Perception can be a dangerous thing at work. Lonely too, don’t have people to bounce ideas off. Entrepreneurs v social workers. Another one we do with engagement is implement online social collaboration platforms to make people talk and communicate more. For some people this naturally fits in with their way of working. For others it’s just another thing to do and it encourages a state of being ‘visible’ and ‘extroverted.’
- We live in a globalised world and have to interact with more, different people, and we can work in more environments, and different means of doing things e.g. Google Hangouts, Skype People don’t get as much downtime in SAFE environments – and if we can’t recover then we find it hard to go into work and create these states in which we work well with strangers and become more effective. People get snappy, hard to work with and regress to their ‘natural states.’ Police imagery intentional – new piece of research from Gail Kinman at Bedfordshire says that police officers face fewer issues of ‘taking their work home with them’ – anyone know why? Metaphorical separation of taking their uniform off. This is a big office-based problem.
- To summarise….!
- When we focus on personal performance then we incentivise people to act in self-interest and shape their personalities towards situations. By judging people on collective performance we can help.
- Standard model of employee engagement – you’ve got all the things at the bottom that are proven to help develop engagement cultures. We did some research earlier this year that pointed to infrastructure and process and management buy-in as the two biggest obstacles And the key here is the direction of the footprints – the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
- So the standard model of engagement – which we’ve worked towards over time and which now has been proven by research, maps pretty well to this. Employers create an engagement culture and these factors have been proven to be essential in creating this base engagement culture, which is an infrastructure that supports empowered employees Don’t want to dwell too much on this except that this stuff is now proven The key here is the direction of the footprints – going back to the David Macleod quote, the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
- Standard model of employee engagement – you’ve got all the things at the bottom that are proven to help develop engagement cultures. We did some research earlier this year that pointed to infrastructure and process and management buy-in as the two biggest obstacles And the key here is the direction of the footprints – the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
- BIOLOGICAL FACTORS: These are driven by physiology and genetic makeup and we used to think we couldn’t change it. But we can – example is allostatic load – which can change brain chemistry. Belief you can’t change them – which leads to VICTIMHOOD – ‘someone made me feel that way.’ Training managers, senior leaders and employees to deal with honesty and develop positive outcomes from those. Lots of personality comes out because people have been taught that being themselves does not do well.
- BIOLOGICAL FACTORS: These are driven by physiology and genetic makeup and we used to think we couldn’t change it. But we can – example is allostatic load – which can change brain chemistry. Belief you can’t change them – which leads to VICTIMHOOD – ‘someone made me feel that way.’ Quick straw poll – how many emotions did you feel in the last week? I’ll give you a minute. Raise your hand etc
- Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology.
- Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology.
- IF you don’t know what to do in the event of aquaplaning, you’re scared of it. We’re scared of how people make us feel. Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology. Visualisation: this is outcome-based visualisation
- IF you don’t know what to do in the event of aquaplaning, you’re scared of it. We’re scared of how people make us feel. Traits -> Environment: Ilene Siegle from Duke found people with high agreeableness traits are more likely to engage in vigorous exercise Traits are hard to change. As organisations we need focus the RIGHT resources on the environment, and train people to understand their physiology. Visualisation: this is outcome-based visualisation
- Standard model of employee engagement – you’ve got all the things at the bottom that are proven to help develop engagement cultures. We did some research earlier this year that pointed to infrastructure and process and management buy-in as the two biggest obstacles And the key here is the direction of the footprints – the company invites employees to become emotionally committed but you can’t force someone to be emotionally committed
- To give employees CHOICE, you must incentivise the outcome. So the environment is one of profit-sharing, no-blame and shared responsibility. Employees are free to collaborate as they see fit.
- Nothing more powerful than the view that management accept and approve of a wide variety of doing things – you want diversity in EVERYTHING
- Take a look at your organisation and see if the environment shapers that have existed for a long time are still incentivising the result you’re looking for – specifically to what extent could they send two different people down the wrong path?
- Going back, this is the standard model of enhancing sales performance used across the world but it’s really one for personal performance. Although you will get some people who desire to help others.
- If we replace commission with profit-sharing, we have a collective personality.
- Take a look at your organisation and see if the environment shapers that have existed for a long time are still incentivising the result you’re looking for – specifically to what extent could they send two different people down the wrong path?
- The negative person is MALIGNED and this is why you get groupthink – in engagement cultures this is often the case – ‘passionate’ etc Take Plants out – no ideas
- Character comes out in safe places. LOTS of things influence environment. For a child, a safe environment becomes unsafe when a stranger enters. They haven’t developed the ability to project personality At the same time as work-life balance putting pressure on peoples’ character, we also have a lack of understanding in humans about Get to this place – where character swells and personality gets smaller. People have the confidence to be who they want to be
- This is where engagement intersects with personality and character, in my view. Engagement cultures throw their weight behind the qualities of the individual and say ‘we will support the unique set of individual circumstances that make you YOU.’ This is not about shaping the environment to create engagement but about allowing individuals to shape their own environment by creating an environment that supports that ABOUT THE ALIGNMENT OF PERSONALITY AT WORK THROUGH COLLECTIVE PERFORMANCE