VaLUENTiS Employee Engagement Accelerator Programmes (EEAPs) presentation with latest from the new Strategic Employee Engagement report 2016

1. Employee
Engagement:
Accelerator
Programmes
Nicholas J Higgins CEO, VaLUENTiS Ltd &
Dean, VaLUENTiS Business School (‘VaLBS’)
HR Directors
Business Summit
ICC, Birmingham
UK 2016

2. THE
EE
PLAYBOOK
Line of
sight
Work
environment
Operating
culture
Development
Reward
(equity)
Performance
link
What we bring…
Employee Engagement SolutionsEvidenced based definition, understanding
and application
Measurement
wisdom and
expertise
On-line tools
and analytics
Employee survey
design expertise
and processing
Project
management
expertise
Actioning
strategies and
tactics
Frontline
blended
learning
‘License to
manage’
programmes
Senior management
feedback sessions and
group management
coaching
Employee Engagement
Accelerator Programmes
(EEAPs) global reach
‘Twelve years of
innovation…’
VaLUENTiS Ltd,
2nd Floor, Berkeley Square House,
Berkeley Square, London W1J 6BD
HO: +44 (0)207 887 6108
www.valuentis.com
www.VaLBS.com
Team productivity/
performance
modelling

4. Strategic Employee Engagement in Organisations:
4th Annual Report
10th February 2016
in collaboration with
Authors:
Nicholas J Higgins & Graeme Cohen

5. The PlayMaker™
Network

6. “There are only three measurements that tell
you nearly everything you need to know about
your organization’s overall performance:
Employee engagement, customer satisfaction,
and cash flow.”
Jack Welch

7. Employee Engagement is a
defined construct that can be
measured and used to direct
and evaluate initiatives and
progress in organisations. The
advantage is that it becomes a
‘4D’ reference point.
Employee Engagement is used
as a generic term to include all
and sundry whether projects
or initiatives are related or not.
The danger is that the term
becomes meaningless.
‘Not so good’
‘Better’

8. The overflowing
Employee
Engagement
initiative ‘bucket’.

9. Employee Engagement: random case
‘examples’?!
 ‘Rebranding’
 ‘Benefits/incentives’
 ‘Wellbeing’
 ‘Inclusion’
 ‘Communicating the vision/values’
 ‘Performance management’
 ‘Culture Change’
 ‘Absenteeism/turnover’

10. Employee Engagement: random case ‘examples’
from an EEAP perspective
 ‘Rebranding’ focus on recruitment/retention analytics and weaknesses instead
 ‘Benefits/incentives’ focus on 360° reward evaluation and optimisation
 ‘Wellbeing’ focus on the job related causes rather than compensating mechanisms
 ‘Inclusion’ focus on total employee population and business case rationale
 ‘Communicating the vision/values’ focus on what this type of initiative is
trying to solve and drill down to frontline issues
 ‘Performance management’ focus on the outcomes not the process
 ‘Culture Change’ focus on what this type of initiative is trying to solve, establish
the business case and evaluate the impact/transposition
 ‘Absenteeism/turnover’ recognise that any adverse trends are already
manifestations of impaired EE
 And so on…

11. Employee Engagement Accelerator Programmes:
Organisation Differentiators
 ‘Work-out’ a EE definition that can subsequently be measured
and communicated realistically
 Focus on understanding EE to assist with identifying both
impact and impairment (modelling) at the front-line
 Provide informative (smart) data and analytics, utilising a
portfolio of sources
 Establish enabling infrastructure whilst embedding evidence-
based case/rationale mindset to initiatives
 Create and sustain/grow a knowledge repository to facilitate
EE impact projects
 Continuously target leader-manager competency/capability

12. OK
The next few slides are taken from our
forthcoming Strategic Employee Engagement
in Organisations report published on 10th
February.
We are able to conduct a little ‘live’ polling
here to add into the mix. So to your ‘app’….

13. Our organisation conducts an employee survey....
A. Once a year (census)
B. More than once a year (census & pulse)
C. Less than once a year (census)
D. Have not/do not conduct an employee
survey

14. Our organisation conducts an employee
survey....
Once a year (census)
52%
Twice a year
(census)
7%
Once every two years (census)
18%
Every quarter (pulse) including
annual (census)
4%
As and when required
11%
Have not/do not conduct an
employee survey
8%

15. Our survey question set includes how many
questions...?
A. Less than 20
B. 21 - 60
C. 61 or more
D. Not applicable

16. Our survey question set includes how many
questions...?
Less than 20
19%
20-40
35%
41-60
26%
61-80
14%
Over 80
6%

17. Does your organisation unit/business unit use a
definition of employee engagement...?
A. Yes
B. No
C. Don’t Know

18. Does your organisation unit/business unit use a
definition of employee engagement...?
Yes
53%
No
45%
Don't know
2%

19. What is your approach towards benchmarking
employee engagement questions...?
• Benchmark externally ONLY
• Benchmark internally (e.g. x-unit/team) ONLY
• Benchmark externally and internally
• Benchmark survey response rate ONLY

20. What is your approach towards benchmarking
employee engagement questions...?
Benchmark externally
ONLY
7%
Benchmark survey
response rate ONLY
6%
Not sure
14%
Benchmark internally
ONLY
18%
Benchmark externally
and internally
55%

21. Does your organisation/business unit utilise
an ‘Employee Engagement playbook’…?
• Yes, in full
• Yes, in part
• Currently under design
• No/Don’t know

22. Does your organisation/business unit utilise
an ‘Employee Engagement playbook’…?
Yes, in full
3%
Yes, in part
13%
Currently under design
4%
No
72%
Don’t know
8%

23. Does your organisation/business unit
operate a ‘license to manage’…?
A. Yes
B. No
C. Don’t Know

24. Does your organisation/business unit
operate a ‘license to manage’ …?
Yes
16%
No
75%
Don't know
9%

25. Organisations and employee engagement:
The ‘4-ball’ success model
Play down
‘We don’t...’
Play act
‘It’s all about PR…’
Play safe
‘At least we
benchmark...’
Play make
‘We do it…’
The four progressive states
of employee engagement
embeddedness in
organisations

26. Play Down
4%
Play Act
50%
Play Safe
45%
Play Make
1%
Organisations and employee engagement:
The ‘4-ball’ success model

27. Staff engagement A-C Matrix as a ‘ready reckoner’
© VaLUENTiS Ltd 2002-16

28. Context
Organisation people
management
6P review
Initiatives
Requisite Programme
knowledge
Current
EE/TM Strategy (or
practice ‘in-force’)
Operating
cultural analysis
and change
parameters
Construct/revise
EE (& TM) Playbook
Implementation
Management legacy plus
current ensuring link with
available infrastructure
Eradicating
‘dysfunctional’
aspects of current
operating culture
Utilisation of
resources
Consistency of
delivery and outcome
versus political obstacles
Impact measurement
& evaluation
Business case rationale
and outcome/impact
‘Ten point plan’
EEAP/6P scope
EE/TM index
Productivity/performance ‘holes’
Line management (individually
and collectively)
Survey/data competency plus
Pathfinder™ analytics
6P Playmaker curve position
Embedding and sustaining
programme changes
Providing an integrated ‘employee
engagement’ strategy that directs
and benchmarks where necessary
Getting people managers to manage in a
progressive manner (to an expected and
defined level)
EMPLOYEE ENGAGEMENT
ACCELERATOR PROGRAMMES
Example schematic
© VaLUENTiS Ltd 2016

29. Employee Engagement Accelerator Programmes:
SIX reasons that make a difference
 Provide discipline around business case and rationale that
avoids ‘positive bias’ i.e. ‘real expected impact/outcomes’…
 Supported by analytics/evidence not just hunch or passion (or
PR opportunity)…
 Assess the political/cultural drivers and obstacles…
 Embed an evaluation/measurement/evidence ethos
 Shift leadership/management perceptions
 Have an organisation productivity-performance optimisation
focus

30. Nicholas J Higgins
nicholas.higgins@valuentis.com
VaLUENTiS Ltd
2nd Floor, Berkeley Square House
Berkeley Square
London W1J 6BD
HO: +44 (0)207 887 6108
M: +44 (0)7811 404713
www.valuentis.com
www.VaLBS.com
www.NicholasJHiggins.com