Employee Engagement and Continuous Improvement How to develop a strategy to empower people

Transcription

1 Employee Engagement and Continuous Improvement How to develop a strategy to empower people

2 Employee Engagement

3 Is it this?...

4 Q : What is Employee Engagement? I m able to give my best at work I m not emotionally connecting with the business I feel motivated and valued for my contribution I need more challenging work 4 I don t have a voice at work

5 Benefits of an engaged workforce Natural encouragement for you said, we did Greater employee involvement in decision making processes Increases employee confidence and trust across the MoJ Reduces absence Generates more opportunities for employees to voice their opinion Motivates more employees to act in support of organisational goals More dialogue across the MoJ Family Easier to introduce changes Improves our performance - and service delivery

6 1. Strategic Narrative = 2. Engaging Managers 3. Employee Voice 4. Integrity July 2009 MacLeod & Clarke

7 Strong, visible, empowering leadership provides a strong strategic narrative about the organisation, where it s come from and where it s going The past You are here The future This gives a line of sight between the job and the organisation s vision. The story is communicated clearly, consistently and constantly.

8 Team Leaders with a genuine interest in engaging others and inspiring behaviour through..., focusing their people, offering scope and enabling the job to get done treating their people as individuals coaching and stretching their people

9 There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset not the problem. This voice is an informed one. Views are sought early and followed up; explanations are given if ideas/views not adopted. Trade unions/staff representatives are part of the engagement architecture collective voice matters

10 There is organisational integrity the values on the wall are reflected in day to day behaviours. These expected behaviours are explicit and bought into by staff. Keep it real staff see through corporate spin quicker than customers or the public. Integrity enables trust: no engagement without trust

11 So what is our story?

12 Start at the very beginning. In 2007 an employee engagement project group was set up in the Ministry of Justice to support the MoJ by developing a way to: ASK = measure engagement ANALYSE = identify the key drivers of engagement ACT = work with Business Groups to improve engagement The MoJ s Employee Engagement Project was not set up to do employee engagement for the MoJ

13 The MoJ Engagement Cycle Annual People Survey By creating this continuous cycle of Engagement the MoJ is able to actively engage throughout the year with our people

14 Engagement Strategy Involving Everyone In order to enable engagement the project team set up and launched an Engagement Champions Network in September 2008 An Engagement Champion is identified by the business as someone who role models the organisation values through their behaviour and having discretionary effort Start a chain reaction

15 involving everyone - support materials

16 What a difference a day makes Got Engaged Starting a Chain Reaction December Say, Stay, Strive July Leading to Engage September Engagement Champions Development Day 1 March 26 CJC, Manchester Temple Courts, Birmingham 2009 Engagement Champions Development Day 3 November 25 The Work Foundation, London 2009 Engagement Champions LAUNCH EVENT Engagement Champions Development Day 2 Engagement Champions Champions Day 4 Results into Action The Racing Line Come fly EE with me Beyond the Results March 17 The Marriott, York 2010 Engagement Champions Champions Day 5 February 02 MoJ, London 2011 Engagement Champions Champions Day 6 On your marks, Engage March 21 MoJ, London 2012 Engagement Champions Champions Day 7 March 14 MoJ, London 2013 Engagement Champions Champions Day 8 March 20 MoJ, London 2014 Engagement Champions Champions Day 9

17 17

18 Facilitating Action Planning 1 Strengths Improvements 2 Priority Issues: for us to take forward Priority Issues: to Feedback L&D 1. Comms from senior manager 2. Line manager catch-ups 3. Team meetings 1. Comms from PS 2. Senior Leader Visibility 3. L & D Attendees get 3 votes. They must place at least 1 vote on each board and the third vote can be placed on either board 4 Team Action-plan 3 Write Issue Here Priority Issue Plan/ Action Owner (s) Timescale Success Measure Ideas for: -Plan/action - Who should own it? - Timescale - Success Measure Brainstorm ideas, scribble ideas/suggestions on the board - focus on local actions + local owner UNCLASSIFIED

19 The Engagement Advocates (TEA)

20 Engaging Tools

21 2015 March 18 Mary Ward House, Euston Champions Day 10 Looking Back, Moving Forward

22 2016 Septembe r 15 Champions Day 11 Charlton Football Stadium

23 You Said, We Did November 2016 STAFF ENGAGEMENT BOARD CONTINUOUS CONVERSATION PEOPLE SURVEY WORKSHOPS YOU SAID, WE DID CELEBRATIONS ACTION PLAN TOOLS & INFO

24 Staff Engagement Continuous Conversation Board

25 Regional Engagement HUBS the new frontier ECN HMCTS NOMS LAA OPG TNA CICA

26 Summary A strategy should be something that is a living document. The MoJ strategy has been in place for 10 years and is still being developed. Use continuous improvement tools to help you to understand the data and to act upon the results. This enables employee voice and change Seek feedback and review the actions taken Through continuous conversation you can adapt the strategy to suit the needs of the business

27 Any Questions?