Employee Engagement in Change Management

Transcription

1 Employee Engagement in Change Management March 18 th 2018

2 AGENDA What is Employee Engagement? Added Value of Employee Engagement to Change Management Employee Engagement Concept Integration with Change Management Model What does Engagement look and feel like? Case Study 2

3 WHAT IS EMPLOYEE ENGAGEMENT? Ee = Emotional Commitment Can Ee impact CM? Employee Engagement is the emotional commitment employees feel towards their organisation and the actions they take to ensure the organisation s success; engaged employees demonstrate care, dedication, enthusiasm accountability and result focus. Source: Melanie Allen, Managing Director of People Results Ltd Research Finding: 70% of participants reported that applying change management had a positive impact on employee engagement. Is the converse true? Source: 2018 Best Practices in Change Management 3

4 WHAT IS EMPLOYEE ENGAGEMENT? Source: Careem 4

5 AGENDA What is Employee Engagement? Added Value of Employee Engagement to Change Management Employee Engagement Concept Integration with Change Management Model What does Engagement look and feel like? Case Study 5

6 ADDED VALUE OF EMPLOYEE ENGAGEMENT TO CHANGE MANAGEMENT Tool / Catalyst Increase the rate and speed of adoption, by making the intangible tangible Energy + Integration Announcement Satisfaction - Denial Resistance Resignation Satisfaction + Engagement initiatives add value to the Change adoption process Decomposition Energy - Source: Elisabeth Kübler-Ross 6

7 ADDED VALUE OF EMPLOYEE ENGAGEMENT TO CHANGE MANAGEMENT Methodology No Change Management Good Change Management Change Management & Engagement Initiatives Projects Success Rate 100% 15% 77% 93% 0% Source: PROSCI

8 AGENDA What is Employee Engagement? Added Value of Employee Engagement to Change Management Employee Engagement Concept Integration with Change Management Model What does Engagement look and feel like? Case Study 8

9 EMPLOYEE ENGAGEMENT CONCEPT Project Defined Purpose Particular s People What is the project Why are we changing What are we Changing Who will be Changing HOW? Source: PROSCI

10 EMPLOYEE ENGAGEMENT CONCEPT Initial State Transformation Adoption No Change Management Good Change Management Change Management & Engagement Initiatives Source: PKF Employee Company culture 10

11 AGENDA What is Employee Engagement? Added Value of Employee Engagement to Change Management Employee Engagement Concept Integration with Change Management Model What does Engagement look and feel like? Case Study 11

12 INTEGRATION WITH CHANGE MANAGEMENT MODEL PROSCI When translated into financial performance, successful CM results in improved ROI because of: 1) Speed of adoption how quickly are people proficient in the new systems/processes/job roles? 2) Ultimate utilisation how many employees buy-in to the new solution? (engagement) 3) Proficiency how well are employees performing compared to the expected level? Source: PROSCI

13 INTEGRATION WITH CHANGE MANAGEMENT MODEL PROSCI Awareness Desire Knowledge Ability Reinforcement Management Alignment Employee Alignment Key Change Messages dissemination model Visual & Interactive tools are particularly important with the cultural diversity companies in the UAE, to TRANSLATE personalised, relevant messages at the individual and group level. Source: PKF 13

14 IN T E G R A T IO N W IT H CH A N G E MA N A G E M E N T MO D E L PR O S C I Key Change Dimensions Employee Engagement Initiatives Communication Enable Leadership Coaching Internal communications audit Employee engagement and communications strategy Project branding Interactive workshops / Focus groups / Think tanks Gamification Visual language / Storytelling / Roleplay Creativity: posters, infographics, change journey 14

15 INTEGRATION WITH CHANGE MANAGEMENT MODEL PROSCI Key Change Dimensions Employee Engagement Initiatives Communication Enable Leadership Coaching Manager toolkits: Roles and responsibilities Key messaging and FAQs Templates and posters Sample meeting agendas Methodologies to unlock the full potential of people Pulse actions 15

16 INTEGRATION WITH CHANGE MANAGEMENT MODEL PROSCI Key Change Dimensions Employee Engagement Initiatives Communication Enable Leadership Coaching Enabling creativity and fun Customer journey focus Inspiring and providing managers with inspirational tools Expected behaviour Sense of purpose and passion Tone of voice 16

17 AGENDA What is Employee Engagement? Added Value of Employee Engagement to Change Management Employee Engagement Concept Integration with Change Management Model What does Engagement look and feel like? Case Study 17

18 WHAT DOES ENGAGEMENT LOOK LIKE? Simplified visual message Team building and focus groups Graphic Recording Memorable experiences Roleplay Gamification Source: Engage Me 18

19 WHAT D O E S EN G A G E M E N T FEEL LIK E? EN G A G E M E N T AS S E S S M E N T e.g. Gallop Approach: (with a 5 point Likert Scale) neither agree nor disagree are disengaged, and below are actively disengaged I know what is expected of me at work. I feel equipped to deliver on (Standards/Deliverables/Products and Services) We take good care of our customers. My manager, or someone at work, seems to care about me as a person. I have the opportunity to do my best at work every day. I feel proud to work where I do. I believe in my company s Vision and Mission. I can develop new skills and talents in my current role. At work, my opinion matters. My manager has told me (recently) that I am doing a good job. My development is encouraged at work. Would you recommend X as a place to work? (Y/N) I am planning to stay with X for 2 or more years? (depends on retention rates) 19

20 AGENDA What is Employee Engagement? Added Value of Employee Engagement to Change Management Employee Engagement Concept Integration with Change Management Model What does Engagement look and feel like? Case Study 20

21 CASE STUDY: KEY ENGAGEMENT DRIVERS SIMPLIFIED BACK OF HOUSE POSTER Profit and Growth Brand Loyalty Guests Behavior Guests Engagement Guests Experience Associates Behavior Associates Engagement Associates Experience Leadership Source: PKF 21

22 CASE STUDY: ENGAGEMENT WITH VISION, MISSION & VALUES THROUGH PERSONALISATION Source: PKF 22 22

23 CA S E ST U D Y : EN G A G E M E N T TH R O U G H SIM P L IF IC A T IO N & VIS U A L TR A N S L A T IO N Additional ENGAGEMENT activities: Regular town hall meetings Front Office Check-in Olympics Staff Video (speaking in native tongues) Staff Party (after 4 years) Celebration of new Brand identity (one year) GEMBA DAY Train the trainer Certifications Technology training (ipad, Guest Voice system) Source: PKF 23

24 CASE STUDY: CELEBRATING SUCCESS! Source: PKF 24

25 CASE STUDY: EMBEDDING ETHICS AND COMPLIANCE CHANGE BEHAVIOURS IN A MULTINATIONAL ORGANISATION Source: Engage Me 25

26 CA S E ST U D Y : CO M M U N IC A T IN G LE A R N IN G AND CH A N G E BE H A V IO U R S IN A FUN AND EX C IT IN G WAY DANopoly proved to be a powerful employee engagement and change management tool, providing: Greater visibility High levels of engagement (fun delivery platform) Improved understanding (collaborative learning) Greater buy-in and commitment to compliance policies Flexibility course content could be customised by audience group and region Source: Engage Me 26

27 OUR MESSAGE TO YOU Change Management increases project success rates, ( 6X) by focusing on the elements so often ignored with technical project management alone. Employee engagement also increases PM and CM success. Effectiveness, not efficiency, is what brings about long-lasting success. 4 out of 7 Change Management s Key Success Factors (Prosci ) involve engagement: employee engagement, engagement with projects, engagement with middle managers, frequent and open communication. Engagement activities are tools & catalysts, which inspire emotional commitment. They are not stand-alone elements but inspire employees to feel connected and motivated through a sense of purpose to act and embrace change. Employee engagement has been a top contributor to successful change management initiatives for 20 years. As Change Management experts, PKF and Engage Me understand and apply the impact of engagement practices and how they can produce synergy with CM efforts. 27

28 SPECIAL THANKS TO: PKF Post: P.O. Box Dubai UAE Location: Office 303 Arjaan Office Tower Dubai Media City, UAE Tel: Fax: Web site: Brett Smyth The Big Chief Olivier Bachelier Senior Consultant 28

29 PKF THE CONSULTING HOUSE Thank you for your attention, your questions are welcome. Questions PKF Arjaan Office Tower #303, Dubai Media City, Dubai, U.A.E info@pkf-tch.com 29