September 2008 Engagement, Assertiveness and Business Performance - a new perspective Written by: Anna Cleland, Managing Director Anni Townend, Senior Consultant Wendy Mitchinson, Director Ixia Consultancy Ltd
Contents 1. Introduction 1.1 Employee engagement and business performance 1.2 Aims of this paper 2. Key insights from our research 2.1 What do we mean by 'engagement'? 2.2 Key themes 3. Recommendations for increasing engagement 3.1 Organisational action 3.2 The role of the manager 4. Engagement in practice 5. Communication, assertiveness and engagement 5.1 Communication and engagement 5.2 Assertive communication 5.3 Assertive organisations and business performance 6. Summary 7. About Ixia 8. About the authors and references Ixia Consultancy Ltd 2
1. Introduction 1.1 Employee engagement, assertiveness and business performance It is becoming increasingly well known and understood in business today that employee engagement is central to business performance and commercial success. Organisations are facing more complex challenges both internally and externally, such as constant change, the need for greater flexibility, collaboration, project and remote team-based activities, changing patterns of motivation and the need to attract, retain and motivate the best talent. It is recognised too that this is made more challenging with the expectations of a 21st Century employee, which is significantly different to previous generations. Add to this the changes to the responsibilities of today s managers and perhaps we can start to understand how different today s world of work has become and how complex it is to impact on employee engagement in a meaningful way. The appeal of employee engagement to management is its proven links to bottom-line results; be it profitability through higher productivity, sales, customer loyalty or retention. However one question still challenges many organisations in their quest to improve performance - What can be done to significantly impact employee engagement? In 2007 Henley Management College (HMC) together with 24 leading UK organisations (who performed the role of an Advisory Board) was commissioned to undertake a UK centric research project. The project s aim was to evaluate and identify the key drivers influencing employee engagement in organisations and the actions that could be taken which would have a real impact. By utilising robust academic research processes coupled with the commercial reality of the challenges faced by the Advisory Board, the research resulted in producing a highly focused and in-depth diagnostic tool that empowers organisations, HR practitioners, leaders and managers to deliver specific and solution-focused actions which drive to the heart of engagement. 1.2 Aims of this paper Clarify the meaning of engagement Look at the key learnings from our latest research programme Review organisational and management actions which can increase engagement Learn from recent case studies Consider the link between communications, assertiveness and engagement Ixia Consultancy Ltd 3
2. Key insights from our research 2.1 What do we mean by 'engagement'? A fundamental principle in moving forward with the research was making a clear distinction between employee engagement and organisational commitment and using an appropriate definition and way of measuring employee engagement. Emotional engagement is about employees feeling safe and secure enough to be their best selves at work, to bring their whole selves to work, and to feel respected and valued for who they are being in their job role and responsibilities. It is also about feeling connected to something bigger by way of feeling part of something that matters and at the same time feeling that individual contribution matters, that individuals can and do make a difference to the bigger picture. Employees feel both emotionally engaged with each other as well as with the work. Employee engagement is defined as: a positive attitude held by an individual towards the job role or the work and which has cognitive, emotional and behavioural components, or being focused on the work, being emotionally involved with and being willing to go the extra mile. (Truss et al, 2006) Engagement is measured by affective commitment which is defined as: the employee s emotional attachment to the organisation. An employee who is affectively committed strongly identifies with the goals of the organisation and desires to remain part of the organisation. (Allen, N.J. and Meyer, J.P., 1990) 2.2 Key themes A crucial outcome of the research was the identification of key themes and specific drivers of engagement. In particular three key meta-categories emerged as underpinning engagement and having the most significant impact on affective commitment; The nature of the work undertaken, the manager and the level of autonomy and control experienced by the individual. Whilst the role of the manager is widely acknowledged as having a significant impact on engagement, the current research established the impact of Work was twice as significant as that of the Manager. These three factors alone accounted for 63% of the variance in affective commitment scores. Ixia Consultancy Ltd 4
2. Key insights from our research (cont...) There are of course many other drivers of employee engagement, however the research focused on those areas that significantly impacted engagement and which organisations and managers could influence. Within each of the three critical drivers, a number of key sub-factors were identified that again were proven to have the greatest influence on engagement. The following list of behaviours were recognised by both employees and managers as being positively associated with feeling engaged and motivated to go the extra-mile. Work Job challenge Clear goals and accountability Freedom to act Purpose and meaning Important work Resources available Manager Listens Develops Open communication Makes time Respects individuals Encourages Is fair Provides feedback Autonomy Confident in achieving Feels respected Feels valued Is in control Has the skills Opportunity to perform Motivated Feels work is important We also identified the following themes connected with feelings of engagement or disengagement: I m most engaged when: I have a good relationship with my manager I feel confident in my role I have autonomy to make decisions I feel valued I can be professional I feel proud of the work I do I m least engaged when: I have a frequent change of manager I work long hours or feel overloaded Others abdicate responsibility for their actions I am bored The organisation pays lip service The organisation is in a state of change The findings in this research reveal that effective and assertive relationships are critical to engagement and that the attitude employees and managers have towards their organisation impacts on this relationship. Conversely, what is happening at the organisational level directly influences the levels of engagement experienced by employees and managers, not only on their performance but how they relate to one another. Ixia Consultancy Ltd 5
3. Recommendations for increasing engagement 3.1 Organisational action Identified below are just some considerations for organisational action that can enhance employee engagement: Clarify Communicate Develop Provide Involve Lead Make work meaningful Manage Reward Socialise Be clear about the organisations strategic direction, what it means for your employees and how it impacts on what they do and how they do it Be creative in how the organisation communicates, give people a voice, create an environment where people can ask questions, encourage team huddles, provide opportunities to talk to other functions, face-to-face communication, open door policies Support development opportunities, encourage selfdevelopment, clarify learning opportunities, provide stretching roles and tasks Allow people to grow, give them the freedom to do what s right, provide the right resources Design innovative ways to involve employees in planning and decision making, welcome challenge and ideas dragons den challenges for example Develop leadership style that is approachable, available, open, authentic and supportive Provide challenge and interest, be clear about what is important, show how individuals can contribute in the context of the organisations goals Treat people as individuals, provide feedback, enable opportunities for growth, coaching and guidance, be honest and make time for others Give recognition, celebrate success, acknowledge individuals contributions Encourage having fun - arrange events, X-factor style competitions, sports teams and it s a knockout days for example Ixia Consultancy Ltd 6
3. Recommendations for increasing engagement (cont...) 3.2 The role of the manager Managers have a pivotal role and responsibility in influencing the 3 critical drivers of engagement and the following checklist highlights just some of the manager behaviours that can positively affect engagement. WORK Show belief in individuals and allow them to get on with their job Give recognition and do not claim credit for success Allocate clear personal accountability Provide opportunities to undertake new tasks Involve people in new projects and stretch individuals Create a sense of enthusiasm and energy Give individuals new challenges and variety Provide people with freedom to act Provide clear expectations Show links between individual outputs and organisational picture MANAGEMENT Listen to individual needs Be consistent in communication Provide new tasks and projects that give new skills Discuss available development opportunities Seek views and respect them, even if different Keep people informed and discuss how it may impact on the individual Have difficult conversations re: changes to roles in the context of business Do not over-promise Be open in discussing business realities Give clear and regular feedback AUTONOMY Provide the resources needed to do a good job Provide frequent opportunities to participate in decision-making Facilitates contact beyond immediate team Remove barriers to working with people outside of immediate work area Determine the What but allows freedom in relation to the How Protect individuals from outside interference Encourage innovation Be supportive and available Demonstrate interest without interfering Set clear boundaries Ixia Consultancy Ltd 7
4. Engagement in practice Malcolm Higgs, Professor of HR and Organisation Behaviour and HR Management at University of Southampton and visiting professor of Henley Management College, conducted a number of case studies with some of the UK s leading blue-chip organisations. These were recognised as having high levels of engagement and could inform our learning. Although these organisations formed a diverse sample, there were several common themes arising in relation to emplyee engagement. 1. Organisational context and background All organisations experienced high levels of employee engagement even though they were: Facing significant change and challenging organisational context issues Having to significantly reconsider their core business model and organisational focus Dealing with, or had dealt with, reductions in headcount 2. Background to involvement with engagement All organisations had gained traction and recognition for involvement with engagement when senior leaders saw employee engagement as: Being a core business issue Having a vital impact on organisational performance Requiring of ongoing investment and management 3. Measurement and communication of engagement Although measurement of employee engagement varied between organisations all recognised communication as being of great importance, in particular investment in communication through: Ensuring the highest potential levels of involvement in the survey process Communicating results in a transparent way Ensuring that actions resulting from the results were clearly communicated Communicating results to the level most appropriate in securing follow-up action 4. Interventions to build engagement Again there were huge differences in interventions between organisations, however it is of note that: Application of the interventions were completely tailored to each organisation s specific context in support of their on-going business needs 5. Current and future challenges relating to employee engagement There was a striking similarity between the organisations regarding their exploration of current and future challenges relating to employee engagement, whilst differing in details the following commonalities were noted: Recognition that employee engagement is an evolving and ongoing process that requires investment and reinvestment in order for it to succeed Success in building employee engagement involves using each success as a platform for further success in support of the organisation s growth and development Broadening employee engagement to all areas and levels of the organisation is an important part of ensuring its success Ixia Consultancy Ltd 8
5. Communication, assertiveness and engagement It is generally understood that communication underpins both employee engagement and performance management leading to business success. All too often the word communication is used in this context without really understanding what kind of communication we are talking about. An assumption is made that when we do talk of communication we all know and understand what we mean and that for the most part we know how to do it. Clearly that is not a case as many an organisational metric reveals, either by low numbers of respondents or low scores on items relating to communication and indeed high turnover levels, let alone difficulties in attracting, recruiting and retaining talent. So what do we mean by communication in the context of emotional engagement and business performance? And even if do know what we mean by communication how often do we actually engage in this kind of communication? 5.2 Assertive communication In this paper when we refer to communication we are talking about assertive communication that is developing of relationships. Relationships in which there are high levels of trust, openness and respect and in which people feel valued for who they are being and for what they do. These relationships are characterised by assertive communication behaviours that reflect these values and include: Listening to both what and how people are expressing themselves Asking open questions that seek more information about others thoughts and feelings Giving feedback that is direct, and that says something about the person giving the feedback who takes responsibility for their perceptions and observations of others: My thinking about this is ; How I felt when Asking for feedback in order to get more information from others Taking responsibility for self through using the personal pronoun I : I feel ; I think Taking risks, having emotional courage to be authentic in relationships through sharing what really matters and enquiring of others what really matters to them Allowing silence as and when appropriate rather than filling the spaces Listening to one s intuition and trusting, rather than ignoring it, and speaking from the heart Focusing on strengths and successes, rather than weaknesses, through asking questions that highlight strengths and successes: What worked well that we need to do more of Giving positive recognition for both who people are as well as what they do and being specific rather than vague and general Developing others, again through asking questions finding out what their needs are, and their aspirations Challenge others with respect, focusing on what they are doing or have done that they could do differently Ixia Consultancy Ltd 9
5. Communication, assertiveness and engagement (cont...) In order to connect with others in this way people need self-awareness and positive selfrecognition. We need to feel connected firstly to ourselves; to know ourselves sufficiently well to trust ourselves and to know what it means to be in integrity. Again the word integrity is often used without our pausing to ask ourselves: Am I in integrity? and to reflect on what it means for us individually as a team member, manager, leader working within an organisation. Integrity is about being integrated physically, mentally, emotionally and spiritually and bringing these four different but related energies together in being our best selves of being fully emotionally engaged in all four energies so that we can fully engage with others. 5.3 Assertive organisations and business performance Assertive relationships are bigger relationships because they open up all kinds of possibilities and opportunities for people to truly embrace employee engagement. Assertive relationships are those in which the underlying attitude is one of I m OK: You re OK there is mutual respect and regard, a curiosity about differences, and a willingness to work together in overcoming setbacks. Conflict is seen as an opportunity for building even bigger relationships in which there is a broader and deeper understanding of each other, the ways in which work, what matters to us. The conflict may not be resolved but the relationship is transformed and strengthened rather than weakened which can happen when people are not engaging with each other from the I m OK: You re OK attitude. When people feel threatened or insecure they will often resort to feeling Not OK either about themselves or about others, or both frequently leading to disastrous outcomes such as bullying and harassment which can have immediate and long-lasting consequences for the individuals, teams and the organisation. Assertive organisations are inclusive of difference; they thrive on diversity and creativity. They are places where people want to work and are proud to work. In such organisations people feel that they matter, others matter and that everyone is part of achieving business success through engagement with each other and with what they are doing. There is a strong sense of everyone being connected, of being part of something that is bigger than them and at the same time that they are an important part of making happen. The organisation itself makes it possible for people to be their best selves and to build more assertive relationships through offering ways of working that respect people s work-life balance such as flexible working. Organisations that recognise people s differences; people s different needs over time and their particular needs at any given time are enabling of people. Seeking to work with difference and learning from each other is part of the culture in such organisations it is about being engaged with everyone in the organisation where employee, manager and leader engagement are how we do business and achieve high commercial success. Ixia Consultancy Ltd 10
6. Summary Below are several important recommendations for organisations seeking to improve employee engagement: engagement. requires senior leaders to support and develop employee engagement practices which are then cascaded and communicated appropriately through the organisation must be seen as an essential opportunity for business success and as a competitive advantage is a process of learning and development and needs to be part of an organisational culture in which this is communicated and understood requires commitment and action on the part of everyone within the organisation is especially relevant during times of organisational transition and provides even greater opportunity for unity during change hinges on openness, trust and respect as expressed through assertive communication and inclusivity in organisations interventions need to be based on specific and relevant data to ensure appropriate actions are taken to achieve success underpins employee of choice ; in particular attracting, retaining and developing talented employees Ixia Consultancy Ltd 11
7. About Ixia An effective employee engagement strategy drives maximum impact and begins with collecting meaningful data. How can IXIA help? Underpinned by robust academic research our approach to employee engagement focuses on the 3 critical drivers that have the greatest impact enabling you to take purposeful action where it matters most. We can give you the insights and support you need to turn engagement issues into performance benefits. And we do it efficiently, diligently and very effectively with a unique diagnostic tool, empowering analysis and our team of specialist consultants who deliver results-focused advice and support. Our Total Engagement approach delivers: A customised diagnostic tool that helps you to identify the most impactful drivers in your organisation Software that allows you to explore, analyse and identify specific areas for action Customisable reporting focused on delivering insights to managers and the organisation Specialist engagement consultants to deliver maximum results For further information on Ixia Consultancy Ltd, please visit our website at www.ixia-uk.com Ixia Consultancy Ltd 12
8. About the authors and references About the authors of this paper Anna Cleland is Managing Director and co-founder of Ixia Consultancy Ltd. Anna brings a wealth of experience, in both a consulting and operational management developed over the last 10 years in the human resources industry. Wendy Mitchinson is Company Director and co-founder of Ixia Consultancy Ltd. Wendy brings 25 years global experience in the high-end service and human resources industries. She holds an MSc in Organisational Behaviour from Birkbeck College, University of London. Anni Townend is a Senior Consultant for Ixia as well as the author of Assertiveness and Diversity, published by Palgrave Macmillan in September, 2007. Assertiveness and Diversity is a book about engagement, on how to be one s best self at work and build bigger relationships fast in order to create bigger business opportunities and success. To read more about Anni visit her website: www.annitownend.com Assertiveness and Diversity (978-1-4039-9344-1) is available to individuals at a special discounted price of 20.00 plus packing and postage (RRP 25.00). To claim enter reference code WASSERT2008a at the checkout online at http://www.palgrave.com/products/title.aspx?pid=271350 or by email: orders@palgrave.com. Offer expires 1 November 2008. References Allen, N.J. and Meyer, J.P. (1990) The measurement and antecedents of affective continuance and normative commitment to the organisation, Journal of Occupational Psychology, 63 (1) 1 18 Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A., Burnett, J., (2006) Working Life: Employee Attitudes and Engagement 2006, CIPD Report Ixia Consultancy Ltd 13