Hold on tight!

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Much is offered in support of organisations and their efforts to increase employee engagement.

In my experience, I’m yet to find a universal panacea. Although there are “assessments”, “reviews”, and “surveys” purporting to be just that. These are all very well and can be useful, but it’s what you do before and after that really counts.

What seems to me to be true is that whatever the size of the organisation is, there needs to be essentially two plans:

1. An attraction plan

2. A retention plan

Whilst there is some overlap between the two, there are clearly some tangible and some non-tangible aspects of both.

At “Brand Learning”, for instance, they define an Employee Value Proposition (EVP) as: “the unique set of attributes and benefits that will motivate target candidates to join a company and current employees to stay”. What is also interesting is this can involve a combination of HR & Marketing.

What should then be considered as part of the two plans?

Attraction ………. your online presence, your efforts in terms of corporate social responsibility, your brand positioning,  career and development opportunities for your people and pay including benefits.

Retention ……….. how actual jobs fit into the organisation and add value. The communication styles and media you use. Again, under this heading, the career and development opportunities for your people. Each employee’s specific wellbeing needs. What leadership style prevails across the organisation and of course, how you recognise and reward people.

Start to make plans to manage the gaps and hold on tight!

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Can your management team support engagement?

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Research by the Corporate Leadership Council suggests that manager-led actions that impact on employee engagement fall into two sets of development needs.

1. Performing a dual role

a) Managing employee work and their performance

b) Managing an employee’s relationship with their organisation

2. Possessing competencies that are proven to support employee engagement

a) Setting realistic performance expectations

b) Articulating organisational goals

c) Breaking work projects into manageable “chunks”

d) Encouraging and committing to innovation

e) Encouraging and working with the differences between people

f) Adapting to changing circumstances

g) Continuously connecting work and organisational goals

h) Accurately evaluating employee potential

This research can be vital when considering investment in your management team. It’s also vital to consider your business goals and any future changes in the organisation as these too have an impact on the competencies your managers will need to manage employees under these circumstances.

Staff Representatives Course – Testimonials

Collaboration

Hi Glen

Just a note to say how well the course run by Alex went on Thursday and Friday.

We all bonded really well and had fun along the way too with the soft skills activities and in general the whole course content.

A fantastic day and a half learning the skills that each and everyone of  us agreed that we all felt we needed. Also the start of a bonded positive thinking group.

Alex the tutor was fantastic and obviously his true professionalism shone though the whole time.

Looking forward to putting the skills to use.

Thanks for organising this essential training for us Glen.

Tony (Technical Services Representative)”

Glen

The training last week left me with confidence of the group I will be working with and the expectation that we should be able to carry out required meetings professionally .

The input from Alex was both interesting and informative showing the challenging sides of this new role.

The pace of training was delivered well and the mixture of tasks and information was for me pitched just right.

Kevin (IT & Facilities Representative)”

Employee Representative training takes centre stage

Collaboration

We were challenged to design and develop a programme that would meet the very specific needs of a group of newly appointed Employee Representatives in a very successful Theatre Group.

Testimonials to the success of the course can be found on our news pages.

The content was specifically tailored for a group that would assume responsibility for representing 350 people.

Their remit covered collective bargaining on pay and their terms and conditions of employment, as well as becoming the focal point for communication and consultation with the company and with the whole workforce.

More specifically, the content included:

– legal requirements & definitions

– staff agreements

– The role of the employee rep – knowledge, skills & behaviours

– Competition .v. Collaboration

– Negotiating styles & positioning

– Communication styles – “the platinum rule”

– Assertiveness skills & behaviours

– Contributing to meetings

– Note-taking, records & feedback to respective groups

For more information, e-mail alex.gallon@profilehrd.com

A Worldwide Framework for Change

8o Countries in 30 different languages!

IiPFramework

Investors in People International in numbers:

758 clients worldwide

661 have the Standard

47 Bronze Awards ,24 Silver Awards  & 26 Gold Awards

and another

98 organisations currently working with the Standard

Follow the link, have a look at just the impact in Europe alone: http://bit.ly/1aIbcmD

“Making it everyone’s business” – Objective 5

Over the next 5 weeks, we will be sharing our experiences in working with organisations to develop and review employee engagement strategies using our framework of “making it everyone’s business.”

Organisations of all sizes and sectors have achieved substantial benefits working with our framework.

We previously indicated that the framework consisted of 5 objectives that form the basis of our “partnership” with the organisation.

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Objective 5 : SHARED INFORMATION

(employee engagement lever = future orientation)

Stage 1: Starting out

We set about surveying the effectiveness of communication in the organisation, how consultation works at a team level and what good habits and behaviours exist.

Stage 2: Our Interventions

We create the opportunity to agree with the organisation:

1. How the structure of employee participation works – where are the opportunities created

2. How employees are “taught” to contribute ideas

3. How employees are “taught” more widely about their organisation

We develop a plan to increase effective communication

Stage 3: Continuous development

We create a development strategy that seeks to stimulate:

1. Freedom of information to enable the delegation of decisions

2. To measure the extent to which each individual is truly a “knowledgeable worker”

3. To further enhance a climate where the team is the organisation

Over the last 5 weeks, we have shared our experiences in working with organisations to develop and review employee engagement strategies using our framework of “making it everyone’s business.”

Organisations of all sizes and sectors have achieved substantial benefits working with our framework.

Employee engagement is much more than reviewing a set of mathematical formulae from a survey and ticking a few boxes, hopefully watching your scores rise! Useful monitoring, but is it really helping your business?

So what is our framework?

It consists of 5 objectives that form the basis of our “partnership” with the organisation. We have explained our work in more detail in the last 5 weeks, with these 5 objectives focusing on:

1. SHARED DIRECTION …… “understanding the business we are in and want to be in”

2. SHARED CULTURE …… “agreeing our values and the good habits that bind us together”

3. SHARED LEARNING ……”how we continuously learn to improve ourselves”

4. SHARED EFFORT ……”developing one organisation driven by flexible teams”

5. SHARED INFORMATION ……”developing effective communication throughout the organisation”

 

“Making it everyone’s business” – Objective 4

Over the next 5 weeks, we will be sharing our experiences in working with organisations to develop and review employee engagement strategies using our framework of “making it everyone’s business.”

Organisations of all sizes and sectors have achieved substantial benefits working with our framework.

We previously indicated that the framework consisted of 5 objectives that form the basis of our “partnership” with the organisation.

ValueProposition

Objective 4 : SHARED EFFORT

(employee engagement lever = the importance of job to organisational success)

Stage 1: Starting out

We set about to establish whether managers are acting as team leaders and whether team performance measures actually exist. It’s also vital to discover where team problem solving opportunities exist in the organisation.

Stage 2: Our Interventions

We create the opportunity to agree with the organisation:

1. How teams are trained as effective units

2. How much discretion is given to teams.

3. What internal customer expectations exist

We develop a plan together with the organisation that provides for localised team building  with a focus on internal customer standards and good habits

Stage 3: Continuous development

We create a development strategy that seeks to stimulate:

1. Inter-team work

2. Ad hoc teams to facilitate corporate goals

3. A climate where the team is the organisation

Next week – Objective 5, SHARED INFORMATION

(employee engagement lever = future orientation)