Engagement Toolkit v0.5
Engagement Toolkit v0.5
Engagement Toolkit v0.5
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Contents
1. Overview 2. Engagement Awareness Tools
2.1 What is Engagement? 2.2 Overview of Engagement Program 2.5 Your impact on Engagement 2.4 Engagement Roles and Responsibilities 2.3 Engagement Program FAQs
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1. Overview
The Engagement Toolkit for leaders has been created to support the Employee Engagement Program, and you as a leader to have conversations with your teams about engagement, what it means, and to determine factors which contribute to or decrease engagement levels. The toolkit is broken into three components Engagement Awareness Tools, Engagement Readiness Tools and Engagement Enabling Tools. These are described below.
As a leader, you play a vital role in driving engagement in your team. To get you started, this toolkit outlines some key activities and tips. Supporting you will be a network of resources including the Employee Engagement Project Team, a local Engagement Network, and your local Business Support Team, who will guide you through the activities required and resolve any issues or concerns. The Employee Engagement Program is an exciting initiative that will bring about positive change in the way we work, now and into the future. The program is designed by employees, for employees, therefore embrace your role as a leader and encourage your teams to get involved and contribute to shaping the culture of FACS. For more information please visit the FACS Employee Engagement Program intranet site here. If you have any questions about this toolkit, please contact a member of the Employee Engagement Project Team, listed on the intranet.
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PREZI
Seven key focus areas were identified by employees in developing the strategy:
Communication Organisation culture Leadership Organisation design Change management Performance development Capability and capacity Consistency of messages, varied channels and two-way dialogue Teamwork, collaboration, accountability and trust Clear vision, mission and goals with the right level of visibility and support An appropriately aligned structure with clarity on roles and responsibilities Robust frameworks, models and capability to deliver change initiatives Recognition, feedback and role capability match Learning and development programs, coaching and mentoring
You can view the FACS Engagement Strategy and a full list of initiatives here. The Engagement Program will facilitate the implementation of this strategy over the next 12-18 months. FACS Engagement Program A set of engagement initiatives have been developed to improve engagement through the areas of focus above. They will be driven through programs of work at a FACS-wide and District level, but will also require changes by every team in the organisation. Click here to print a handout for your staff
4% 8% 3%
6% 7% 3%
7%
8%
8% 7% 5% 8%
7%
7% 10%
12%
6% 5%
7% 3%
6%
Formal recognition
Consultation on decisions
"People-centric" culture
Direct supervisors
Senior leadership
C A R E
Coach individuals toward maximum contribution and satisfaction Align and consistently re-align individuals to the organisations strategy, mission and values Recognise attitude, effort and results Engage in dialogue about whats important to employees, at the same time engaging yourself
(BlessingWhite, 2012)
It starts with you It is important you begin to have conversations with your team now to prepare them for the changes ahead. You will have a network of resources to support you in these conversations and your ongoing responsibilities (see page 15 Employee Engagement Implementation Infrastructure). But before you focus on your teams engagement, you must start with your own engagement. Changing the engagement culture of FACS is a significant challenge, and you will need to energise and excite your team with a sense of purpose. Without a passion and drive for engagement yourself, this will be an uphill battle. Engagement is contagious, so the best place to start is with yourself. Take time out to reflect on your own engagement level, and the factors which most significantly affect it. What are your most important values and how does your work help to fulfil them? What are your own career goals and how are you working towards them? The activities linked below will assist you to do this. The good news is as a people manager, you have better chances of being engaged as you have more control over your work environment and power to make changes to support your satisfaction. This is why it is important for you to go first and show your team members how every person can drive their own engagement.
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Develop, own and monitor the change plan for their division Execution of change plan in their Division and raising any risks or issues to the Employee Engagement Project Team Determine relevant people to undertake activities in the change plan Report on the progress of change activities within their division Click here to print a handout for your staff
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These focus areas were developed through feedback and input provided by employees on what matters most to them, however engagement is a program of continuous improvement. Activities to review engagement drivers, develop action plans and measure against those plans will become a permanent part of the FACS operating model. Why are we doing it? FACS will be undergoing a fundamental and significant cultural change in the coming years through Localisation and the broader reform agenda, and engagement is pivotal to creating the culture we are striving for. We will need all of our employees to be rowing in the same direction, and working together towards common goals. This will not only create a sense of purpose and meaning for employees, it will enable the delivery of service excellence to our clients. High engagement levels will create a high performing organisation and in turn improve the lives of our clients. Click here to print a handout for your staff
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What is going to change? Initiatives will occur at a FACS-wide level, at a District level, as well as in your local team, and you will need to provide input to help shape these initiatives. At first, these might simply be making changes to how your team operates, such as a new team meeting structure or more frequent feedback discussions. Over time you will start to see more broader changes such as new processes or training programs. How does this fit in with Localisation? Employee engagement is very closely linked to Localisation as engagement will help to create the culture that FACS needs to support the new operating model. Moving towards a client-focused workplace where employees work closely together within Districts to deliver coordinated services will require an entirely different way of working. Engagement will be pivotal in shaping that way of working, identifying what matters most to employees and enabling them to shape their own goals and behaviours. What is senior management doing in regard to engagement? The FACS Executive and their leadership team are dedicated to improving engagement and seeing real progress happen. They have been closely involved in the development of the strategy and initiatives. They have had engagement discussions with their leadership teams and have reflected on what engagement means to them. Going forward, they will be closely monitoring the Engagement Program and the progress of initiatives and action plans. What is my role? Each and every employee has a role to play in improving engagement. There will be some larger, FACS wide initiatives which will be ongoing for several months which you will have the opportunity to get involved in if you are interested in that area. You will also need to take part in discussions with your teams and developing your own local actions plans. In the coming months your leader will be conducting these engagement discussions and will be assigning roles to implement your own initiatives. In this way, each employee will have the opportunity to voice what matters most to them and shape the way they would like to work with their team. What happens next? Town Hall meetings are going to be conducted across each District to introduce the Engagement Program and provide employees to ask questions. These will be followed by focus groups where a representative group will be asked to provide their input and ideas to create local engagement initiatives. As explained above, your manager will also be holding a discussion with your team to discuss engagement further and identify what matters most to your team. Who can I contact if I have more questions? Your first point of call should be your manager. If they are not able to answer your question, you can contact a member of the Engagement Project Team at <insert email and phone>. Up-to-date information will also continuously be posted on the Engagement Intranet site here. Finally, if you cannot find the answer you are looking for please contact a member of the FACS Executive.
Employee Engagement Toolkit June 2013
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Corporate Engagement
FaCS ePMO
Operational/District Engagement
The Engagement Program Board is responsible for endorsing the employee engagement process changes necessary for the implementation of employee engagement across FACS.
Program Engagement
TO BE UPDATED
FaCS CSG There is one Engagement Sponsor and one Engagement Agent for each of the 15 local districts. All 15 Local District are represented on the Engagement Program Board by the Engagement Agent Chair The Engagement Agent Network is responsible for advocating and delivering engagement initiatives to the FaCS districts.
Engagement Sponsor District Director) Engagement Agent Districts 5-10 Engagement Sponsor (District Director) Engagement Agent Districts 10-15
Corporate Engagement Function: provides strategic direction to the FACS Engagement Strategy and Program and sets the FACS-wide engagement agenda. The group will assess the effectiveness of engagement initiatives and provide direction, budget and resources where required. Program Engagement Function: monitors the successful delivery of engagement activities against the plan, resolves escalated risks and issues, endorses changes to plans or and makes organisation-critical decisions. Operational Engagement Function: is the primary conduit between the Corporate Engagement Function, Engagement Program team and the workforce. The Operational Engagement Function is made up of frontline staff such as Middle Managers, Team Leaders and employee representatives. This function is responsible for rolling out engagement initiatives and providing engagement information specific to their area. As a leader, you will be supported by your local Engagement Sponsor and Engagement Agent , who will also be your first point of call for any engagement-related questions or concerns. Your local Business Support Team will also be on hand to guide you through your responsibilities and how you can best support engagement efforts.
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It is important employees feel the meeting is a safe environment to share their thoughts and concerns. If they are hesitant to speak, instigate conversation with your own experiences or questions to specific team members who are likely to be more comfortable speaking in front of the group. Print and display the Team Engagement Priorities Poster in prominent places such as your office, team meeting rooms and kitchen/breakout areas. The more often people see the priorities displayed and/or referred to, the more likely they will act to achieve them.
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Not relevant
Inspiration is key to engagement, yet key organisational decisions are commonly justified through research, statistics or dry logic. The whats in it for me should be core to every message.
Communication tips
1 Communicate deliberately and often
Most employees do not think communications are inadequate because they receive the wrong information, it is because they dont receive any information at all. Regular updates about organisational performance, client satisfaction, environmental changes etc. are vital for employees to understand where the organisation is headed and how they fit into that picture. Further, match the right communication channel with the right message. There are many channels outside of email, which may be more time consuming, but can have a much more powerful effect. Posters, videos, team huddles, webcasts, podcasts, video conference, social media, town halls the list goes on. Whatever channel you choose, communicate consistently and often.
2 Communicate the WHY
While most messages focus on the what, employees need to know the why if you are truly going to drive behaviour. This is because the part of the human brain that makes decisions is not the rational, languagebased neo-cortex, but the ancient limbic system which is responsible for feelings and actions. It is why people say decisions dont feel right. They need to believe what you believe to behave differently. This is where storytelling comes in. It helps bring intangible concepts alive through personal connection and feeling. And that is how you will get employees to act. Click the TED TALKS link below for more information.
Ted Talks Video
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This has been identified as the most important engagement skill for line managers (Employee Engagement, Melcrum Publishing 2005). Engaging in honest and open two-way dialogue with your team will help to create trust and respect, and in turn generate greater levels of engagement. This includes listening to your team members, without jumping into problem solving. It is just as important for your employees to feel heard as it is for them to understand what you are telling them.
4 Talk one-on-one
Direct conversations between you and each of your team members should be an ongoing, year-round activity. They may be in the form of performance reviews, career discussions, onboarding or just general check-ins. These conversations are critical to strengthen working relationships, understand what motivates your employees, develop mutual trust and demonstrate commitment to your employees success. This means both sharing your own personal motivation and learnings, as well as getting to know your direct reports goals and values. More detail is provided for specific conversations in the next sections of this toolkit. Tips to develop successful messages Prepare understand the context and stakeholders and prepare a communications plan Active commitment from leadership gives credibility to communications Ensure balance between tell, sell, consult and deliver (see diagram below) Communication must be transparent, showing the math behind the decision Involve the audience two-way communication enables feedback Target the audience what is compelling to one employee group may be disregarded by another Keep it simple and clear long winded descriptions will lose interest Messages should be consistent, leading to a united effort towards a common cause Listen and act on feedback to generate trust Respond to employee pull for information, rather than repeatedly pushing out information Evaluate effectiveness and adapt approach in future
Levels of Communication
Consult - Engagement Briefings 1:1 discussions Workshops Focus groups Feedback loops Town hall meetings Road shows Leadership walk arounds Deliver - Action Staffing packs Manager guides Toolkits Face-to-face briefings Workshops
Degree of Involvement
Sell - Understanding Open forum Brochures Emails Seminars Lunch and learns FAQs
Time
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Get clarification now if you do not know how your teams priorities fit into the organisations larger goals. And pay attention to what coaching is not; listed later.
2 Hire coach-able, stretch-able employees
Successful coaching is a partnership. Explore coach-ability in selection interviews, finding out from candidates pst experiences with coaching. Where did it have the most impact? When and why did it not work out previously? You may also want to include questions that uncover how candidates feel about challenging situations and learning new skills.
3 Get to know each team member
Every employee comes to work with unique values, aspirations, experiences and talents. Andrew Coven, director of engineering at Adobe Systems, emphasised the need to tailor coaching approaches based on what you know: I treat everyone differently. I want to capitalise on peoples strengths. Coaching also has to have a relevant context. It is very specific to the work that employees are doing. One size does not fit all when it comes to coaching.
4 Coach the individual, not the demographic
This is a slight variation on the preceding comment. Generational data is useful for understanding the different lenses through which the workforce sees life and work. But when it comes down to coaching, an employees values and goals are influenced by more than their age; coaching relationships are built on one-on-one pairings, not aggregate trends.
5 Tell team members what you expect of them
Thriving coaching partnerships require joint accountability. Employees need to ask for help, listen to feedback and follow up on commitments.
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You can and should keep both satisfaction and contribution in mind as you coach your team members (the proverbial win-win solution). Angie Brayshaw, worldwide employee engagemetnt director in London for American Express Technologies Group, explained that her firm, which had a strong focus on performance coaching, has tried to focus more on engagement to sustain their success: It is not just enough to coach for performance against the companys goals. We want our managers to coach around career goals and be more in tune with the personal aspirations and interests of individuals.
7 Ask more questions
The more questions you ask, the less likely you will fall into micromanaging or irrelevant advice. Questions help you provide a sounding board for employee ideas. They can also provide the stretch that employees want from coaches. Questions can unlock potential, as Maria Del Busto, global chief HR officer for Royal Carribbean Cruises Ltd suggests: Were all creatures of habit. Asking questions is a great way to help people identify and work on areas that are holding them back often things that theyre not even aware of.
8 Delegate effectively
Timely when will it be achieved? What are the milestones along the way?
Paul Konstantos, national work cover manager at integrated facilities management organisation, Sodexo Australia, made this point: In recent months I have made a concerted effort to focus on delegating tasks to allow time dedicated to coaching. The benefits are not only realised in bottom-line results and an improved culture. I help individuals achieve personal growth. Another reason to delegate: it sets clear expectations and goals. It is a lot more motivating to help employees learn how to best reach an agreed-to destination, rather than having to clarify what you wanted in the first place.
9 Ask for feedback
Do your coaching actions help or annoy your team members? You cannot use performance as your only metric. It is possibly that your efforts are damaging employee morale. Tom Pucciarello, a program management authority and BAE Systems, described such a situation: In talking to one manager and direct report, I learned that the manager thought he was doing a great job coaching adding a lot of value. Unfortunately, the direct report felt it was a waste of time and that the manager was only interested in giving advice.
10 Dont take that coach hat off
Whether you think of this as looking for coaching moments or employing a coaching leadership style, the message from successful leaders is to coach continuously. If you have established individualised, trusting partnerships, coaching conversations become easy. Excerpt from The Engagement Equation, BlessingWhite 2012
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Communicate praise for the behaviour Immediately Frequently Enthusiastically Using eye contact Giving examples Impact Congrats
Congratulate on the positive behaviour and how it relates to their personal development E.g. I am pleased at how you have developed your client relationship skills, and would like you to take on more clients in future
Context Situation
Discuss the circumstances/situation or task in question
Behaviour
Discuss the behaviour that was displayed
Discuss the impacts of the behaviour and explain why you feel it was effective
E.g. Yesterday I went with you to meet the client and complete an assessment
E.g. You were well prepared for the meeting and immediately put the client at ease
Corrective Action Process Make notes of the points you wish to cover Have examples of specific behaviours or incidents you wish to discuss and make sure your facts are accurate Try to balance the conversation by focusing on some positive behaviour Consider how you to manage different responses: Angry let the team member vent and make sure you dont get angry yourself Upset listen without interrupting while the team member explains their point of view Dismissive review the team members understanding of what is expected of them If the team member remains emotional throughout the meeting, reschedule to another time Context Situation
Discuss the circumstances/situation or task in question
Facts
Discuss the behaviour that was displayed
Alternative Impact
Discuss together why the alternative action would be more effective for all involved E.g. In future I would like you to spend more time reviewing the clients case history prior to an assessment
E.g. Yesterday I went with you to meet the client and complete an assessment
E.g. You had not prepared the assessment and confused the clients history
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43% of survey respondents said helping employees understand their role in the organisations success was critical to build engagement
Employee Engagement, Melcrum Publishing 2005 Connection between work and organisational strategy is the number 1 lever of discretionary effort (32.8% impact) Career advisor effectiveness is the number 2 lever of intent to stay (36.8% impact) Driving Employee Performance and Retention through Engagement, Corporate Leadership Council 2004
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Employees need to identify their personal values, and their passions and aspirations, before you can help them to define a career path.
2 Career planning is a two-way street
As a leader, you need to share responsibility with your team members, exploring what opportunities exist and how they can move towards them. You need to get your employees to take control of their own career prospects and what direction they are heading in.
3 Link to organisational priorities
Reinforce that FACS wants to provide long-term career opportunities for our employees, and review the FACS strategic priorities to identify work required to achieve organisational success. This will help them to find roles with meaning and purpose.
4 Be confident in talking about career
Do your research to understand team members individual abilities and interests, as well as where the organisation is going and what skills will be important in the future. If you feel you need support or coaching, speak to your HR contact.
5 Dont judge
Not all employees will see a long-term career path within FACS. The question may be if not, why not, and what can we do that might change their mind? Are their roles elsewhere in the organisation they have not considered?
6 Challenge your team members
Part of your role is to check the reality of your employees perception about their career path are they thinking broad yet realistic? Is their desired timeframe accurate? Do they accurately self-assess their current skills?
7 Gather information
If you cant answer a question, seek assistance from your own manager or HR contact. If employees identify a role theyre aspiring to that you are not familiar with, get in contact with that team and ask them what skills or capabilities are needed.
8 Think about skill development
Link employees career aspirations to their development plans, identifying learning opportunities which will enable them to gain the skills they need for their next role.
9 Have regular conversations
Career plans are not static, they adapt and change over time. Have regular check-ins with your team members to review their career goals and if/how they have shifted.
10 Be clear about the parameters of the conversation
Not every persons career ambition can be matched exactly or to their desired timeframes. Our commitment is to explore their career path with them and wherever possible facilitate opportunities.
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Future Direction
Where are they going?
Career Planning
How will they get there?
Competencies assess skills against those required for their future desired role. Aspirations what do they want from their career in the next 3 years? Direction type of work they want to be doing and preference towards certain roles.
Goals
Experiences Coaching Learning Roles
Discussion questions History History What have been your career highlights to date? Why was that point in time so successful for you? When have you felt you were advancing your career most effectively? What processes/ resources/ opportunities assisted you to do this? Why has your career gone in a certain direction to date? Did you consciously choose this direction or did it evolve? Were you satisfied with this direction? When you look at your career history, are there things you have done (study/ mobility /engagements /different roles) which gave you skills that you are yet to apply within FACS? Will bringing those skills into your career path give you greater satisfaction?
Future Direction Future direction When you think about the future what kind of work do you see yourself doing? What are you interested in? Consider clients, Agencies, leadership roles. If you could have one persons role within FACS, whose would it be? What are your lifestyle aspirations (family, study, external activities, overseas work opportunities, travel)? Have you considered how you might best balance your career aspirations and lifestyle aspirations within FACS? Which values did you rate as your top 5 in the personal values activity? How do you think these align with your desired future role(s)? How does your career aspirations align with FACSs strategic direction? Do you know what our organisational priorities are?
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