Setting Leadership Expectations - Cabinet Office - Communications

Analysis of People Survey 2013 scores for 8,570 business units* in government ... Series 2: My manager helps me understand how I contribute to the organisation's objectives +20% correlation. Series 3: In my ..... William Rogers CEO UKRD.
1MB Sizes 12 Downloads 212 Views
GCS Internal Comms Excellence Setting Leadership Expectations Workstream lead Sharon McKoy-Beckett, BIS Project team Dominic Kingaby & Rachel Longstaff (BIS) Joanna MacDonald (DWP) Ann Crago (Skills Funding Agency) Sofia Nikolau (CO) Project sponsor Russell Grossman, Director of Communications, BIS Research support for business-unit leader interviews Accent Marketing & Research Ltd

A guide for leaders

1

Engaging and motivating your team – why it matters ‘There is a firm correlation between employee engagement and high organisational productivity and performance across all sectors of the economy.’ The Evidence – Bruce Rayton, University of Bath School of Management 2012

A guide for leaders

2

The Evidence Our aim To identify common leadership behaviours and culture which drive high team engagement.

A guide for leaders

3

The Evidence What we did • Analysis of People Survey 2013 scores for 8,570 business units* in government organisations, focusing on leadership behaviours • Analysis of People Survey 2013 scores for 4,430 main Department units, focusing on culture • Compared leadership-related behaviours for the 100 highest teams in terms of ‘engagement index’ with the 100 lowest • Leadership behaviours chosen to analyse reflect the Engage for Success enablers of employee engagement • Interviewed private sector CEOs from Sunday Times ‘Top 100 Companies to work for’ *Business units = Directorates, Divisions, Branches A guide for leaders

4

The Evidence What we did • Interviewed civil service leaders of the highest and lowest scoring teams for engagement to identify common behaviours and challenges • Reviewed the SCS competencies which specifically relate to engagement and communication • Worked with CSL to match these competencies to the CSL learning offer • Identified the need for a specific development tool to aid SCS leaders in improving their communications and engagement capabilities

A guide for leaders

5

The four enablers of employee engagement Visible and empowering leadership, providing a strong strategic narrative about the organisation, where it’s come from and where it’s going Engaging managers who give their people clarity, scope and stretch Employee voice – employees have the opportunity to air their views Organisational integrity – values on the wall are reflected in everyday behaviours Engaging for Success: Enhancing performance through employee engagement – MacLeod/Clarke Report 2009 A guide for leaders

6

The Evidence What we found • There is a clear correlation between leadership behaviours, the culture they create and team engagement • Leaders who consistently apply the enablers of engagement, achieve high team engagement • Leaders who inconsistently apply the enablers of engagement achieve lower team engagement • This correlation is most evident around the themes of leaders enabling employees to have a voice and demonstrating integrity in their teams Analysis of 8,570 business units in the Civil Service People Survey 2013 A guide for leaders

7

Civil Service Top 50 and Lowest Performing 50 teams by engagement Q: What did we discover? A: Top 50: Good practice is consistent across the enablers of engagement. A: Lowest Perfoming 50: Practice in the enablers of engagement is wildly erratic.

A guide for leaders

8

Strong narrative plays a part Top 50 teams by Strong Narrative

Top 50 teams by engagement Series 1: engagement index Series 2: My manager helps me understand how I contribute to the organisation’s objectives Series 3: In my job, I am clear about what’s expected of me

+20% correlation

+18% correlation

100% 80% 60% 40%

0%

FCO MET FCO FCO CPS ROS FCO FCO FCO HO FCO FCO ALBS HMPO FCO OS DWP FERA FCO FERA DWP CPS FCO FCO FCO FCO DWP MET CO DWP FCO DFID FCO FCO MET O