Analysis of People Survey 2013 scores for 8,570 business units* in government ... Series 2: My manager helps me understa
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
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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
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The Evidence Our aim To identify common leadership behaviours and culture which drive high team engagement.
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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
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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
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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
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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
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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.
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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 OS FCO FCO OS FCO FCO HMCTS DFID FCO DFID FCO DWP FCO FCO DFID
20%
ees ppB12 Teams are more engaged when theyppB30 are clear on their role in achieving the organisation’s goals although this has less impact on engagement than the other three Engaging for Success enablers of engagement.
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Strong narrative plays a part Bottom 50 teams by Strong Narrative
Lowest performing 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
+6% correlation
+38% correlation
100% 80% 60% 40%
0%
RPA AHVLA CPS IE VOA HMRC HMRC HMRC VOA HMRC DWP CPS HMRC DWP VOSA VOA DWP VOA VOSA HMRC VOA DFE VOA BF DWP VOA HMRC VOA DWP DVLA VOA HMRC VOA HMRC HMRC CPS DSA HMRC VOA DWP VOA HMRC VOA VOA VOA VOA UKVI DVLA VOA VOA
20%
ees ppB30 Team engagement is low evenppB12 when leaders score relatively well on communicating corporate goals and setting expectations. Scores are again wildly erratic (9% to 82% and 20% to 100% respectively).
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Engaging managers set the tone Top 50 teams by Engaging Managers
Top 50 teams by engagement Series 1: engagement index Series 2: I feel involved in the decisions that affect me Series 3: My manager is open to my ideas
+31.2% correlation
-18.2% correlation
Series 4: Organisation keeps me informed about matters that affect me
+36.7% 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 OS FCO FCO OS FCO FCO HMCTS DFID FCO DFID FCO DWP FCO FCO DFID
20%
ppB04 ppB11 ppB47 Higher engagement isees evident in teams where managers keep their teams informed and involved although this has less impact than employees having a voice and managers living the values.
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Engaging managers inform teams Bottom 50 teams by Engaging Managers
Lowest performing 50 teams by engagement Series 1: engagement index Series 2: I feel involved in the decisions that affect me Series 3: My manager is open to my ideas
+5.9% correlation
+15.1% correlation
Series 4: Organisation keeps me informed about matters that affect me
+44% correlation
100% 80% 60% 40%
0%
RPA AHVLA CPS IE VOA HMRC HMRC HMRC VOA HMRC DWP CPS HMRC DWP VOSA VOA DWP VOA VOSA HMRC VOA DFE VOA BF DWP VOA HMRC VOA DWP DVLA VOA HMRC VOA HMRC HMRC CPS DSA HMRC VOA DWP VOA HMRC VOA VOA VOA VOA UKVI DVLA VOA VOA
20%
ppB47 Low engagement goesees handppB04 in handppB11 in lowest-scoring units with a failure to keep staff informed. Practice in being open to ideas is relatively high but wildy erratic (22% to 91% range).
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Employees must be heard Top 50 teams by Employee Voice
Top 50 teams by engagement Series 1: engagement index Series 2: I have the opportunity to contribute my views
+34.2% correlation
Series 3: I think it’s safe to challenge the way things are done
+38.2% 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 OS FCO FCO OS FCO FCO HMCTS DFID FCO DFID FCO DWP FCO FCO DFID
20%
ees ppB48 ppB49 Giving your teams the chance to have their say scores highest of the four Engaging for Success drivers in the most engaged units of all.
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Employees want to be heard Bottom 50 teams by Employee Voice
Lowest performing 50 teams by engagement Series 1: engagement index Series 2: I have the opportunity to contribute my views
+22.3% correlation
Series 3: I think it’s safe to challenge the way things are done
+30.7% correlation
100% 80% 60% 40%
0%
RPA AHVLA CPS IE VOA HMRC HMRC HMRC VOA HMRC DWP CPS HMRC DWP VOSA VOA DWP VOA VOSA HMRC VOA DFE VOA BF DWP VOA HMRC VOA DWP DVLA VOA HMRC VOA HMRC HMRC CPS DSA HMRC VOA DWP VOA HMRC VOA VOA VOA VOA UKVI DVLA VOA VOA
20%
ees ppB48 In the lowest-scoring teams, lack ofppB49 voice shows once more its close relationship with engagement, with not only correlations of the trend reasonably strong but the numeric values too.
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Integrity really matters Top 50 teams by Integrity
Top 50 teams by engagement Series 1: engagement index Series 2: I believe the actions of senior managers are consistent with our values
+34.6% correlation
Series 3: Have you been bullied or harassed in last 12 months -18.3% 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 OS FCO FCO OS FCO FCO HMCTS DFID FCO DFID FCO DWP FCO FCO DFID
20%
ppE03 Managers living theees valuesppB42 score 2nd highest of the four Engaging for Success drivers in the most engaged units of all. The score is strongly inversely proportional to incidents of bullying and harassment.
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Integrity really matters Bottom 50 teams by Integrity
Lowest performing 50 teams by engagement Series 1: engagement index Series 2: I believe the actions of senior managers are consistent with our values
+37.8% correlation
Series 3: Have you been bullied or harassed in last 12 months -14.6% correlation
100% 80% 60% 40%
0%
RPA AHVLA CPS IE VOA HMRC HMRC HMRC VOA HMRC DWP CPS HMRC DWP VOSA VOA DWP VOA VOSA HMRC VOA DFE VOA BF DWP VOA HMRC VOA DWP DVLA VOA HMRC VOA HMRC HMRC CPS DSA HMRC VOA DWP VOA HMRC VOA VOA VOA VOA UKVI DVLA VOA VOA
20%
ees Values and behaviours haveppB42 the mostppE03 significant impact on engagement in the lowest scoring teams with the highest incidence of bullying harassment all occurring in the 15 units with the very weakest engagement rating.
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Environment is a factor Business area types in top 100 main Department units in engagement index list Overseas/overseas related
56%
Professions/corporate services/Private Office 22% Customer-facing/frontline
16%
Policy
5%
Other
1%
• 71% of units with the highest engagement scores are from FCO (49%) and DFID (22%). • FCO and DFID account for only 9.3% of the 4,430 total of main department units (6.9% and 2.4% respectively). • 56% of the highest-engaged units are based overseas or engaged in overseas work. This figure falls to 0% in the lowest-engaged 100.
(Note: not all FCO and DFID units are overseas or directly engaged in overseas work) 17
Environment is a factor Business area types in 100 main Department units with lowest engagement indices Overseas/overseas related
0%
Professions/corporate services/Private Office 23% Customer-facing/frontline
48%
Policy
7%
Other
22%
• 64% of units with the lowest engagement scores are in HMRC. • HMRC accounts for 18.7% of the 4,430 total of main department units. • 48% of the lowest-engaged units are customer facing/frontline compared with just 16% in the highest. 22% of lowest-engaged units are ‘other’ (e.g. redeployment pool) compared with just 1% of the highest.
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What CS business unit leaders say – Employee Voice* “ Every 3 months I will speak to everybody in my organisation … I am there to be challenged and there to be spoken to.” (HMRC, top 50)
“ We mean it when we say we’ll listen to frontline people… If people have got something that doesn’t work, they know they can get it changed.” (HMRC, top 50)
“ Every month we shut the centre and I communicate with all the staff… anyone can come at any point during the day to talk to me. I take everything on board.”
“ Virtually every change that is made is driven by the frontline.”
“Sometimes you think, I’d like to talk to them about that, but all these other things come up…” (DWP, bottom 50)
“Although openness and challenge are asked for, in reality challenge is punished at annual assessment time.” (Anon, bottom 50)
(HMRC, top 50)
(DWP, top 50) *SCS and G6/G7 team leaders A guide for leaders
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What the business unit leaders say – Engaging Managers “ People were allowed to innovate and do something different… they felt a sense of autonomy and ownership.” (DWP, top 50)
“ My job is to help you lot perform… You are serving them most of the time, rather than the other way round.” (DWP, top 50)
“ It’s very much about developing each individual member of the team, building competence and building confidence from that.” (DWP, top 50)
“ I think it’s really important that managers are visible and there with the team. If you’re sitting with the team, you’re constantly communicating.”
“ In reality, senior staff are completely invisible.” (DWP, bottom 50)
“ It’s quite a diverse workforce across the UK so physically seeing staff is quite tricky.” (HMRC, bottom 50)
(HMRC, top 50)
“ If you’re in one of our smaller offices you may never see anybody from the exec team… I struggle to get out of London with all the commitments I have here.” (HMRC, bottom 50)
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What the business unit leaders say – Strong Narrative “ Clarity of purpose is very empowering for everybody.” (DWP, top 50)
“ We do have a clear sense of mission, so that I think is really, really important.” (MoJ, top 50)
“ We keep it simple, keep it clear, reinforce the key messages in what we’re doing, why and how.”
“ We’ve been running these DWP story events… Senior staff talk about their vision for the department.” (DWP, top 50)
“ There isn’t that strong sense of being the Department for Education that there once was. The individual directorates all operate a little bit differently.”
“ Team members get to show other team members what it is they’ve been building… We do that to make sure they get a sense of identity.”
(DfE, bottom 50)
(MoJ, top 50)
(HMRC, top 50)
“ Staff are very committed to their work, but are they committed to the department objectives and values? Scores are a lot lower on that.” (DfT, bottom 50)
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What the business unit leaders say – Integrity “ If you blog then you must blog every week if you say you’re going to blog every week.” (HMRC, top 50)
“The thing that I was vulnerable to is people saying ‘It’s not the same for you, if you cock up there’s no consequences’… so when I’ve been speaking to people about learning and development I have talked about my own development, about things which I didn’t used to be, which I wasn’t good at, which I got some feedback and which I’ve tried to do better.” (HMRC, top 50)
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How do the best of the private sector do it? Heads of leading private sector organisations go on film with their views about how to engage people. William Rogers CEO UKRD Nigel Wilson CEO Legal & General Darren Childs CEO UKTV Justin King CEO Sainsbury’s Stuart Fletcher CEO BUPA Ian Powell CEO PWC Dido Harding CEO TalkTalk
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William Rogers ceo ukrd Sunday Times ‘Best Leader’ of a mid-sized company in 2012, 2013 and 2014
“ People are the single most important asset you have… your policy should focus on your people first.”
Put people first Create the right culture Let innovation flourish Be accessible
“ You have to have a sense of culture in your organisation… management has to be the walking, talking embodiment of your culture and values.”
“ The talent in every organisation is extraordinary… you have to take the lid off and be prepared to support people when they make mistakes.” “ Every single person in our business is encouraged to communicate with me at any time.”
Watch the video
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Nigel Wilson ceo legal & general 2014 Sunday Times Top 100 Companies award for Innovation in Staff Engagement
Engaged staff bring success Share a simple vision Set clear standards Keep your door open
“ If our staff are great advocates of Legal & General as a company, that will lead us to be a very successful business… we spend half of our time on internal comms… that’s one of the reasons why we’re successful.”
“ We are one firm, one set of values, one set of behaviours and I expect all of our senior people to have the same behaviour.” “ I have an open door policy… anybody who has a good idea can engage with me.”
“ Our vision is communicated in every building and every medium. It’s simple, easy to remember and consistent.” Watch the video
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Darren Childs ceo uktv Best Companies award in 2013 for high staff engagement and positive working culture
Build your vision together Encourage questions Challenge your team Create space for talking
“ We allowed the entire company to build its own vision of the future. So everyone bought into it from day one.”
“ Inspire your team by demanding huge things of them and you’ll be surprised, because most of the time they will rise to the challenge.”
“ If you create an engaged workforce and give them permission to question, better ways of doing things will come forward.”
“ We built our office with a large communal area in the middle to get the whole company congregating, talking and communicating together.”
Watch the video
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Justin King ceo sainsbury’s Oversaw a £9.5billion increase in sales and nearly trebled underlying profits
Share your values Listen to your people Celebrate excellent work Be yourself, be visible
“ People need something bigger to march towards than financial targets… It’s important how you share the values and it’s important that leaders are prepared to be measured by them.”
“ Soft recognition is massively powerful… The value of getting an award and having somebody realise your contribution is much greater than the financial value.”
“ One in ten of the 65,000 ideas received from Sainsbury’s ‘Tell Justin’ scheme has led to real change.”
“ You should be visible, accessible and the human being that you are outside of work, in work.”
Watch the video
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Stuart Fletcher ceo bupa CEO of BUPA since 2012 and previously President, Diageo International
“ We’ve created a rich description of what BUPA will look like in 2020… So our people are able to see how it relates to them and what they do.”
Create a clear vision Be clear about leadership expectations Find ways to connect Measure your progress
“ We created BUPA leaders Ask which describes what we expect of BUPA leaders… but it is just a statement until it’s brought to life visibly in the leadership in the organisation.”
“ We have a fantastic internal social networking site… There’s rarely a day when I don’t make a comment or respond to something that’s on there.” “ We don’t just leave it to trust that it’s going to happen… We measure individual leaders, teams and business units. It’s very visible and transparent.”
Watch the video
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Ian Powell pwc Chairman and Senior Partner
“ It surprised us how linear that relationship is between our people engagement and our client engagement… we are a better business when our people are well engaged.”
Engaged staff = satisfied customers Keep the message simple Practise what you preach Make your comms two way
“ We try to keep our overall ambition as simple as possible … The more people that you’re trying to influence, the simpler the message has got to be.”
“ I saw a great quote from another chief executive that said that every day I communicate the behaviours that I expect in the organisation and sometimes I even use the words.” “ People always talk about a cascade. Cascade only goes one way. It’s far more important for it to come the other way.”
Watch the video
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Dido Harding ceo talktalk CEO of TalkTalk Telecom Group PLC
Be authentic. Stick to a simple vision. See engagement as your day job. Tap into knowledge.
“ The most effective leaders are authentic: they’re not afraid to be who they are and be open about what’s on their mind.”
“ A lot of leaders think that communication and engagement is something they do in addition to their job. I think it is my job.”
“ The secret of communicating a vision is keeping going at it and not allowing the business to try to tweak it.”
“ Sometimes you feel like you ought to have all the answers, but leadership is about getting people to do things that even you don’t know are possible, because they’ve got the knowledge and you haven’t.”
Watch the video
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SCS engagement competencies Leading and Communicating
Foundation
Intermediary
Advanced
Competency Level - At Level 5 we need leaders who influence within complex stakeholder dynamics and engage and inspire people around the Department’s vision and goals. Involve and support the team to operative effectively in a complex and challenging environment
Leading to Inspire
Presenting to Large Audiences
Visible Leadership
CSL F2F
CSL F2F
CSL F2F
Securing Employee Engagement
Be The Leader You Can Be: An Introduction To The Futureengage-deliver
Engaged: Unleashing your organization’s potential through employee engagement
CSL F2F
CSL F2F
Ash
Identify and manage a mix of diverse skills and talent to build high-performing teams
Leading Extraordinary Groups
Not bosses but leaders
GP
Ash
Deputy Director Windsor Leadership Programme
Set a clear direction, communicating and motivating the team to achieve the Department’s and ministers’ vision and goals
Motivating people learning guide
Visible Leadership
We matched SCS engagement competencies to the CSL learning offer. CSL F2F
WIG F2F Powerful, persuasive, presenting
Ash
WIG seminar
Promote the successes of your people and the Department
How to be a Communications Leader
http://www.wig.co.uk/what-wedo/leadership-programmesdevelopment-seminars Advanced Communication Skills: Handling the Media
Act as a champion for diversity and equality of opportunity
GP Creating a fairer and more equal society
Public relations learning guide Ash How B&Q Got Older and Wiser
A guide for leaders
CSL F2F The value of difference: Eliminating bias in
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Rate yourself with profiling tool We identified the need for an engagement development tool. The Culture Builders Profiling Tool is a system that specifically details how individual managers and leaders engage others. It measures five core areas that are needed to create empowered, motivated teams. Based on a self-serve online system, the tool works on a pay-per-use basis. Access the tool. Supported by a 90 day development programme. A guide for leaders
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