Employee and Volunteer Engagement for Charities

Employee and Volunteer Engagement

for Charities

April 28, 2016

@ee_alliancewww.the-eea.com

April 5 www.the-eea.com

OUR CORE GOALS


Training

Specifically designed to meet the professional development needs of

employee engagement professionals.

Events

Events that assist learning and building a sense of community for

employee engagement professionals.

Tools

Access to tools that aid the delivery of employee engagement.

Benchmarking

Benchmark the impact of your employee engagement programmes against businesses of the same size

and sector.

Voice

To provide a voice for employee engagement professionals that is

listened to by leaders of organisations of all sizes around the

world.

Knowledge Sharing

To share knowledge between our members to aid and accelerate

professional development.

Best Practice

To crystallise best practice based on member contributions for the

benefit of all members.

Proof

To gather proof of the value of employee engagement so that it is no longer an option to not involve

employees.

Agenda


8.30pm – Registration: Breakfast & Networking

9.15pm – Welcome: James Murphy - The Employee Engagement Alliance

9.20pm – Suzie Fairley - Organisational Development Manager (Engagement

and Culture) at British Red Cross

9.45pm – Stevan Jackson - CEO - The Mary Stevens Hospice Group

10.10am – Stephen Robertson - CEO The Big Issue

10.30pm – Break

11.00pm – Tom Debenham – Managing Director - People Insight

11.25pm – Adrian Phipps – Cancer Research UK

11.50pm – Panel Discussion

12.20pm – Final thoughts

12.30pm – End

Thank You



#EELearning


Suzie FairleyOrganisation Development Manager

(Engagement & Culture)

PeopleEngagementattheBritishRedCross

PresentedbySuzieFairleyOrganisationDevelopmentManager(Engagement&Culture)

WhoaretheBritishRedCross?

Ourengagementchallenge…

Ourengagementopportunity…

2013-2014

WhyAppreciativeInquiry?• EvidenceforuseofAppreciativeInquiryhavingpositiveoutcomesinawiderrangeofsettings(e.g.DavidCooperrider)

• Groundedinpositivepsychology(e.g.BarbaraFriedrickson‘broadenandbuild’;impactofpositivevisualisationandmindset)

• EngageforSuccessmodelofengagement(strategicnarrative,engagingmanagers,voice,integrity)

• NotPollyanna

80facilitators

130sessions

800staffand

volunteers100’sofsmallandlargeideasforaction– many

takenforwardforsponsorshipbytop

leadership

Anewwayofconnecting,

thinking,actingandworking

Whatwedid

Sendinformationtothewholearearather

thancascading

Coffeemorningswithstaffandvolunteersbeforemanagement

meetings

Introductionofanengagementforum

PublishExecLeadershipTeammeetingminutesonthe intranet

CEOschedulingroadshowsacross

ouroffices

Extendleadership

developmentprogrammeto

middlemanagers

Havemorefacetofaceconversationratherthane-mail

Promptmymanagerfor1:1andappraisal

reviewmeetings

Askforsupportwhenunderpressure

Theorganisationcan… Myareacan… Ican…

2015-2016

Overallen

gagemen

t

Strategicn

arrativ

e

Trustinleadership

What’shappeningnow?

• UsingAppreciativeInquiry,inawiderrangeofsettings

• Focusingonengagementthroughchange(e.g.voiceandleadership)

• Exploringorganisationalculture,buildingteams,recognition

Afewobservations

• Context• Organisationalsize• Importanceofleadership• Shiftfrom‘listeningtothesurvey’to‘listeningeveryday’

Cultureshiftstaketime…


Stevan Jackson

CEO

Team Engagement for Hospices

Stevan Jackson - CEO The Mary Stevens Hospice Group

The Mary Stevens Hospice

§ Founded in 1991 in Dudley Area

§ Provide high quality care for people living with cancer and other life-limiting illnesses

§ Hospice supports individuals at our 10-bed In-patient Unit or at our Day Therapies Clinic

§ 180 staff including clinical, operational, retail

§ 550 volunteers in-house, retail, fundraising, lottery

§ Care provided free of charge – rely on donations, fundraising and our dedicated staff and volunteers

The Engagement Challenge

Challenges faced by Hospices, shared across the charity sector:

§ Staff and volunteers in disparate, often disconnected locations – communication often difficult

§ Huge range of roles and specialisms – sharing knowledge and stories consistently a challenge

§ Reliance on dedicated staff and volunteers – they need to feel valued, engaged with and part of the team

§ Volunteers are often excluded from existing internal intranets due to access rules (e.g. corporate email needed)

Facing Common Challenges

Communication and engagement methods we use:

Our website eNewsletters Facebook Twitter

Why we wanted to go further…

Needed to build on existing communication processes:

§ Website and eNewsletter is one-way information flow – wanted to offer more

opportunity for interaction

§ Facebook and Twitter offer platforms for general, public facing messages – we wanted

to engage with staff and volunteers in a more targetted and personalised way

§ Wanted to offer a platform that could be accessed on all devices – need to stay in touch

with new opportunities in technology…

§ In 2015:

§ 50% of 55-64 year olds had a smartphone

§ 90% of 16-24 year olds had a smartphone

What did we do?

§ After scanning the market Eproductive’s Team product met our specific requirements

§ Eproductive have been working with the charity sector for 15 years with 90 clients

§ Using Team we created myMSH

What is myMSH?

§ myMSH is an online platform with individual logins for our staff, trustees and volunteers

§ Allows us to communicate and engage based upon user’s role – content can be targeted

§ As secure, more private content (e.g. sneak peeks and behind the scenes) can be shared

§ Supported on Smartphone, Tablet, PC

§ Message notifications (automated and manual) via app, SMS or email supported

§ We link to existing social websites – not replacing but enhancing existing communications

myMSH – Business Impact

myMSH – So Far…

§ Just over 70% of the system users logged on at least once in the first 3 months

§ Over 50 documents are now accessible to users on myMSH

§ Regular news stories and videos uploaded – over 40 stories and clips

§ Questionnaire after launch 82% of respondents said communication had improved in the Hospice since launch

myMSH – What do our users think?What would you like to see on myMSH in future?

“More of the same…think video presentations are particularly powerful”

“Fundraising thermometer for our Capital Appeal”

“More information about what’s going on with regards to the trading aspects of MSH”

“More information from Hospice itself”

Any other ways we could improve communication?

“Include volunteers more – give us details about events we can help out with”

“I think the app is a great way to communicate – not sure you could improve on this!!”


Stephen Robertson CEO



Tom DebenhamManaging Director

Insights from employee survey data

Engagement in the third sector

2

People Insight: a specialist employee engagement partner

Engagement Improvement

7%BeliefinActionImprovement

20%

Strategicdisadvantage

Strategicadvantage

0%

1%

2%

3%

4%

5%

6%

51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100

Engagement Score (%)

3rd sector mean score

% o

f sur

veys

Engagement in the third sector

For profit mean score

Pride

Longevity

Endeavour

Advocacy

Care

4

Engagement comparison - detail

3rd sectormean Privatesectormean

• Basedon108thirdsector&415 privatesectorprojects• 580,000 respondents

8%

3%

3%

1%

5%

5

• Igetasenseofachievementfromworkingatmyorganisation9%

• IamproudtosayIworkformyorganisation8%• Ithinkthepay&benefits Ireceivecomparefavourablywithotheremployersinourindustry7%

•Mypayislinkedtomyperformanceandcontribution6%•MymanagershowsappreciationfortheworkIdo5%

Pointsabove

5 areas where the third sector out performs

6

• Iamsatisfiedwiththeflexibilityofmyhours6%• Iknowhowwellorganisationisdoingagainstaimsandobjectives4%

• Ihaveresponsibilityfordecisionsregardingmywork4%

• Iwouldstillliketobeworkingatmyorganisationintwoyears'time3%

•Myworkloadisreasonable2%

Pointsbelow

5 areas where the third sector under performs

Key drivers of engagement in the third sector

Mycareerdevelopmentaspirationsarebeingmet

MyjobmakesthebestuseoftheskillsandabilitiesthatI

have

Ifeelvaluedandrecognised

Iunderstandtheaimsand

objectivesoftheorganisation

Myjobischallenging

8

Thegoodnews:

• Powerfulmissions, andinterestingchallengingworkdriveengagementinthethirdsector

• Managerstendtoshowmoreappreciation,andpeoplefeelmorevaluedandrespected

• Employeesexpresshigherlevelsofsatisfactionwithpayandbenefits

Summary

Thechallenges:

• Bringingtheongoingworkandimpactoftheorganisationaliveinameaningfulway

• Providingemployeeswithanappropriatesense/amountofcontrolover:

– Decisionmaking– Workload– Flexibleworking

• Lowintentiontostay...aninevitablefeatureofthesector,ornot?

9


Adrian Phipps

ENGAGEMENT@CANCERRESEARCHUK:THENEXTSTEPONTHEJOURNEY

We’reaskingourselves3bigquestions….

Howdoweknowwhenhighengagementsurveyresultsare“real”?

Shouldwerecogniseadifferencebetweenengagementwiththecause andengagementwiththepersonyouworkfor?

Howcanweenablemanagersateveryleveltohaveopen,honestconversationswiththeirteam?

ABigAmbition – 3in4survivorsby2034

88%

IamproudtosaythatIworkforCRUK

IwouldstillliketobeworkingforCRUKintwoyears’time

WorkingatCRUKinspiresmetodothebestworkIcan

IwouldrecommendCRUKtofriendsandfamilyasagoodplacetowork

IcareaboutthefutureofCRUK

97%

86%

72%

87%

98%

Overall

Historically,CRUKhasveryhighengagementscores

Twoverydifferentorganisationsdoingsomeconsistentthings

Createacommonlanguageforteamdiscussionsonengagement

Givemanagersactivesupport

Acceptthatnoteveryonecanbeapeoplemanager– lookforself-awareness,opennesstofeedbackandwillingnesstoact

Holdmanagerstoaccountforhowtheyengagetheirteams

70-80 55

Fewerquestions Simplerreports Managerinsight

We’verefinedourapproach tofocusonencouraging greatconversations

OurManagerInsightsectionofthesurvey

My results

Overallaveragescore:3.4#participants: 5

Belowisthepercentageof yourdirectreportswhostronglyagreed,agreed,etc.withthestatementsgiven.Foreachquestionyouwillalsoseetheaverageresponsescore,outof 5(1beingstronglydisagree,5stronglyagree)

Myaveragescore

Benchmarkaverage

1. Mylinemanagercommunicatesclearlywhatisexpectedofme

2. Mylinemanagercoachesandsupportsmetomeetmylearninganddevelopmentneeds

3. Mylinemanagertrustsmetodoagoodjob

4. Mylinemanagerrecognisesandshowsappreciationformygoodwork

5. Mylinemanagerencouragesmetosuggestnewideas

6. Mylinemanagermakessuretosharerelevantinformationwithme

7. MylinemanagerhelpstheteamunderstandhowourworksupportsCRUKsaims

8. Mylinemanagerprovidesclaritywhendecisionsaremadethatarerelevanttome

9. Mylinemanagergivesmeregularfeedbackonhowiamdoing

10.Mylinemanagermotivatesmetogivemybest

11.Mylinemanagertakesstepstochallengeandimproveindividualperformance

12.Mylinemanagerseeksfeedbackonhis/herownperformancefromtheteam

Thequestions

Howweintendtousethesurveyresultstoencourageconversation

Coaching Action learningsets

Masterclasses onkeypeople

managementtopics

Resources

Receiveyour‘ManagerInsight’reportbyemail

Thepeoplemanagerexperience

1Discussyourresultswithmanageranddirectreports

Usethistoimprovehowyoumanagepeoplegoingforward

2 3


