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Barriers to EngagementLeadership & IntegrityEngage for Success Masterclass – April 17th 2013
http://www.engageforsuccess.org/
AGENDA & SPEAKERS
>Introduction – Cathy Brown, Engage for Success Practitioner Group
>The Barriers to Engagement – Nigel Carruthers, Senior Advisor, Policy and Strategy - Workforce Local
Government Association
>Engage for Success Research – Bob Hughes, Engage for Success Guru Group
>Panel Q&A, including David Macleod and Nita Clarke
The Engage for Success Masterclass series is made possible by BT
MASTERCLASS APRIL 2013
Date www.local.gov.uk22nd July 2011 www.local.gov.uk
Barriers to Employee Engagement: a local government perspective
Nigel Carruthers,
Senior Advisor,
Workforce Strategy and Policy
“51% of my team are facing a pay reduction along with significant changes to other terms and conditions. They feel under-valued and although many still enjoy the work there is a
potential loss of trust and they feel less inclined to go the extra mile. However, this
has not yet materialised with many still working above and beyond what is expected
of them.”
- Council Employee, EVP Survey 2012
© Prof Helen Francis and Dr Martin Reddington
Next 30mins…
• Who we are • Our sector context • The story of our engagement journey • Some observations & conclusions
LGA Role & Function• National voice of local
government• Politically-led, cross-party
organization to ensure local government has a strong, credible voice with national government.
• We aim to influence and set the political agenda on the issues that matter to councils so they are able to deliver local solutions to national problems.
LGA Membership Organisation
• We are a membership organisation. In total, 423 local authorities are members of the LGA for 2012/13.
• Made up of English local
councils, Welsh councils, Fire Authorities, national parks, passenger transport and police authorities, and one town council.
Context is everything: funding outlook?
£0
£10,000
£20,000
£30,000
£40,000
£50,000
£60,000
2010
/11
2011
/12
2012
/13
2013
/14
2014
/15
2015
/16
2016
/17
2017
/18
2018
/19
2019
/20
£ (m
illio
n)
Socia l Care Environment (inc Waste) Money Avai lable for a l l other services
Looking to the future: Funding outlook for Councils 2020A fundamental change is needed - in way local services are funded and
organised and - statutory and citizen expectations of what
councils will provide
By 2020 the funding gap could be over £16.5billion
Workforce Efficiency response?
CIPD Employee Outlook Survey – public sector results • Public sector overall job satisfaction down from 42% to
38%
• For larger employers overall satisfaction was at 26%
• 30% of public sector workers think its likely they will lose their jobs and are the least likely of any sector to think they’ll get a new job
• 45% of public sector workers say they are under excessive pressure at work
• Trust in leaders and senior managers continues to decrease
Attitudes to senior leaders in the public sector are negative and continuing to deteriorate
Survivor syndrome?
Our engagement journey
• Employee Attitude Surveys – 76%• Engage For Success – case studies• Best Council to Work For
– (Best Companies)• Thank Goodness its Monday!
http://youtu.be/_9-9A3uM-Yw • Top Ten Test – for CEOs/Boards• Employee Value Proposition
Best Council to Work For• Best Companies Methodology • Best Council to Work For 2007-
2009 • 28,000 employees surveyed • Over 110 (342) employers took
part • Raised profile of employee
engagement in the sector • Satisfaction mirror correlation • Resource dependency questioned• Increased understanding • Competition element perceived as
negative
3.8
4
4.2
4.4
4.6
4.8
5
5.2
Leadership
MyCompany
PersonalGrowth
MyManager
MyTeam
GivingSomething
Back
FairDeal
WellBeing
Council - All
Overall by Factor
Best Councils Overall
3.8
4
4.2
4.4
4.6
4.8
5
5.2
5.4
5.6
Leadership
MyCompany
PersonalGrowth
MyManager
MyTeam
GivingSomething
Back
FairDeal
WellBeing
All Mid Companies Council - All
Overall by Factor
(-25%)
(-9%)(-8%)
(-7%)
(-8%)
(-8%)
(-12%)
(-13%)
Best Councils Overall vs. All Mid Companies
3 3.5 4 4.5 5
(Senior Management) Senior managers of thisorganisation do a lot of telling but not much listening
(Senior Management) Senior managers trulylive the values of this organisation
(Senior Management) I have confidence in theleadership skills of the senior management team
(Moral Principles) The leader of this organisationruns this organisation based on sound moral principles
(Moral Principles) This organisationis run on strong values/principles
(Leader) I am excited about wherethis organisation is going
(Leader) I am inspired by theperson leading this organisation
(Leader) I have a great deal of faithin the person leading this organisation
Council - All
Leadership by Question
Best Councils Leadership
Best Councils Leadership vs. All Mid Companies
3 3.5 4 4.5 5 5.5 6 6.5 7
(Senior Management) Senior managers of thisorganisation do a lot of telling but not much listening
(Senior Management) Senior managers trulylive the values of this organisation
(Senior Management) I have confidence in theleadership skills of the senior management team
(Moral Principles) The leader of this organisationruns this organisation based on sound moral principles
(Moral Principles) This organisationis run on strong values/principles
(Leader) I am excited about wherethis organisation is going
(Leader) I am inspired by theperson leading this organisation
(Leader) I have a great deal of faithin the person leading this organisation
All Mid Companies Council - All
Leadership by Question
(-18%)
(-18%)
(-26%)
(-22%)
(-33%)
(-29%)
(-30%)
(-23%)
3.5 4 4.5
I am happy with the pay andbenefits I receive in this job
I am paid fairly for the work that I dorelative to others within this organisation
I am paid fairly for the work I do relative topeople in similar positions in similar councils
I feel I receive fair pay for theresponsibilities I have in my job
Council - All
Fair Deal by Question
Best Councils Fair Deal
Best Councils Fair Deal vs. All Mid Companies
3.5 4 4.5 5
I am happy with the pay andbenefits I receive in this job
I am paid fairly for the work that I dorelative to others within this organisation
I am paid fairly for the work I do relative topeople in similar positions in similar councils
I feel I receive fair pay for theresponsibilities I have in my job
All Mid Companies Council - All
Fair Deal by Question
(-12%)
(-14%)
(-14%)
Understanding Employee Engagement – “Barriers” to focus on• Leadership• Fair Deal
Overcoming the barriers?
Shifting emphasis towards a new ‘psychological contract’ - a new set of expectations from employer and employees
A more personalised set of flexible benefits focused on local needs and circumstances
A focus on ‘rewarding’ high performance and tackling poor performance
Improving communication is at the heart of effective employee engagement
Leadership• Reality needs to meet rhetoric – CEO/CX
as champion of communication and the champion communicator
• People need to feel they belong – clear vision and be visible with it
• CEO as “icon”• People judge CEO on actions not words -
behaviour breeds behaviour
Fair Deal? – the LG ‘EVP’
• “a pivotal moment” for re-conceiving and re-negotiating the employment deal in local government.
• PPMA, LGA with Edinburgh Napier University and Martin Redding Associates undertook research into the state of the employment deal (also known as the Employment Value Proposition or ‘EVP’) in four local authorities, chosen for their geographical spread, type and size of authority.
The ‘Deal’
‘INDUCEMENTS’ ‘CONTRIBUTIONS’Employer Employee
Economic and Social Exchange
Relationship Quality
© Prof Helen Francis and Dr Martin Reddington
What have we learnt from EVP Research?
• The current deal is perceived to be imbalanced in favour of the employer
• The ability of people to deliver on their commitment to local communities is being undermined and this is creating tensions in the deal.
• The deal needs to encompass both economic and non-economic factors, recognising that a supportive work climate is critical to organisational effectiveness
What have we learnt from EVP Research?
• The focus should be on the quality of conversational practice at all levels in the organisation, recognising the critical importance of conversations between managers and their direct teams. This highlights the importance of equipping managers and their staff with the necessary skills.
• Address key organisational tensions, such as achieving ‘more-with-less’ and ‘job creep’ (growing employer expectations of greater discretionary effort on the part of employees)
Most Valued aspects of the deal
Shared Social Responsibility and organisational purpose
Support : colleagues/team/manager
‘
© Prof Helen Francis and Dr Martin Reddington
Engagement
“51% of my team are facing a pay reduction along with significant changes to other terms and conditions. They feel under-valued and although many still enjoy the work there is a
potential loss of trust and they feel less inclined to go the extra mile. However, this
has not yet materialised with many still working above and beyond what is expected
of them.”
© Prof Helen Francis and Dr Martin Reddington
Most valued aspects of the deal
Social responsibility = dominant theme‘Helping my community’
‘Trying to make the borough a better place for residents’
‘Despite my pay and conditions being constantly eroded by savings, I still take professional pride in what I do’.
Social support/teamwork are also vital‘sense of team working........ my colleagues’
‘I work within a very strong & supportive team’
© Prof Helen Francis and Dr Martin Reddington
Biggest tensions
Suppression of negative issues
Lack of Support
Doing more with less
© Prof Helen Francis and Dr Martin Reddington
Biggest tension (linked themes)
Doing more with less = dominant theme‘Lack of capacity in the team to deliver’
‘Competing for precious time to deliver service’
Perceived lack of support from managers...’senior management having a complete lack of
interest or concern about how pay cuts’...‘no real understanding from higher management of what individuals and teams actually do & what their
resource needs are’© Prof Helen Francis and Dr Martin Reddington
Culture of not discussing ‘negative issues’
‘At Team Meetings issues are discussed, although I feel due to pressure from management to not be 'negative‘, these issues are never passed on. I
genuinely feel our direct team leader is scared to mention anything to management although these
issues being dealt with would effectively improve the service provided’.
Biggest tension (linked themes)
© Prof Helen Francis and Dr Martin Reddington
Overall Observations?• Language of EE and the nature and
context – translating the messages is always ‘work in progress’
• Evidence base for leadership is timely and very welcome!
• Communication “quality of conversational practice” is key
• Don’t allow “context” to create a perception that EE is no longer relevant
Thanks for listening!
Agenda & Speakers
• Introduction – Cathy Brown, Engage for Success Practitioner Group
• The Barriers to Engagement – Nigel Carruthers, Senior Advisor, Policy and Strategy - Workforce
Local Government Association
• Engage for Success Research – Bob Hughes, Engage for Success Guru Group
• Panel Q&A, including David Macleod and Nita Clarke
The Engage for Success Masterclass series is made possible by BT
Masterclass April 2013
A replay will be available at www.engageforsuccess.orgFollow us on Twitter at @Engage4Success
