Employee Engagement for Change - HumaNexthumanext.com › downloads › Sample-Employee-_Engage-_… · Web viewQuotes on Change/Engagement 2. Licensing Information 4. Index 5

Sample Package – For Preview Only

A Complete Program for Employee Engagement and Culture Change

Covering Initiation, Communication, and Training –

With the Needed Tools, Tips, and Templates

Sample Package- for Preview Only

© 2008 HumaNext – www.humanext.com 1

Employees Don’t Resist Chang. They Resist How Management Tries to Change Them

- Francois Basili

We must become the change we want to see in the world

- Gandhi

The Scary State of Employee Engagement

According to the Gallup Management Journal's semi-annual Employee Engagement Index:

29% of employees are actively engaged in their jobs 54% are not-engaged 17% are actively disengaged


The Challenge:

What are you going to do about the 71% of employees who watch the clock at your organization?

This Employee Engagement for Change Program by HumaNext Is Designed to Deliver the Solution

This Is a Unique 3-in-1 Program that delivers:o The process to create Employee Engagement for Changeo The communication to support Engagement for Changeo The training workshop to deliver the skills people need for change

Legal Notice; For Preview Only- No part of this Sample Package can be used for any purpose other than preview of the program for determining suitability for purchase. Copyright- protected materials.

Important Legal Notice Regarding the Use of this Template

1. Trainers and Leaders Employed by the Purchasing Organization:

The purchase of this training program gives the buyer the rights to make any number of copies of the Participant Manual / Handout materials, but not the Leader’s Guide, for the purpose of use by workshop participants inside the organization only. Any other use, copying, or selling of this workshop will constitute a violation of US and international copyright laws.

2. Independent Consultants Working for Themselves or a Consulting Company:

The purchase of this training program gives the buyer the rights to personally deliver the process and the workshop to the client organizations in live, face to face classroom settings, any number of times, on the condition that HumaNext’ s name and copyright symbol be kept on the program’s materials as they are shown here, and that the purchaser does not sell, resell, license, broadcast, promote, advertise, market, or publish the training material itself or any parts of its contents in any print or electronic form. Any copying, duplicating, selling, reselling, licensing, marketing or using a different mode of delivery of the materials (such as e-Learning, Tele-conferencing, Tele-workshops, Podcasting, and


others) without an advance written permission from HumaNext and payment of licensing fees required, constitutes a violation of US and international copyright laws.

© 2008 HumaNext, LLC – All Rights Reserved. For information contact:

HumaNext, LLC8 Brownstones Terr.,Hawthorne, NJ 07506Tel: 973-427-3004

Website: www.humanext.com E-mail: [email protected]

INDEXPages may slightly shift

Subject Page____________________________________________________________Title Page 1Quotes on Change/Engagement 2Licensing Information 4 Index 5Overview 8Outline of the Program’s Content (Brief Description) 10

Section One: Introduction 14What Is Employee Engagement: Definitions 15The Business Case for Employee Engagement 18

Research, Surveys and Case Studies 18How Organizations Have Done It 22

Things to Avoid 22Key Drivers – Most Common Eight 25Conclusion 25

Section Two: Principles, Model and Process 26Six Principles 27Model Origin and Description 31 First Dimension: Recognition and Relationship (Need to Be) 36

Second Dimension: The Need to Know (Communication) 37Third Dimension: The Need to Grow (Training) 38Fourth Dimension: Willingness to Do (Collaboration) 38

The Process 39


mailto:[email protected]

http://www.humanext.com/

1. Steering Committee 402. Design Teams 443. Culture Change 464. Communication 465. Training 466. Action Teams 46Example of Engagement for Change Initiative – a Template 47

Section Three: from Personal Change to Cultural Change 48Why Employees Resist Change 49Engagement: It Is about Relationships 50From Personal Change to Cultural Change: Complaint Free Workplace 53The 3 C’s of a New Language 54

From Complaining to Creating 54From Criticizing to Coaching 54From Confrontations to Collaboration 54

Subject Page_____________________________________________________________

Section Four: Communication – the Need to Know 56General Considerations 56Need for Fundamental Shift in the Role of Communication 57Ten Things Communicators Need to Do to Communicate with Employees 58Communication Strategy 59

Communicating to Employees Concerns 59Communication Themes 60Promoting the New Language of Positive Communication 63

Article- Before You Speak 63Use of Stories to Communicate Engagement and Change 65

Communicating Need for Creativity and Innovation 67Developing Values and Vision 68

Uncovering Existing Values of Your Work Culture – Activity 69Creating the Initiative Values – Activity 71Examples of Organizations’ Values 72

From Values to Vision 74Example of a Company’s Vision - Levi Strauss Company 75

Communications Media 76Manager as Communicator 81

Communication Model 82What Employees Need Most 83Techniques for Overcoming Differences 84Communicating to Create Engagement 85Culture Change Manifesto 85


Section Five: Training and Development 86Purpose, Audience, Seating, Duration 87Other Resources 88Agenda for One Day Training Session 89Part One: Opening Activities 90Opening Activity # 1 Complaint Free Activity 90Opening Activity #2 the Simple Addition Exercise 91Opening Activity # 3 Self Introductions and Experience with Engagement 93

Developing List of Drivers for Engagement 93Defining Employee Engagement 94Business Case for Employee Engagement 95Part Two: Engagement Principles, Model and Process 97Principles 97Model 97Process 102Values and Vision 103Red Brick Company Exercise 103

Handouts 105Example of Filled Observer’s Sheet 109

Subject Page_____________________________________________________________

Interpretation and Discussion 109Manager as Communicator and Coach 110Changing Role of the Manager 110Part 3: From Personal Change to Culture Change 112Need to Be and EQ 112Life Picture – Activity 113From Personal Change to Culture Change – A Story 114Revisiting the Complaint Free Activity 115Positive Changes – 3 Cs 116

From Complaining to Creating – Exercise 116From Criticizing to Coaching 117From Confrontation to Collaboration 117

Article – Before You Speak 118Activity – Recognition Cards 118The Culture Change Manifesto 120Part 4: From Culture Change to Business Change 121Activity- Creating a Culture of Employee Engagement 121Creating Business Change through Action Teams 123Why Work As a Team – Research Data and Key Benefits 124Team Transformation: Human Machine Exercise 125Business Change: Action Teams of Change Agents 127Using Creativity and Innovation Techniques 128

The Squares Exercise; Defining the Challenge; Why; What If Techniques 128

Section Six: Action Teams 133


Collaboration and Innovation – The Need to Do 133Outline of the Employee Engagement for Change Process 134Who Should Join the Teams? 135Who Should Be Trained? 135Team Building Workshop for Action Teams 135Creativity and Innovation Skills for Action Teams 136What Will the Action Teams Do? 136Achieving the Initiative Objectives 136The Organization before Action Teams Start – Imagine 137Example – Template of Engagement for Change Initiative 139

OVERVIEW

This Program

The Employee Engagement for Change program provides you with everything you need to launch and sustain an employee engagement and /or a culture change initiative at your workplace.

It is a unique 3-in-1 program that delivers:o The process to create Employee Engagement for Changeo The communication to support Engagement for Changeo The training workshop to deliver the skills people need for change

The program package includes: This Leader’s Guide (This MS Word document- over 135 pages) PowerPoint Slides (In a separate file – over 45 slides) Reproducible Participant Workbook (In a separate file- over 25 pages)

Who Needs It

This program can be used by anybody interested in igniting employee engagement to change the culture, improve operation or service, or support various organization change situations. These professionals can be in any of the following positions or capacities:

- HR professionals- Trainers and OD professionals- External and internal consultants


- Organizational communication professionals- Employee engagement professionals- Talent management professionals- Department managers and unit supervisors- Team leaders- Organization change leaders and agents- Executives and middle managers- Quality and productivity professionals

Ways It May Be Used – PurposesYou can use this versatile program in two major ways:

On Its Own as a Culture Change Initiative: You can use the “Employee Engagement for Change” program to start a culture change process for your team, your department, or the entire organization to create employee engagement, raise morale, and generate commitment to teamwork, collaboration, customer service, or other goals.

As Support to Your Planned or Ongoing Change Initiative: You can use the “Employee Engagement for Change” program as support to your organization change process, relying on it to generate excitement and energy for any change effort. Whether you are introducing new technology, reengineering your processes, going through budget challenges, merger or acquisition, or any other change effort, you can use “Employee Engagement for Change” program to take care of the human side of change and generate employee engagement and commitment to it.

This program can be used to support the following organizational situations, programs, or projects:

- Employee engagement initiatives- Organization change- Culture change initiatives- Introduction of new technology- Process redesign or re-engineering- Raising employee morale- Increasing employee retention- Improving operational efficiency- Improving quality - Improving customer service- Reducing waste- Reducing cost- Increasing revenue- Spurring creativity and innovation- Enhancing company’s brand and competitiveness


- Mergers of various organizational cultures- Other situations that require employee engagement

Content Notes: Customization:

o We offer the program in MS Word documents and PowerPoint slides so that you can easily customize them and make any modifications or additions to fit your organization’s needs and styles. But before making changes, we suggest that you make a copy to work on and keep the original intact.

o An example of customization is that we use the term “initiative” to refer to the program. Once you settle on a name for your program you can replace the word “initiative” with your program’s name throughout.

o Also, we offer an example from an actual organization’s program, called “People Based Service-(PBS)” which you will find very helpful. You can use this as a template for your initiative, changing the words as needed.

Scope: This is a 3 in 1 program, offering content on:

o The “process” of an initiative on employee engagement and / or culture and organization change.

o The “communication” campaign needed for the initiative.o The “training” workshop needed to give people the skills for the

initiative.Because of this, you will find that some content relating to the model and the process are repeated in the sections on communication and training. This makes it easy for you to make a copy of just the communication section and give it to the communication design team, and a copy of the training section and give it to the training design team, and so on.

Outline of Program’s Content:

This Leader’s Guide consists of six sections; Introduction; Principles & Process; and four sections on the HumaNext Employee Engagement for Change Model

Section One: Introduction

Employee Engagement -


What is it? Why do it? How others have done it. How to do it right

The What: What Is Employee Engagement?

This section provides an introduction and background on the subject of employee engagement. It provides the available definitions of the term and reviews the current methodologies used by organizations and experts in the field.

The Why: Why We Need Employee Engagement for Change- The Business Case

This section makes the business case for employee engagement for change by providing an overview of the latest research that validates the value of these concepts and their dramatic impact on business performance and results.

The How: How Organizations Have Done It in the Past, and How to Avoid the Problems They Encountered

This section then takes you on a tour of some of the current methodologies used by organizations and consultants to effect engagement and change. Will also discuss why some employee engagement and change initiatives don’t achieve their promised results.

Section Two: Principles, Model, and Process

In this section we explain the key Principles of Employee Engagement for Change. These principles provide the conceptual and philosophical underpinnings for the engagement and change process.

We then introduce the HumaNext Employee Engagement for Change Model, showing the conceptual and practical reasons for its power, how it succeeds in avoiding the problems of the prevailing methodologies and what gives it the unique ability to achieve powerful results in a short period of time.

We conclude by offering a six-step Process for implementing the Employee Engagement for Change initiative. We also offer a Template for the Process where you can see the complete steps and use your own steps in a similar way.


We caution you as you start implementing the process not to be disheartened if things don’t go exactly “according to plan”. Surprises and even chaos are at the heart of change. You need to accept them with a mind open for learning and in a spirit of understanding and curiosity, not condemnation.

The four broad engagement drivers in the HumaNext Model are then covered in the next four sections.

Section Three: From Personal Change to Culture Change - Need to Be

In this section we cover the engagement drivers that address employees’ need for self-actualization, recognition, and belonging through relationships to the boss, to colleagues, to the job itself, and to the organization. (Need to Be)

We also provide the exciting opportunity of personal change as a powerful practical way to ignite engagement and excitement about changing the organization. We apply the concepts of emotional intelligence and the practical technique of creating a complaint-free workplace to powerfully engage employees in experiencing and creating change.

Section Four: Communication – Need to Know

In this section, we cover the tools, messages, and media you will need to orchestrate a communication campaign to accompany and support the employee engagement for change process.

The communication campaign: messages and media Creating and articulating the organization’s vision and values. Use of social media to support engagement: wikis, blogs, twitter, social sites,

others. What managers need to know and do to inspire and communicate employee

engagement for change (Need to Know)

Section Five: Training and Development – Need to Grow

This section provides a complete workshop to train participants on the principles and process of employee engagement for change. The workshop comes complete with step-by-step facilitation instructions, PowerPoint slides and participant workbook. You can reproduce the participant workbook as needed. This training


will satisfy a key engagement driver, which is the employees’ need for Personal and professional development and growth (Need to Grow).

Section Six: Action Teams - Collaboration and Innovation - Need to Do

Having worked together to experience change in a personal way, employees now form action teams to collaborate with colleagues to effect and support change in their culture and the organization.

This coming together to experience and create change for the individual and the organization will prove to be a powerful experience for all participants, and it is what enables employees to produce dramatic results for themselves and the organization

This satisfies a number of key drivers of engagement such as the employees’ need for autonomy, freedom of action, and participation in decision-making and the need for community and friendship at work. It also nourishes employees’ sense of accomplishment and ownership of their own work (Need to Do)

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A Note about this Sample Package:

The remaining pages of this Sample Package present only portions of the actual program, not full content.

The purpose here is to give you an overview of the program (the Overview and the Index above) and samples of the content showing the style of writing, sample activities and exercises, samples of the graphics used, and samples of the slides.

Based on what you see in this Sample Package, you can make an informed decision as to whether this program is helpful to you.


If you decide to purchase the full electronic product please visit:

http://www.humanext.com/employee-engagement-for-change.html

Sample Slides – of over 45 slides covering the program’s key points:



Section One: Introduction

Employee Engagement - What Is It? - Why Do It? (The Business Case)- How Others Have Done It. - How to Avoid Common Problems


This section provides an introduction and background on the subject of employee engagement.

It provides the available definitions of the term and reviews the current methodologies used by organizations and experts in the field.

It makes the business case for employee engagement by reviewing the latest research and studies that prove its value.

We also highlight the problems with some of the available models and methodologies, which lead to the failure of the process.

The What-Definitions:

What Is Employee Engagement?

There is no agreement among consultants, authors, and experts in the field of employee engagement on one definition of the term.

As a result, it is important that you have a clear idea of the meaning of the term and secure agreement in your organization about it so that people will be reading from the same page before starting an employee engagement initiative.

We will offer some of the prevailing definitions used by various experts, and then we will offer you our definition which we use in our model.


Some definitions of Employee Engagement used by various experts

We offer you below the various definitions of employee engagement used by respected authorities in the field. This will give you an overview of the diversity of views toward this issue, and will help you if you need to come up with a working definition that fits your organization. We do provide our own HumaNext definition at the end.

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Our Working Definition of Employee Engagement (By HumaNext)

Employee Engagement is the state in which employees feel passionate about their work and freely invest in it of themselves, their time and their effort.

Notice the following about this definition:

- We are talking here about “employees’ passion” not company’s objectives. You cannot reach and achieve the organization’s objectives without first igniting employees’ passion. It’s important to recognize which comes first. Our work in this program follows this principle.

- Employees’ passion is not an end in itself. It is a state that once reached it moves employees to achieve dramatic performance results that benefit their organization while boosting employees’ sense of accomplishment and growth.

- We deliberately use the word “freely” in the definition because engagement cannot be coerced. Employees must reach the stage when they “freely” choose to invest of


themselves and their effort in their work, without looking for external rewards for doing so. Our work in this program is based on this principle.

That sounds great. But isn’t it too idealistic?

- No it is not. Our experience, and the experiences of many other consultants and their client organizations, have shown that it is very realistic and achievable. That is the exciting thing about employee engagement. It is not another corporate program to merely achieve corporate goals without regard to anything else. Those are the types of programs that end up failing after wasting huge resources.

- Employee Engagement, on the other hand, is a people-first approach to management and to corporate culture that achieves dramatic business results as a by-product of igniting the human side of business.

If you are still skeptical, let’s take a look at the results of a number of research works:

The Business Case for Employee Engagement

“Employee engagement is the measurement that gives the best sense of a company's health. No company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. That's why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds.”

- Jack Welch, Former GE Chairman

We offer below an overview of the latest research that validates the value of employee engagement and its dramatic impact on business performance.

What the Research Shows

The Conference Board

In 2006, The Conference Board published "Employee Engagement, A Review of Current Research and Its Implications". The report states that twelve major


studies on employee engagement had been published over the prior four years by top research firms such as Gallup, Towers Perrin, the Corporate Leadership Council and others.

According to the report,

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BlessingWhite

In their Employee Engagement Report 2008, published April / May 2008, the consulting firm BlessingWhite found that North America has one of the highest proportions of engaged employees worldwide, yet fewer than 1 in 3 employees (29%) are fully engaged and 19% are actually disengaged.

They also found that there is a clear correlation between engagement and retention, with 85% of engaged employees indicating that they plan to stay with their employer through 2008. This means that organizations must base their effective employee retention strategy on a good understanding and management of employee engagement.


The Hay Group

In a study of professional service firms, the Hay Group found that offices with engaged employees were more productive by up to 43%


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Partial Content – Sample OnlyTowers Perrin-ISR

Employee Engagement Means Higher Performance

Towers Perrin-ISR has spent over three decades helping some of the world’s largest companies understand the state of employee engagement in their organization and identify ways to improve human capital performance. They say that their research has proven that the link between employee engagement and business performance is undeniable.

The Gallup Organization

Research by the Gallup organization has found that companies that had higher levels of employee engagement outperformed the S&P by 24% over a three-year period.

McKinsey

o In a recent McKinsey survey of executives from around the world only a third of respondents said the transformation program in their organization was very or extremely successful. One of the key factors of success identified by the survey is “engaging the whole company in the change effort.” This validates the vital role employee engagement plays in successful organizational change programs necessary for the survival of the enterprise.

The Institute for Employment Studies (IES)

The Institute for Employment Studies (A UK- based institute) released research analyzing over 40 companies in the public and private sectors aimed at shedding light on the drivers of employee engagement, and the indicators that can be used to measure this.


The key results revealed that

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Case-Studies:

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Conclusion:

We can conclude from the vast amount of evidence available from dozens of studies by respected research and consulting organizations, as well as from the many case studies of actual organizations, and from the published reports and experiences of many consultants and experts that there is a clear, irrefutable correlation between the organization’s level of employee engagement and its business performance in the marketplace.

The question therefore is not whether to initiate an employee engagement program, but how to do it effectively.

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The How: How Organizations Have Done It – A Review of the Problems with Some Current Methodologies

In this section we provide an overview of the current methodologies used by organizations and consultants to create employee engagement. We will also show why some employee engagement and change initiatives don’t achieve their promised results.

We conclude this section by introducing the HumaNext Model for Employee Engagement for Change, showing the conceptual and practical reasons for its power, how


it succeeds in avoiding the problems of the prevailing methodologies and what gives it the unique ability to achieve powerful results in a short period of time.

No One Size Fits All

In reviewing available methodologies for creating and sustaining employee engagement for organizations, we found many different models. There are almost as many different models as there are consultants who advocate and use them. This can be frustrating for leaders, trainers, managers, and communicators trying to address employee engagement for their organization. The question they face becomes: Which model should we use?

It is useful to be aware of the various problems created by some of the available methodologies before introducing our HumaNext Model.

The Problems with Some of the Available Methodologies of Employee Engagement / Change Programs –

Things You Should Avoid in Designing Your Initiative:

Top Team and Consultants Do Most of the Work

A McKinsey Global Survey has found that:

Overall, only a third of respondents say the transformation program at their organization was very or extremely successful.

The McKinsey data suggest that engaging staff as early in the process as possible is related to success. Large-scale collaboration across the organization was the most common planning method chosen by 38 percent of the respondents who viewed the transformation as extremely successful in their organizations.

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Complex and Over-reaching Programs

We found a good number of employee engagement programs that tend to be complex and over-reaching. They attempt to do a lot, cover a very wide territory, and as a result rely heavily on the use of consultants for a long period of time first to develop then to implement the initiative.


Lengthy Surveys

Most of these programs typically start with a major organization-wide employee

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The data are then turned into identifying a laundry list of “engagement drivers” that must be addressed to raise the level of engagement in the organizations. Some methodologies have identified 26 different drivers of engagement. These drivers cover a very wide organizational territory ranging from the physical environment, pay and benefits, job roles and responsibilities, to relationship with supervisor, communication skills, communication channels, styles of leadership, development opportunities, corporate citizenship, brand management, trust and integrity, and many more.

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Paralysis by Analysis

Many people are familiar with some of the above situations and have war stories to tell about the chaos, conflict, confusion, and “paralysis by analysis” that are often the end result. Most of these programs fail to achieve their promised objectives.



Conclusion

o Even though there are many different models for employee engagement and change efforts, there are some common elements in many of them.

o In our work we have looked for the common elements that seem to be the ones that make the real difference and offer the most value.

o We identified and checked these common elements against our own experience and against available research and case studies, fully examined their strengths and weaknesses, and benefited from all of that in developing our own model of Employee Engagement for Change.

o We insisted on simplicity and focus, avoiding the pitfalls of attempting too much or getting drowned in data. Our experience has shown that the success of the initiative goes down as the complexity of the process and its data goes up.

Section Two Principles, Model, and Process

In this section we explain the key principles of employee engagement for change. These principles provide the conceptual and philosophical underpinnings for the engagement and change processes.


We then explain our HumaNext Employee Engagement for Change Model, which incorporates the Principles in an easy to present model.

We conclude by offering six-part process for implementing the Employee Engagement for Change initiative.

Principles of Employee Engagement for Change

The Value of a Value-System: Why We Need These Principles

These Principles of Employee Engagement serve a number of important functions in the process of igniting and sustaining effective employee engagement for change initiatives.

o They provide the conceptual basis for a new approach to management that is necessary for understanding and embracing the vision of engaging employees for change.

o They uplift the expectations, readiness, and enthusiasm of all involved by proposing a more caring and creative vision of work.

o They help provide some of the language and the messages needed for meaningfully communicating the initiative to the involved employees, managers, and the entire organization.

o They help design the necessary training by providing the conceptual basis for the attitude and action modeled in the training sessions.

We recommend that you read, discuss, and fully absorb the meaning and message of change embodied by these Principles before starting the program.

We will integrate these Principles in our communication and training materials that support the initiative.

1- Employees Are Not Assets or Resources

Employees are not “assets” owned by the organization, or “resources” to be managed by it. Employees are the organization. The organization is nothing but people.


Employee engagement is about people, not systems, processes, or technologies. A “people-first” approach to management is what triggers it.

Engagement cannot be coerced or bought. It can only be ignited from within by people who are full partners in creating the organization’s future.

A qualitative shift in the way we view the organization and in the management style used by its managers is necessary for the success of any employee engagement initiative.

2- We Must Become the Change We Want to See in the World This is what Gandhi, the great leader of India’s independence, said. This “Employee Engagement for Change” Program puts this powerful concept to

work by asking people to become the change they are talking about.

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Section Three: From Personal Change to Culture Change


We must become the change we want to see in the world

- Gandhi

In this section we cover the engagement drivers that address employees’ need for self-actualization, recognition, and belonging through relationships to the boss, to colleagues, to the job itself, and to the organization. (Need to Be)

We also provide the exciting opportunity of personal change as a powerful practical way to ignite engagement and excitement about changing the organization.

Why Employees Resist Change

“When people talk of the need for change, they are usually thinking that it is someone else who needs to change.”

- Peter Block

This quote by Block reflects the challenge we face when attempting to work on a change initiative. Top leaders usually sponsor the idea because they think that whatever problems are happening in the organization is the fault of employees who are not committed to the organization’s goals – not “on board”. They believe that a change initiative will enable management to change employees and “make” them more committed and more productive, and so all problems will disappear.


Block observes that “We live in a culture that believes that the way to gain support for new ideas is to make a strong case, present it well, and ask for people’s commitment. It is basically a selling strategy.”

Top leaders then go to the communication department and ask them to make more effort to “drive the message down” that employees must change. They go to HR and training departments and request that they develop initiatives and workshops that “sell” the idea of change to employees so that they will accept it and embrace it.

Most of these initiatives never achieve their objectives and end up wasting precious resources of money, time, and effort.

In his introduction to the book, Terms of Engagement” by Richard H. Axelrod, Block suggests an alternative: “The alternative to leader-driven change is to explore the possibility of engagement, relationship, and democracy as methodology that will get us to the right place.”

This leads us to the conclusion that:

Employees Don’t Resist Chang. They Resist the Way Management Tries to Change Them - Francois Basili

For an engagement for change initiative to succeed, therefore, it must be employee-based, not management-driven.

We do this by: Tending to employees’ personal and professional needs on the job,

and then by Involving employees from the start in the process of change and

giving them the power to do it themselves.

Lessons Learned:

Starting with a focus on the psychological and social needs of employees is a key part of our approach to engagement for change.

We have found that doing so generates a tremendous amount of interest, excitement, and commitment to the whole effort.


On the other hand, we have found that when you start with the purely business aspects of change, people may pretend to care but in actuality they feel that the change they are called upon to embrace is all for management’s interests and there is nothing in it for them. As a result, most of these efforts fail miserably.

Engagement: It Is about Relationships

With the Boss: Almost all the studies on engagement indicate that one of the most influential factors on employee engagement is the relationship between the employee and his or her direct manager.

With the Job: Many studies also show that the nature of the job itself and the way the employee views it is a factor.

With the Organization: Finally the relationship with the organization is a factor as employees want to feel that they work for a good organization that provides good service to society.

With Colleagues: Additionally, the relationship of the employee with colleagues is important as studies have shown that engagement relates to whether or not the employee has a friend at work.

To impact engagement, we need to look for ways to impact each of these types of relationships.

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Partial Content From Personal Change to Culture Change Creating a Positive Workplace

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You may choose to use a different name for this drive, such as “Creating the Positive Workplace” or other names to be chosen by some of the key teams that will be formed to work on this initiative.


How It Works:

In essence, this drive inspires employees to adopt three behavior-altering values that focus on change. You will invite people to consider changing their communication as follows:

The 3 Cs of a New Language of Positive Communication at Work:

Change Is Powerful: From Complaining to Creating Change Is Positive: From Criticizing to Coaching Change Is Productive : From Confrontations to Collaboration

(These will be covered in depth in our training workshop in Section Five of this program)


Why Start Your Employee Engagement or Culture Change Initiative with a Positive Workplace Idea

There are many advantages to starting your employee engagement / culture change process with the “Personal Change to Culture Change – Positive Workplace” approach:


It quickly attracts the attention of everyone in your organization. It has a very positive message. It is a simple idea with powerful impact on the work culture. People can relate to it and find it interesting. It introduces the idea of change to employees in an exciting, non-threatening way. It enables employees to challenge themselves on creating personal change. Bosses find it helpful so they will support it. It uses a visible device (the bracelet) as visible reminder and promoter of the idea.

Partial Content Section Four: Communication - The Need to Know

In this section, we cover: The Communication Campaign: Messages and Media Creating and Articulating the Organization’s Values and Vision. Using Social Media to Support Engagement. Manager as Communicator: What Managers Need to Know and

How to Communicate about Engagement and Change


General Considerations

The Communication Design Team” will have the responsibility for coordinating the elements of this section. The Team should include members of the organization’s communication department and other persons interested in this area.

Even when all aspects of the initiative have not been developed yet, it is a good idea to start an initial “teasing and interest-arousing” phase of the communication campaign.

Starting the communication campaign early helps build the necessary understanding and support of the initiative. In absence of early communication, the grape vine will take over and start framing the issue in ways that might not be helpful.

The communication campaign should address the employees’ need to know and understand. People will not commit to an effort, whether emotionally or mentally, without having a good understanding of where you are trying to take them, and what the journey means for them.

The Audience: Both managers and front-line staff need to receive appropriate communications that satisfy their need to know.

A key part of this stage is the role of the Manager as Communicator. Specific training on this is needed.

The Need for a Fundamental Shift in the Role of Communication

Engagement for change initiatives require an organizational communication philosophy that is fundamentally different than the traditional top-down approach currently prevailing in corporate communication.

To understand the need for such a shift, it is worth revisiting the following idea:



Ten Things Communicators Need to Do to Communicate with Employees not to them

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Communication Strategy, Messages, and Media

Naturally, each organization will have its own purposes and goals for its initiatives, which will impact the content of the messages used in communication. In addition, the unique culture of each organization will dictate the style of the messages. Available resources, including budget and technology infrastructure, will determine the media to be used. Therefore it is difficult and meaningless to try to provide here specific messages and media information that would apply to all organizations.

Still, we provide below some broad communication themes and messages that serve as the basis for the messages you can craft for your engagement for change initiative. These broad themes and messages are based on the set of Principles we provided in Section Two: Principles, Model, and Process. You should modify these messages to reflect your organization’s culture. Also, you should use the name that has been chosen for the initiative in the messages below instead of the words “employee engagement’, “change” or “initiative”.

Communication Strategy:Communicating from the Employee’s Point of View

The most effective communication is the one that uses the language of the audience, not the language of the speaker. In its broader interpretation, this principle means that we communicate not only using the employee’s language and frame of reference so we can ensure understanding, but also that we communicate with the employee’s interests and concerns in mind, to build an emotional connection, credibility, and commitment.

Communicating Change:

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Conduct a Story Contest

With the above stories published in your employee publication to communicate the idea behind engagement for change, you may announce a contest for the best story that communicates employee engagement or change. This should result in a flood of good stories that you can publish over time to help communicate these concepts in an atmosphere of excitement and learning.

Communicating the Need for Creativity and Innovation at Work


Note:

In addition to the communication themes and messages above, your communication campaign should also incorporate messages based on the


organization’s values and vision, which is discussed in the following section.

Developing Values and Vision

Most organizations have a mission and/or vision statements that define their purpose and outline a picture of their future. Some also have identified core values that reflect their beliefs and culture. You may want to check to see if these exist at your organization and – if they do – whether they are suitable to use “as is” for the new initiative about engagement for change.

A change or engagement initiative may use the organization’s existing statements of vision, mission and values. Some initiatives, particularly if about change, choose to develop new statements of values and vision/mission to reflect and support the new culture or purpose they want to achieve. A major initiative may choose to have its own values and vision that excite employees and inspire their involvement and enthusiasm.

For this reason, we offer this segment on developing values and vision.

Who Should Develop the Values and Vision?

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Media and Vehicles for Organizational Communication:


Here is a list of most frequently considered media and vehicles for organizational communication to choose from for the Communication Plan:

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Use of Social Media for Communication and Collaboration

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Manager as Communicator

As research has shown, the relationship of the employee with his or her direct manager is one of the key drivers of engagement at work. Another key driver of engagement was found to be the need of employees to have a clear picture of their organization’s goals, plans, and status in the market place.

One of the slides offered in this program:


For our purpose here, we provide the following important information about the role of managers as communicators of engagement for change.

Section Five: Training and Development


o This section provides a complete workshop to train participants on the principles and process of employee engagement for change.

o The workshop comes complete with step-by-step facilitation instructions, PowerPoint slides and participant workbook you can reproduce as needed.

o This training will satisfy a key engagement driver, which is the employees’ need for personal and professional development and growth (Need to Grow)

About this training workshop

This is a training workshop in support of the employee engagement for change initiative.

Purpose

The purpose of this workshop is to deliver the knowledge, skills, and attitude-shift necessary for participants to understand, support, and implement the organization’s employee engagement for change initiative.

Audience: Who should attend this training workshop?

All members of the engagement for change’ Steering Committee and the various Design Teams, key leaders in the organization, department managers and middle managers, supervisors, team leaders, and other key staff members and informal leaders who influence others.

This One Day Training Workshop Consists of Four Parts:

Part One: Opening Activities & the Case for Engagement

9:00 AM to 10:45 AM

BREAK

Part Two: Engagement Principles, Model, and Process

11:00 AM to 12:30 PM

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LUNCH 12:30 PM to 1:30 PM

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Part Three: From Personal Change to Culture Change


1:30 PM to 3:00 PM

BREAK

Part Four: From Culture Change to Business Change

3:15 PM to 5:00 PM

CLOSING

Training Workshop

Part One: Opening Activities & the Case for Engagement for Change

9:00 AM to 10:45 AM

We start the training session with a series of mind-opening, attitude-altering, fast-paced exercises that deliver a jolt of surprise and anticipation to participants, signaling the transformational nature of the training, and the initiative, that we are here about.

Opening Activity # 1-

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Facilitation Notes

This opening activity catches participants by surprise as they enter the training room, since most people don’t expect to start doing something the minute they arrive and before they even take their seats. This gives a good impression that this session will not waste time while at the same time will deliver exciting training that is activity-based.

By its very nature, this activity will continue to be active throughout the session. So expect interruptions to the discussions at any time, with people shouting “I did it. I will start again.”

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Training Workshop

Part Two: Engagement Principles, Model, and Process

11:00 AM to 12:30 PM

Activity: Principles of Employee Engagement (40 Minutes)


Facilitation Note

Divide participants into six groups. Assign to each group one of the Principles below. Ask members of each group to read the description of the Principle assigned to them in their workbook. Each group is to take about 15 to 20 minutes to discuss and prepare a presentation to the entire group on their answer to the following question:

Outline of the Employee Engagement for Change Process:

1- Steering Committee: Forming a Steering Committee (SC) to sponsor, plan, coordinate, and follow up on all aspects of the initiative including the remaining steps of the Process.

2-

3- -----------------------------------------------------------------------------------------------4- -----------------------------------------------------------------------------------------------5- -----------------------------------------------------------------------------------------------6-

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L U N C H – 12:30 TO 1:30 PM

Optional: Showing a Video at Lunch

We recommend that you use various media to keep participants’ interest. During lunch, you may choose to present one of the following two videos (available for purchase from HumaNext):

If you need a video on change which you can preview online see “Leading the Change. Making the Change” at:

http://videos4training.com/change-training-videos.html

If you need a motivational video consider “Celebrating What’s Right with the World” at:


http://videos4training.com/change-training-videos.html

http://videos4training.com/attitude-training-videos.html

Training Workshop

Part Three: From Personal Change to Culture Change

1:30 PM to 3:00 PM

The Need to Be and Emotional Intelligence

Explain:

The “Need to Be” is the first dimension of the HumaNext Model of Employee Engagement for Change. It refers to the basic human needs identified by Maslow in his famous “Maslow Hierarchy of Needs”. Most of the needs identified by Maslow are at play in the workplace. When these needs are not met for employees, it is illogical to expect them to perform effectively and provide good service to their internal or external customers.


Part Four: From Culture Change to Business Change

3:15 PM to 5:00 PM

Creating a Culture of Employee Engagement for Change (30 Minutes)

Activity: Ask participants to do the following activity in their workbook:


http://videos4training.com/attitude-training-videos.html

It has been shown by experience and research that the approaches below have helped some of America’s leading organizations create a culture of engagement, innovation, and high performance.

Working with your group, discuss and prepare (for about 15 minutes) and then present to the entire class (5 minutes) a plan, with specific ways in which you/ your organization can incorporate one or more of these approaches, modified if necessary, into your culture.

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Creating Business Change through Action Teams

In this final step in the process, we unleash the power, energy, and creativity of teams of change-agents to go to every corner of the organization and make significant improvements and take other actions to achieve the business goals set for this initiative.

The Power of Teams

Ask participants to give you, one at a time, one reason why teams perform better than individuals. Ask them to answer the question: ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Why Should We Work As a Team?

Ask someone to write the answers on a flip chart for all to see.

At the end, introduce the following research data that support and validate the benefits of teams:------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Business Change: Action Teams of Change Agents (30 Minutes)

Explain:

o Action Teams are the last step in the initiative and the one that takes the longest, involves the most people, and makes the biggest impact on the business of the organization.



Section Six: Action Teams Collaboration and Innovation- Need to Do

Having worked together to experience change in a personal way, employees now form Action Teams to collaborate with colleagues to effect and support change in their culture and the organization.

o Action Teams are the last step in the initiative and the one that

takes the longest, involves the most people, and makes the biggest impact on the business of the organization.

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Example –Template of an Engagement for Change Initiative

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This concludes this Sample Package.Note: The actual program has the following features:

It is a 3-in-1 program that delivers:o The process to create Employee Engagement for Changeo The communication to support Engagement for Changeo The training workshop to deliver the skills people need for change

The program package includes: This Leader’s Guide (MS Word document- over 135 pages) PowerPoint Slides (In a separate file – over 45 slides) Reproducible Participant Workbook ( About 25 pages)

To order visit:




Documents

Employee Engagement for Change - HumaNexthumanext.com › downloads › Sample-Employee-_Engage-_… · Web viewQuotes on Change/Engagement 2. Licensing Information 4. Index 5