An Engagement Strategy is not something that can be standardised. This represents both a problem and an opportunity. The problem is that it requires effort from the leadership team and mid level management to pull through. The opportunity is that it creates a unique competitive advantage for your company - something your competitors cannot copy as it is completely tailored to your company and situation.
Engagement Group does not to play on several horses in the race. If we are having meaningful activities with you, we are not working with your competitors.
The first stage of the Engagement Group process is the Pilot Workshop with a representative group of employees or mid level managers. A full day workshop designed to give us an insight of what goes on in the organisation - not just on an official level but what really goes on. This knowledge is vital to be able to interpret the data and design the Engagement strategy.
It also serve as an introduction of Engagement and of Engagement Group to a number of ambassadors that will help the organisation through the process of change. In our experience the pilot workshop creates a great deal of reflection for the participants at the same time as it inspires them.
Our Engagement Surveys are tailored to your situation and our findings in the Pilot Workshop. In our experience it is not possible to understand what drives Engagement or Disengagement unless the context is clearly understood and we have had qualitative inputs from the employees. Employee Engagement is not a generalised process that can be automated, it has to be specifically designed to the company and the situation. If you want to understand if there could be an Engagement issue in your company, we will be able to deliver a standardised Engagement Survey.
The survey itself is free and we will deliver the actual responses to each of the questions along with our assessment of the overall Engagement level.
The assessment will not include recommendations or drivers of Engagement.
"Make decisions based on data, not managers opinions." Lazlo Bock, Google
“In God we trust; all others must bring data.” Edward Deming
The engagement survey data combined with the information from the Pilot workshop creates the foundation for the analysis. The analysis allow us to look at overall Engagement in different departments and other dimensions at the same time as we are able to identify the individual drivers of Engagement.
We are working with 6 individual drivers of Engagement
We check for quantitative evidence for what we have learned in the Pilot and identify potential low hanging fruits that easily can remove obstacles for engagement. The output is a formal report that gives you the analysis for each relevant department and dimension along with a set of recommendations and potential benefits.
The report is not a formal Employee Engagement Strategy.
Based on the analysis and what is viable given the situation a number of Engagement goals needs to be established. It could be to address specific departments or employees with certain engagement levels.
A set of KPI's needs to be established. The KPI history will be used for the business case for Engagement and monitored to track the return of the Engagement strategy. These KPI's will be monitored regularly and can form the basis of corrective actions.
Designing the Engagement strategy is completely tailored to the strategic situation of the company and the current Engagement insight gained from the analysis. At this highest level this can involve a redefinition or a re branding of the company's purpose, mission and vision. This can also be done at a departmental level.
The Engagement strategy is developed so it fits the corporate strategy. Is there a merger taking place? Is there a crisis or a growth opportunity? To increase Employee Engagement it is very impotant how you develop your strategy that the strategy itself although it is important that the strategy benefits a broad level of stakeholder.
Our strategy process includes enabling implementation and making the organisation change ready right from the early stages of strategy work.
This stage includes a formal Engagement strategy plan.
The strategic implementation itself is adapted to the individual need and the company culture. I many companies the change process consist of a number of powerpoint slides with facts and figures. Unfortunately people do not change as a result of new information. Change is an emotional journey with specific stages that needs to be addressed.
Implementation can involve inspirational Engagement session for all the employees but more often it operates at a the mid management level and up. The direct manager is the most powerful force of engagement for the employees, there is a direct link between the engament levels of managers and their employees.
It involves Engagement training, mentoring and coaching. Our sessions are workshop based as people themselves need to identify the need for development - it does not work when they get told.
The final element in our process is report back of activities, insights and results of our activities. This can take the form of a formal report or a presentation to senior leadership or the board.
"Change efforts often crumble into excruciatingly dull meetings and PowerPoint presentations." Behnam Tabrizi
One dead battery will not jumpstart another
¨The first step to change is self-awareness. The second is acceptance" Nathalian Branden