'How to Engage Your Staff' - Can You Afford Not to be Engaged?

– including Catalyst Motivational Insights™

Harness employee engagement for organisational success and personal well-being.  This unique event is your opportunity to ensure your people are at the heart of your business success.

 

Employee Engagement - MacLeod Review

What is Motivational Insights™?

Motivational insights™ is the tool to build business success and profits by improving staff and team motivation.

It is a simple on-line diagnostic tool that:

• enables individuals, teams and organisations to understand and prioritise what motivates them
• reveals how motivated they are, and
• provides practical and effective tools that increase motivation at all levels

It can then be extended to teams, any number of teams, within an organisation. Each individual receives a Insights™, but a Team Insights™ can also be drawn up. This provides invaluable information for the Manager, establishing exactly how motivated the team currently is, and which Motivators dominate the team. Each Team Insight™ is at least a 10 page report containing key information on Reward Strategies with at least 6 ideas, as well as a Change Index Score, showing how ready for change that particular team is.

Benefits

• 18% Greater Productivity
• 12% More Prifitable
• 12% Happier Culture & Better Engagement with Customers
• 31% - 51% Greater Retention of Good Staff
  • Massive Saving in Recruitment
  • Effect Appraisal & Reward System
• 27% Less Absenteeism/Sickness
• 62% Less Job Accidents
• 51% Less Theft

Cost of Poor Motivation

Increased	Decreased
Staff Turnover	Customers
Absence Rates	Reputation
Recruitment Costs	Productivity
Firefighting	Morale
Training Costs	Energy
Outsourcing Costs	Service
Blame & Despair	Self Belief

 

Facts

• On average,
  • Employees in the Private Sector take 7 days sickness per year
  • Employees in the Public Sector take 17 days sickness per year
  • Cost £750 per day in lost productivity and cover
• Seventy-eight per cent of highly engaged employees in the UK public sector say they can make an impact on public services delivery or customer service, as against just 29 per cent of the disengaged, according to a 2007 Towers Perrin report
• Highly motivated individual may be 16 times more productive than others in your team

Testimonial

The whole process has been practical and straight forward and I was impressed just how enthusiastically my team engaged with both the on line and personal sessions. I can confidently recommend Unlocking Motivation with Motivational Insights™ as a very effective use of time and resources.

Stuart Manton
Managing Director, Ortivus UK Ltd

Case Studies

Blackpool, Fylde and Wyre NHS Foundation Trust
Blackpool, Fylde and Wyre NHS Foundation Trust has embedded engagement and partnership working across the whole of the Trust’s operation. Engagement and partnership working are described as ‘the Blackpool way; it’s how we do things around here.’ Its foundation is a clear statement of the Trust’s aims and values, and a well-communicated strategy, which identifies and builds on the issues of most importance to staff.An engaged workforce enabled the trust to undertake significant reform and achieve Foundation status, while taking the staff with them.
In 2006 the Trust faced a financial crisis with a projected budget deficit of £21 million. The service had the ambition to become a Foundation Trust, but was faced with too many hospital sites, significant bed pressures, and a lack of clinical engagement as well as high reference costs.
Working in partnership with trade unions, the Trust undertook a full public consultation to agree a way forward – and to deliver the changes needed in one year. These included the closure of outlying sites, the centralisation of day case surgery, the relocation of services including stroke services, the reconfiguration of medicine and surgery services, an overall reduction of 200 beds and a reduction of over 500 posts.
Partnership and engagement with staff was based on an underlying emphasis on clinical improvement across the board. Plans were agreed with the Clinical Policy Forum, the staff side and the patients’ forum.A complete staff mapping exercise was carried out, accompanied by aspirational interviews. Strict controls were placed on vacancies and bank staff. As a result only two grievances were lodged as a direct result of the changes – and Foundation status was achieved.
The partnership working has continued with the delivery of the Trust’s workforce plan, which is underpinned by a comprehensive workforce engagement strategy which operates across every department and operation in the Trust. Blackpool wants to be a model employer, based on the quality of its communications with staff and relations between staff and managers. The emphasis is on continuous improvement and staff development, tackling sickness and absence and reducing stress, recognising work well done and ensuring equality and diversity; progress is monitored through regular staff surveys and the Trust has a well-developed staff awards system.
One of the most significant partnership outcomes has been the ‘partnership for learning’ project supported by the Trust, UNISON and Blackpool and the Fylde College, to improve literacy and numeracy skills, improve the motivation and confidence of staff and widen participation in learning.
The learning partnership has seen over 1,000 members of staff undertake a wide variety of courses. In particular literacy and numeracy skills have been improved as well as basic IT skills, and all partners believe it has been significant in breaking down barriers to learning.
The project now aims to expand its horizons by offering financial advice and support, working with the Financial Services Authority, Blackpool Council and a local credit union.
The trust won the Healthcare People Management Association (HPMA) partnership award in 2008.

Google
Google has grown from an idea generated by two students at Stanford University in 1998 to one of the world’s most well known and successful companies. Liane Hornsey, Director of People Operations for Europe, the Middle East and Africa says that the company “would not have been able to innovate as quickly as it has, nor create the products it has in such a short space of time without highly valuing employee engagement.”
As Google has grown rapidly over the last decade, one of its main challenges has been to retain the ‘small-company feel’. In order to do this, Google firstly takes recruiting very seriously. Well-being of employees is also high on the agenda, and a large amount of money and effort is invested in social activities intended to foster a sense of belonging, a team culture and a sense that there is a psychological contract between employer and employee, not just a transactional one. For example, in the London office, the canteen is free to employees, and tables are designed so that people have to sit together and communicate. Google believe that creating the right culture will mean that employees get a buzz from working there, will want to help Google stay a market leader, and will always strive to deliver for the company as well as they possibly can.
Just as Google has focused on providing the best user experience possible online, so it also puts its employees first when it comes to daily life. There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company’s overall success. Ideas are traded, tested and put into practice with an enthusiasm that can make you dizzy. Meetings that would take hours elsewhere are frequently little more than a conversation in the lunch queue and not many walls separate those who write the code from those who write the cheques. This highly communicative environment fosters productivity and camaraderie fuelled by the realisation that millions of people rely on Google results. The ethos at Google is, give the proper tools to a group of people who like to make a difference, and they will.

 

Metro
Yorkshire based public transport provider, Metro has seen the difference that employee engagement can make. It has transformed itself from a traditional bureaucratic rigid culture to a ‘can do’ culture, where innovation and energy are embraced resulting in improved performance and a number of business accolades including recognition as one of Britain’s Top Employers (The Guardian 2007 and 2008).
Metro has introduced a range of activities including improved communication on organisational objectives, an extensive management development programme and 2-way communication throughout the organisation, aimed at increasing employee engagement. The results speak for themselves – increased productivity, and staff and customer satisfaction scores. Since 2004/05, when Metro introduced its engagement programme, it has improved its engagement score from 3.73 to 3.98 (out of 5) and has seen sick days per employee fall consistently from 8.9 to 7.65, and retention rates increase from 82 per cent to almost 93 per cent.