Title: Maintaining the rage
1- Maintaining the rage
- through a big organisational change and beyond
Matt Miller General Manager, CSA
APSC EL Leadership Network November 2008
2Why focus on employee engagement and motivation?
- Most companies have it all wrong. They dont
have to motivate their employees. They have to
stop de-motivating them
Sirota et al. 2008 Stop de-motivating your
employees
3Why focus on employee engagement and motivation?
- higher levels of individual, team and
organisational performance and talent retention
from engaged employees - successful change requires active consideration
of potential de-motivating impacts on employees
and leaders - our people expect more of us as leaders and our
organisations
4Why focus on employee engagement and motivation?
- APSC 2006 State of the Service Report
- only 38 of employees agreed senior leaders
were a positive factor in employee
engagement - loss of experienced staff and difficult in
getting required skills 2 biggest challenges
facing agencies - Labour mobility and increased access to
information increase the competition for good
employees - staff are becoming more discerning about who
they will work for
5Ask yourself
- Would my people say I
- involve them in decision-making ?
- am fair ?
- am inspirational ?
- give them opportunities to shine and develop ?
- hold them accountable ?
- What would they say about your organisation ?
6What are our people looking for?
- Organisations they are proud to work for
- Organisations with values they agree with
- Leaders who are inspirational, fair, involving,
supportive and trusting - Leaders who give personal development
opportunities, challenging work and hold them
accountable - Colleagues they like, respect and learn from
7Employee Engagement Emotional Dimensions
Kate Feather, PeopleMetrics 2007
8Challenges to maintaining the rage
CSA Change Program
Employee Motivation and Engagement
- Change Transition
- Challenges
Sustaining the Performance Gains
Existing Challenges
- Maintaining BAU performance challenges
6/05
6/08
9Our task in a nutshell
- sustain and enhance employees love for CSA
- manage the potential downsides of the change on
employee engagement and motivation - non-alignment with new direction
- poor communication
- change fatigue
- staff feeling un-valued/ without influence
- non-congruent leadership behaviours
10Our Approach
- New strategic direction
- External connectivity
- Leadership
- Communication
- Sensing
-
- Employee engagement
- New reward and recognition and performance
management systems
11New strategic direction
- System vision to build collaborative focus and
links to higher order outcomes - Transcending the change program- providing a
sense of a continuing journey - Built on the past and not reversing direction
- Provides an important reference point to manage
through the ambiguity of the change journey
12The Strategic Shift
13Our leadership approach
- Establishing strong senior executive leadership
teams to drive the change - Senior executives investing heavily in sensing,
communication, engagement and external connection - Cascading collaborative leadership teams
- Senior leadership dialogues to build leaders
ownership, understanding and engagement
14My Leadership Approach
- Strong personal investment
- direct and unfiltered communication
- Authentic leadership style to build trust,
belief, motivation and sense of shared reality - role-modeling expected leadership behaviours
- being myself and working to my strengths
- self-disclosing, open and credible, tough empathy
- being highly visible, accessible to staff
- openly engaging with staff
15Engaging our people
- Listening and sensing
- frequent, multi-channel and internal and external
- Making the transformation meaningful
- Communicating internally and externally during
the journey- refreshing the why, what, how and
how well - but no spin
- Using symbolic acts as part of the messaging
- Involving some of them
- reference groups, in research and on projects
16Our Channels
17Engaging our people
- Initially about earning trust and building
credibility - Open sharing of information/ direct
communication/ authenticity - Mobilising commitment to the changes
- Explaining change rationale and vision and their
role - New opportunities and challenges
- Engaging
- Listening and sharing influence
- Tapping into individuals
- Building understanding of the changes
- Reporting progress and reinforcing the what and
why
18Communication and Engagement
Consulting and Involving
Level of Activity
Engagement
Telling and Selling
Communication
Time
19Whats been achieved
- a better CSA- more customer focussed and
connected with our other partners - improved business performance
- improved customer satisfaction
- more aligned and engaged staff
- above APS average employee motivation
- but theres lots to do to sustain and enhance our
employee motivation and engagement! -
20I believe CSA is heading in the right direction
The percentage of staff that believe that CSA is
heading in the right direction has remained at or
above 90 across all Roadshows. The percentage
who strongly agree showed a significant increase
after Roadshow 4 when compared to Roadshows 1-3.
21I have the support I need from my local leaders
to provide my customers with good service
The proportion of staff agreeing that they have
the support they need from local leaders to
provide their customers with good service
increased from between 77-79 at past Roadshows
to 85 at Roadshow 4. The percentage who strongly
agreed increased significantly compared to the
previous Roadshows.
22CSA Change Program Pulse
Strongly agree
Strongly disagree
23Pulse
Chat with Matt
Roadshows
APS Agency Health Check
GM Direct
Market Research
Professionalism Survey
CHAS
24 Leaders display a visible commitment to the
values they espouse
Feedback consistent with GM Direct, Roadshows,
Chat with Matt, Customer Focus workshops
25EMPI employee motivation drivers
Cause
Effect
26EMPI External Benchmarking
Public Sector mean years 2005 to 2007
agencies including DIAC, Centrelink, Health,
Comcare, DCITA
27 Actual Culture by Position Level
28Improving our leadership
- Deeper leadership capability and self awareness
- New cost-effective 360? feedback tool
- Senior executives coaching and mentoring their
leadership team - Investment in middle management leadership
development - Deeper leadership engagement and support
- Criticality of understanding the importance of
roles - Behaviours v capabilities- were watched
- Taking time and space to think and lead
29Improving our engagement
- More structured and focussed employee engagement
in site visits - Improving influence and involvement
- link to role clarity and new governance in 1 CSA
(new national networks) - Ensuring more timely response/ action to sensing
and engagement feedback
30Some concluding thoughts
- weve delivered a massive change agenda and
maintained BAU performance - but
- our people are looking for greater reciprocation
and engagement and improved leadership
effectiveness - as leaders it is important we appreciate the
value of employee engagement and the emotional
needs of our people
31Some learnings
- there are limits to telling and selling- need
communication and engagement - sensing and listening are important but so too
is responding- and it costs to do all this well - beware the trap of prioritising investment in
leadership capability in senior executives-
direct managers are also very important
32In closing..
- CEOs who take the commitment of their employees
for granted risk destroying the social fabric of
their organisations - Einenstat et al., 2008 The Uncompromising
Leader
33In closing..
- Spending time with your people is one of the
most powerful forms of recognition you can
bestow. Genuinely seeking their opinions and
feedback costs nothing more than your time and
the dividends are priceless - James E Burton
34In closing.
- Many supervisors are regarded well by their
employees because they foster a highly motivating
local environment even if the organisation as a
whole falls short - Nohria et al., 2008 Employee Motivation a
powerful new tool
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