Edelman Change and Employee Engagement

"Stop, Collaborate and Listen"

2011-11-15T13:49:00.001-05:00

Okay, so some of you might recognize my homage to late ‘80s hip hop music in the title of this post. But believe it or not, those words are more than just cheesy lyrics from a Vanilla Ice song. Do you dare read on?

Recently, the word “collaborate” seems to have made its way to the forefront of the employee engagement lexicon. Of course the concept of fostering employee collaboration in the workplace is not new, but it seems to be a hot topic right now among businesses searching for the golden answer about how to do more with less. The Harvard Business Review even dedicated an entire issue recently to collaboration, with its cover boldly stating, “Build a Culture of Trust and Innovation. Collaborate” (July—August 2011).

With all the talk in business about collaboration (and it’s not lost on me that I’ve already used the word five times in this post), I thought it would be interesting to explore a bit about what the word actually means, both literally and in the context of a business environment.

Dictionary.com defines “collaborate” in two simple ways:
1. to work, one with another; cooperate, as on a literary work
2. to cooperate, usually willingly, with an enemy nation, especially with an enemy occupying one's country

Both of these definitions are pretty basic. However, the second one did raise my eyebrow. It made me think about how organizations, especially those with more competitive cultures, go about fostering collaboration among employees with different priorities, opinions, approaches and working styles. It would be too strong to refer to competing factions within companies as “enemy nations,” but it’s not a stretch to say it’s often a challenge for companies to unite their people around a singular mission, strategy for success and way of operating – in other words, to collaborate.

In a business context, collaboration takes on a whole set of more specific meanings – exchanging ideas, managing knowledge, streamlining processes, etc. – all with the end of goal of improving outcomes. And while many companies are looking for quick-fix solutions to improving collaboration within their walls, I would argue that such a thing does not exist. Collaboration must be woven into the fabric of an organization’s culture, which takes commitment, time, energy and skill.

The Harvard Business Review framed it well by outlining four skills necessary for organizations looking to build a collaborative culture:
• Define and build a shared purpose
• Cultivate an ethic of contribution
• Develop scalable processes for coordinating people’s efforts
• Create an infrastructure in which collaboration is valued and rewarded

Do you agree? What are your thoughts about collaboration?

Dan Shaw
dan.shaw@edelman.com

Employer of choice awards: A look inside at Edelman

2011-11-15T11:02:00.003-05:00

As a client service firm, we spend most of our time helping other organizations engage and inspire their employees. But today we get to celebrate our own company, as the Chicago Tribune has just named Edelman one of Chicago’s top workplaces for 2011.

This is not the first time we’ve taken home employer of choice honors. Advertising Age and PR Week have recognized Edelman multiple times, and this year we were number 5 in Glassdoor.com’s Employees’ Choice Awards…right up there with engagement all stars including Facebook, Southwest Airlines, Bain & Company and General Mills.

Clients often ask if there’s a silver bullet for engaging employees – one magical thing they can do to help people feel connected to the company. Sadly, of course, there’s no one-size-fits-all solution – engagement is a combination of factors. It’s the same at Edelman. Yes, we do enjoy a variety of perks and benefits, such as ice cream every Friday and a snack cart that rolls down the hall twice a week. But free food alone doesn’t engage employees; how leadership treats people is critical. In our case, CEO Richard Edelman is incredibly well-respected; the Tribune quotes one employee describing him as “genuine, real, brilliant, empowering and beyond humble.” Richard was also named one of “America’s Favorite Bosses” by Glassdoor.com with an approval rating of 92 percent. Moreover, the firm is still independent, making Richard not just a CEO but an owner who is personally invested in our future. (Interestingly, three of the top five companies on Glassdoor.com’s list are private.)

No company is perfect – ours included – but it’s exciting to see the outside world recognize our culture of leadership and independence.

Adjustments

2011-11-13T22:50:00.001-05:00

While watching football this weekend, it struck me how important it is for coaches and teams to continually make adjustments to their planning and execution during the game.

They all start out with a game plan but as soon as the first play is over, both teams need to respond to each other and re-adjust their approach.

It’s no different in business or public relations. Plans are important to focus thinking, organize resources, and assign responsibility.

Plans are necessary but planning is critical. Consistent, continual planning allows for the necessary adjustments to be made throughout the execution phase and is where learning happens.

Adjustments in our world include determining if impact is being accomplished, behavior is changing, momentum is being built, or sales are increasing, to name a few.

Organizations that make the proper adjustments given actual conditions have a greater chance at success.

The key is having the mindset and discipline to comprehend, act, and react after the plan is completed.

What do you think?

Gary

"Tellers and Makers"

2011-11-07T07:28:00.000-05:00

There is an easy formula to determine if your organization is slipping away from being competitive.

Add up the number of people and requests concerning "telling" the business what you are doing and how you are performing, what you should spend and how many things need to be done.

Then divide by the time you have to actually "make" something happen - a sale, a new product, a new relationship, a better system, a new solution.

When the "tellers" outweigh the "makers" the company is on the path to destruction.

Go back and follow the titans who stumbled or failed over the last three decades - you know the names - and use the formula above.

You'll discover that "tell" got to be more important than "make."

What do you think?

Gary

The Safe Place

2011-11-04T10:37:00.000-04:00

The Safe Place...

Avoids conflict or debate.

Is about business as usual.

Is devoid of innovation.

Is all about routine.

Doesn't challenge.

Is about playing within the rules, the system.

Is about checklists and checked boxes.

Takes comfort in activity.

The Safe Place is where many organizations and people live.

Do you?

Gary

When Communications Forces Policy

2011-11-01T14:29:00.001-04:00

There is an interesting phenomenon inside some organizations that has been going on for some time – the use of communications to focus leadership attention on policy decisions.

In this type of environment, communications forces leaders to better understand how a specific policy or decision is conveyed and therefore, whether it needs to be revised or rethought. Further, communications may also force a policy decision when leaders come face to face with how something is characterized or covered.

Communications captures the gist of a policy and in a fast moving organization, can provide the structure needed to ensure that leadership thinking and strategic management principles are being applied. On the downside, it can also exacerbate a helter-skelter culture whereby employees struggle with business clarity and making sense of the organization’s leadership philosophy while policy is continually revised or changed at a whim.

As communicators, it’s important to recognize the intricacies of decision-making and policy formulation within our organization’s management model. If policy development is a rigid, disciplined process, are there openings for communications to accelerate more timely discussions around sensitive issues? If, on the other hand, policy is only considered after someone prepares a brief or communiqué, can communications force more meaningful, thoughtful discussions that lead to clear, coherent outcomes?

Either way, we can play an immensely valuable role in keeping our businesses and our brands competitive and relevant.

What do you think?

Gary

Don’t just tell employees they’re outstanding. Help them be outstanding.

2011-10-25T12:33:00.004-04:00

On a recent visit to Edelman’s Portland, Oregon office, I walked by a local boutique hotel. The entrance was charming and the doormen were pleasantly greeting passersby. By all accounts, there was nothing extraordinary about this establishment – pretty standard issue. As I turned the corner and walked toward the rear of the hotel I noticed a sign placed on the employee entrance that read “Through these doors walk the most outstanding Employees anyone could ask for.” I wondered, was there more to this hotel than the others scattered around the block? Did it focus so intently on a positive experience for its employees that the effects trickled down to create an amazing experience for guests? Did this drive more business?

Or was this just a sign displaying a hollow statement in place of real actions? Once employees walk through those doors, do they just see their job as …just a job?

Disclaimer: I don’t have answers to any of these questions because I didn’t stay at the hotel (which I will do next time I visit Portland).

Companies, regardless of industry, size or structure, often mistake words for actions. Sure, it’s a nice gesture to hang signs, send out communications and hold the occasional ice cream social to show employees you appreciate them. But engaging employees in a meaningful way requires a relentless focus on collaboration and partnership, and the ability to create a sense of shared purpose.

The companies that get it right are those that demonstrate their care for and appreciation of employees by challenging them to become better people and professionals, and to strive for a collective goal. They create a culture that inherently tells each employee – no matter their job – that they are critical to the success of the organization, and then they provide opportunities to contribute. In addition to telling employees they are outstanding, companies should actually help them to be outstanding and recognize and reward them for doing so.

It’s okay to keep the sign on the door. Just be sure that your actions speak louder than the words.

I welcome your comments.

Craig Hodges

"A Cut Above"

2011-10-20T11:41:00.002-04:00

In a recent interview, Wendy’s new CEO Emil Brolick spoke about his agenda, specifically, a few topics that are near and dear to organizational success.

First, he described his “formula for success” as having a vision, a strategy, defining reality, giving hope and executing against your plan. Brolick takes the reins of a company that over the last several years has lost ground over rivals, most notably McDonald’s, after a decade of differentiating itself with new and different offerings.

Second, he spoke of the “power of brand.” In Wendy’s case, the brand is all about being “a cut above.” At one point, the company had a decided advantage over everyone with better tasting burgers, fresh salads and a great chicken sandwich.

So, what went wrong?

His third notable point answers that question. “Leadership.”

Brolick is the sixth CEO at Wendy’s since 1995 and such turnover results in a lack of vision and confidence in the brand. The latter is a huge insight. When a company lacks confidence in its brand promise, it begins to change its character. Reacting to competitor moves, and looking in the rearview mirror instead of looking out the windshield.

Reflecting on Brolick’s agenda should give us pause. How much of our work is about pushing the business forward vs. just keeping it moving? How much of our work is influencing decision-making around strategy, brand, consumer trends, employee engagement and understanding, competitive lessons, etc.? Are we taking time to address the cause(s) of an organization’s problems or are we generating activity to address only the symptoms? Do we measure outputs or outcomes?

Brolick is committed to making Wendy’s “A Cut Above” with better products and a better experience vs. a new ad campaign and catchy slogans. Based on that, communications will be playing a strategic role in his agenda.

It will certainly be interesting to watch.

What do you think?

Gary

Making Time to Learn, Grow

2011-10-07T10:45:00.001-04:00

Yesterday, we held our 6th Annual Global Summit in Change and Internal Communications. This year the topic was “The Radically Engaged Business: Creating a Culture Energized Through Citizenship,” which we partnered with our sister practice Business + Social Purpose and also with the Committee Encouraging Corporate Philanthropy (CECP).

The lessons, insights, challenges and observations shared throughout the day were priceless. Even more valuable was the fact that hundreds of people (both on-site and participating via webinar) took time to learn, grow and challenge the status quo.

Instead of moving through another day enveloped with the same beliefs and assumptions, all of these brave souls broke through the chains of inertia and ventured into a new place.

How special is that!

Gary

Please look for a complete report from this year’s Summit as well videos of the presentations and discussions on our site in the next week…or contact Jennifer Russell at jennifer.russell@edelman.com.

Perfection in all the wrong places...

2011-10-04T08:23:00.000-04:00

Had an interesting conversation recently with the head of Manufacturing for a global business.

He was lamenting how his organization spends too much time on the "wrong stuff." For example, changing copy on PowerPoints; debating language choice in plans; and focusing on financial analysis that is too premature to be accurate.

Conversely, not enough time is spent on strategic choices, the impact of decisions, strengthening relationships with customers; engaging employees; producing new products and otherwise actually getting something done.

Sound familiar?

What's your take?

Gary

Misalignment

2011-09-21T10:12:00.000-04:00

Watching the NY Giants play the St. Louis Rams last Monday night, I couldn't help but notice an interesting thing.

The Rams offensive game plan was smartly designed....for a different set of players!

The plays were meant to be crisp, fast and nimble however, the personnel on the field just couldn't match the design or intention.

How many times are strategies designed with the right intention but for the wrong culture or talent or system or leadership or management model?

What do you think?

Gary

The Box

2011-09-14T10:02:00.000-04:00

It's still rather interesting although somewhat depressing to hear how we as communicators still talk about and celebrate tactics not behavior.

We know how to construct the box and fill it with stuff, but then fall short in translating it to belief and behavior.

Meaning the box sits idly in a corner (figuratively) with our measures stopping just short of actually determing whether the box gets opened and used.

So here we are.

Time to rethink the box and recalibrate the purpose or outcome.

Maybe it's time to throw the box away!

What do you think?

Gary

Is It Good Enough?

2011-09-13T09:45:00.000-04:00

Is it good enough to tell people your company spends millions (or billions) on sustainability efforts?

Is it good enough to tell people your company is investing in customer solutions?

Is it good enough to tell people you are committed to innovation?

Is it good enough to tell people you have a jobs plan?
Or that you operate with integrity?

Not if you don't show people the details!

What do you think?

Gary

Why Titles Don't Matter...

2011-09-12T11:42:00.000-04:00

It amazes me that business people still care so much about titles.

Listening, working and interacting with colleagues, peers, and senior leaders in a variety of situations it is apparent (at least to me) that the only thing that counts especially now is your thinking!

As one CEO recently told his CCO, "I'm not always sure what you do but I like how you think."

Titles provide a method to gauge responsibility and role but hanging onto a title to establish importance and value or believing that a longer, convoluted title validates authority is no longer relevant or realistic.

Impress people with your thinking, knowledge, insight and perspective.

Doing so will find you won't need too many business cards touting your title...rather, you'll acquire a different level of respect!

What do you think?

Gary

Forget Outputs. It’s Outcomes That Change the Game.

2011-09-09T12:43:00.000-04:00

Why does it seem so difficult for many corporate communicators to move beyond the measurement of outputs when outcomes are the true litmus test of success? In internal communications specifically, victory is often claimed when memos are sent, town halls are conducted and employee engagement plans are implemented. Indeed, substantial work can go into such activities and pride can be justified by the effort required to complete them. But that’s simply checking off the box to say employees have been “engaged.” What resulted? Did the CEO’s message bring calm to a concerned workforce? Do employees have greater clarity about their role in helping the organization reach its goals? Has the strategic HR plan been effective?

Communicators measuring by outputs probably won’t have the answers to these questions. Those gauging outcomes will know if there’s still work to do – and if the boxes remain unchecked.

NorthgateArinso, a global leader in HR business solutions (also an Edelman client), recently conducted its annual Talent Management Survey, polling more than 500 HR leaders on a variety of topics, including HR communications effectiveness. The survey found that 82 percent of organizations present their corporate strategy to their workforce (good), yet only 49 percent agreed that the strategy “has been understood by all employees” (not so good).

What caused the gap in communications versus employees’ understanding? Outcomes-based measurement techniques and deep employee research will undoubtedly reveal opportunities for improvement and help guide course corrections for more effective future communication. After adjustments have been made, execute then measure and research again. Rinse. Repeat. And finally – check the boxes.

Communicators shouldn’t fall into the trap of measuring outputs. After all, it’s outcomes that truly change the game.

And by the way, what’s up with the nearly 20 percent of companies that don’t communicate their strategy to employees?

I welcome your feedback.

Craig

What’s Happening?

2011-09-08T09:50:00.002-04:00

Here’s a quick and easy test:

Walk around your organization and select 6 – 10 people – each from a different function and a different position – and ask them one question: “What’s Going on Here?”

Allow them to share their opinions and perceptions of the business without any prompts or details. Then Listen.

Capture their input and discern what you heard:

- Is there a consistent theme or subject?
- Do they share a working knowledge of the business strategy or priorities?
- Do they repeat recent leadership messages?
- Are they comprehending current market conditions?
- Is there coherence around current decisions (meaning they understand the decision-making process)?
- Do they have a worldview?

Then share your analysis up the leadership chain.

The feedback can drive changes in both management and communications efforts helping you focus on what’s important to the workforce.

Is this a scientific poll? Of course not.

Can it be illuminating? Absolutely!

What do you think?

Gary

It’s More Than Just Sandwiches: Employee Engagement at Pret a Manger

2011-08-17T15:21:00.003-04:00

A recent New York Times photo essay reveals some unique insights about how one particular company successfully engages its workforce. But perhaps what’s most interesting about this piece is that it deals with an industry that many might consider lacking in employee engagement – specifically the fast food industry.

Granted, Pret A Manger, a British sandwich retail chain, classifies itself a different breed of fast food, what with its focus on “handmade” and “natural” ingredients. But what might be most apparent if you were to visit one of Pret’s stores is the cheerful and lively customer service experience – a trademark of the company.

Such an experience is a strong sign of a fully engaged team.

What’s Pret’s secret? The rules of engagement at Pret are shockingly straightforward. As Jay Chapman, head of communications at Pret, said in a 2008 interview, “If you treat your employees well and involve them in the decisions that will affect them, they’re much more likely to be engaged in carrying out the effects of those decisions.”

And the results are nothing to sniff at: so far this year, the sales in its 34 American stores have increased a remarkable 40 percent from the same period last year, and turnover rate for the chain is 60 percent – far, far lower than other fast food chains.

As outlined in the photo essay, other key ways Pret engages its in-store teams include:

• Paying, hiring and promoting on qualities like cheerfulness (i.e., qualities that make their customer experience so memorably unique).
• Granting bonuses based on the performance of the entire team — not just individuals.
• Holding daily team meetings.

Check out the photo essay and see how Pret’s approach to engaging its in-store teams might apply to your organization.

What does a magician-turned-psychologist have to do with internal communications?

2011-08-16T12:46:00.004-04:00

On a recent beach holiday I read Quirkology: How We Discover the Big Truths in Small Things by Dr. Richard Weisman, British psychologist and former practicing magician (yes, really). This fascinating read is in the same vein as Malcolm Gladwell’s The Tipping Point and Predictably Irrational by Dan Ariely, exploring the strange, sometimes seemingly minor things that influence human behavior.

One of the most fascinating chapters described the Luck Factor, an experiment Weisman carried out to explore linkages between social connectedness and luck. The bottom line? People who are better connected (those extroverts who seem to know everyone) are luckier in life. This “luck,” of course, isn’t random; it’s all about knowing the right people to go to when you need them. The more contacts you have, the likelier you are to know an attorney should you have a traffic accident, a physician when you’re sick, a business contact when you need a referral, etc. In essence, by expanding your social circle, you create your own luck. (If that’s not the best excuse to go to more parties, I don’t know what is!)

As a communications professional, I think you could make a similar argument supporting the importance of internal communications: that a connected workforce is a “luckier” one. If employees know their coworkers, they know whom to go to for information with less time and effort, which in turn can create greater productivity and innovation. Many of the internal communications departments we’re working with are actively facilitating this type of organizational connectedness. Edelman client ScottsMiracle-Gro, for example, is launching an internal social networking platform that allows employees to find colleagues with similar interests or subject matter expertise; the company is also profiling individual employees on its intranet homepage, spotlighting the types of work each person and their department does.

What about your company? What role (if any) does the communications department play in helping employees connect with one another?

-Tamara Snyder

Deaf, Dumb and Blind

2011-08-09T10:42:00.001-04:00

A colleague of mine who heads communications at a consumer products company shared this with me during a recent conversation: "have you ever thought about how much we as communicators jump into or are pushed into situations without making sure we receive or gather the proper briefing, background or reality check?"

The point: we don't do our own due diligence to determine the real facts of the situation instead plowing head long into the assignment exerting sweat as opposed to smart thinking.

Every situation we are involved with should first automatically generate a series of probing questions to discern the impetus behind the need, the efficacy of the approach and the ultimate value of the effort.

Lacking such knowledge and forgoing such discipline truly leaves us deaf, dumb and blind!

What do you think?

Gary

Turning Inward

2011-08-08T09:55:00.000-04:00

With all the uncertainty facing us today, it’s no wonder that organizations are looking inside and rediscovering their employees.

The most potent competitive advantage is having a workforce that comprehends the business model, assimilates the strategy and adapts behavior seamlessly.

A workforce unafraid of taking risk, trusting of each other and the leadership, and committed to customers.

It all begins with a leadership approach and management model that respects discourse, encourages debate, and listens to the voices inside the company.

So, who and what are we communicating to, exactly?

Time to ask ourselves if we are creating engagement or noise?

Gary

When Advertising Works...

2011-06-18T11:32:00.000-04:00

We all recognize that today it's no longer about the "sell." That is, people are aware and suspicious of being sold.

As such, advertising in the traditional sense has been on the decline as public relations, social media and other relationship building practices move forward in an organization's marketing efforts.

But advertising can still be effective albeit when it adopts a "discover" approach allowing people to find you and hear you. More importantly, allowing people to engage with you and converse with you in a manner that aids knowledge.

The recent Chrysler advertising campaign "Imported from Detroit" is a case in point. The campaign was launched to revive a refreshed model - the new 200 (formerly the Sebring).

The juxtaposition of Detroit as a foreign place vs. the birthplace of the American automobile complete with images of the city and the 200 playing off one another has been a big reason why the car is now the top selling model in the company's line-up.

Remember the 200 is a slightly refreshed Sebring which was first launched in 2008 amid poor reviews for its lack of handling, poor interior, low quality build, and cheap materials. It was basically sold to rental fleets as consumers stayed away.

When Fiat purchased Chrysler it targeted existing nameplates such as the Sebring for a refresh meaning that it would upgrade and improve the car saving money until the company got back on its feet following the financial meltdown.

The "new" 200 features a more refined ride, higher quality worksmanship, premium materials and a well complemented interior.

So the marketing challenge was to get people to find the "200". The subtle yet striking nature of the campaign has done just that and the refreshed car is turning that interest into newfound sales.

Now no one would mistake this sales uptick for the 200 with that of the Toyota Camry - the current sales leader - or the Honda Accord or the Chevy Malibu. However, the momentum in sales and interest is notable.

"Discover" is a powerful platform for all forms of communications in a society that is now ready, willing and expecting to be part of the discussion.

What do you think?

Gary

Employee engagement across the Atlantic

2011-06-09T11:03:00.013-04:00

Most of the companies I work with are U.S.-based, so it was refreshing to get a distinctly British take on employee engagement this morning. Our Edelman London employee engagement team hosted a panel discussion with several U.K experts from the public and private sector. (Click here for videos and a podcast from the event, and check out thoughts from our global practice head Gary Grates in his post here.)

As an American, I found the discussion fascinating. As with virtually every other aspect of life, there are both similarities and differences between the way U.S. and U.K. organizations define and practice employee engagement.

Two key takeaways that ring true no matter which side of the pond you are on:

Today’s employees expect – and demand – a say in decisions that affect them.
Our CEO, Richard Edelman, often talks about this “dispersion of authority” in which many voices have the power to shape perceptions, not just those at the top. Gone are the days when employees would do what they were told simply because leadership said so. David MacLeod, co-leader of the U.K. government’s Employee Engagement Task Force, noted that this shift is emerging even in the armed forces, the birthplace of the “command and control” model. He related a recent conversation he had with a high-ranking Navy officer, who now has to answer the question of, ‘why?” when he tells anyone to do anything. “He earned the right to tell them to point the gun that way and fire,” said MacLeod. “But in this era, with the lack of deference in society now, it’s no longer the pips on the shoulder that gets people to do things. It’s the fact that you’ve explained things, you’ve involved people and that you embrace their contributions.”

Similarly, Sarah Veale, CBE, of the U.K.’s Trades Union Congress, noted that for many employees, “it’s not promotion that motivates them, it’s participation – a desire to be part of something.”

An organization’s values may not necessarily be the ones posted on its website.
If you really want to know what a company values, observe how it behaves. How a company treats its receptionists, its postal workers – and how those people act in return, will tell you everything you need to know about its values, said Digby, Lord Jones, chairman of the International Business Advisory Board at HSBC.

MacLeod shared this opinion: “If you walk into a call center, you know within two or three minutes whether it works – by body language, by whether people look you straight in the eye.” And several speakers pointed out that setting up an employee engagement council won’t do anything to solve morale issues if leaders don’t commit to change. Engagement is a byproduct of behavior – not something a cross-functional committee owns.

Conversely, there were two other points in which the U.K. perspective is a bit divergent – though not radically different –than the American viewpoint:

Employees are humans, not resources.
In the U.S., many companies tend to talk about employee engagement as a means to an end; i.e., a way to foster greater productivity and “discretionary effort” from their workforces. The conversation in London, however, focused much more on treating employees with respect for the sake of individual dignity. David MacLeod labeled the term “human resources” as downright offensive: “Don’t treat me as a human resource,” he said. “Treat me as a human being.” And Lord Jones pointed out that common courtesy can go a long way toward engaging employees – even just a simple “please” and “thank you.” This mindset exists in the U.S. as well, of course, but today's panel seemed more open to talking about it directly.

Developing employees ultimately benefits society, not just the company.
When U.S.-based companies train and develop their employees, it’s considered an investment that will eventually produce a return. And if a highly skilled employee leaves, the organization’s reaction is often a sigh of regret after putting so much effort into training them. The London panel’s take was a bit different: skilling up employees should help create more educated, employable and successful societies – not just benefiting the particular company that trained them but society as a whole.

Posted by Tamara Snyder

Are Your Employees Engaged or Just Vacant?

2011-06-09T09:08:00.002-04:00

This morning Edelman hosted a brilliant discussion featuring noted experts from both the public and private sector to share their perspectives on employee engagement. The panel included:

>Clare Chapman, Director of Workforce for NHS, former HR Director Tesco
>Lord Digby Jones, Chairman of the International Business Advisory Board at HSBC, former Director-General of the CBI and author of “Fixing Britain”
>Sarah Veale CBE, Head, Equality and Employment Rights Department, TUC
>David MacLeod, Co-Leader of Government Employee Engagement Task Force and co-author of “Engaging for Success”

Facilitated by Stefan Stern, Edelman UK’s director of strategy, the panelists shared experiences that have shaped their views on engagement and its impact on both organizational performance and individual purpose and value.

Among the major insights:

1) Engagement is not a one size fits all approach. It must be measured against the DNA of an organization and its leadership’s commitment

2) It is important to have a POV on engagement to shape your thinking and overall value system. For many, engagement starts with seeing the world through people and adhering to basic concepts such as dignity, respect, listening, caring, conversation and information.

3) Engagement is neither a process nor a clinical undertaking. It can’t be “checked-off.” It is a human behavior mindset that must be nurtured and promoted.

4) Employee’s deserve and now expect a “voice” internally on how things are done.

5) “Feeling Valued” (see related post) is a key indicator of engagement.

6) Insight is an important characteristic for communications professionals and leaders alike. “People with sight see things as they are…people with insight see things as they could be!”

7) How smart do you want people to be? is an overriding question for leaders to answer. Giving people the right skills and training keeps them engaged while breeding confidence regardless of the changes happening in the company and the marketplace.

8) Engagement must include consequence if it is to be taken seriously.

9) You can’t separate policy or decision-making from engagement.If your policies don’t reflect engagement your rhetoric won’t make up for it.

10) Engagement starts with leadership but is defined by management. If your managers are not engaged neither will your employees regardless of how open leadership is to the concept.

You can find this information by going to Editions, including video interviews with panelists and the audio podcast of the full panel discussion.

Please feel free to share with colleagues and contacts. When tweeting please use this link - http://bit.ly/luqXe8 . We will be tweeting from @edelside as well as sharing with all guests, speakers.

How do you define engagement?

Gary

New publication explores the value of engaging employees with online jams

2011-06-08T09:00:00.001-04:00

Communicators are increasingly using enterprise microblogging tools (such as Yammer) to stage online internal jams, where employees come together briefly solve, discuss and explore a single issue over the course of several days. If carefully planned and executed, jams can be an excellent way to offer employees a say in the decision-making process and to monitor organizational sentiment at the same time.

Click here for a new piece from Edelman Change and Employee Engagement with tips, cases and considerations for internal communicators who want to introduce jamming to their organizations.

Already jamming? Tell us about it in the comments section below.

Posted by Tamara

Are You Feeling Valued?

2011-06-02T14:52:00.002-04:00

What is the current state of employee engagement? An interesting indicator can be found inside your employee research results. From what we’ve seen and observed from companies around the world, employees are more apt to leave an employer based on “feeling appreciated or valued” than on historic issues such as “being challenged” or “not respecting my manager/supervisor.” This whole notion of value is incredibly powerful because it reconstitutes the very nature of the employer-employee relationship shifting the focus to more visceral characteristics.

Much of what we’ve experienced indicates an interesting paradox of the times: In a social media reality, the need for face-to-face communications and management techniques has never been greater!

Why?

As individuals we need to see, feel, touch, and hear directly the opinions, concerns and ideas of each other. We need to express fully to one another our arguments and beliefs. Doing so results in a sense of ownership that translates to being valued and appreciated.

You can’t substitute that for an e-mail, blog, or community chat room, can you?

What do you think?

Gary