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Creative Thinking to Address
Employee Engagement
Challenges in Hotels
Enda Larkin
www.htc-consult.com
Presentation based on the
content from this book
Session 1
Mastering the Challenge
of Employee Engagement
Session 1
Mastering the Challenge
of Employee Engagement
What is Engagement?
 Employee engagement is concerned with raising employee
performance to maximise the contribution that they make
to your business
 Employee engagement includes issues such as individual
motivation and commitment, team effectiveness and
overall employee satisfaction
 Being truly engaged means that an employee is not only
satisfied but translates that satisfaction into higher
productivity
 An engaged employee believes in what you are trying to
achieve, is eager to help you realise your goals and plays
an active role in making your business a success
Employee Engagement
- Some Evidence
Gallup Q 12 Survey
The Three Types of Employees
Engaged – employees work with
passion and feel a profound connection
to their company
Not Engaged – employees are essentially
‘Checked Out’. Sleepwalking through their
working day
Actively Disengaged – employees aren’t just
unhappy at work, they’re busy acting out their
unhappiness
29%29%
55%55%
16%16%
Source - Gallup
Employee Engagement
- Some Evidence
Chartered Institute of Personnel and
Development
Employee Engagement Survey
Actively Engaged
Moderately Engaged
Actively Disengaged
35%35%
57%57%
8%8%
Source - CIPD
How can you tell an employee is
engaged?
International research commissioned by Robinson, Perryman
and Hayday identified that engaged employees generally
displayed the following behaviour patterns:
 Belief in their organisation
 Desire to work towards making things better
 Understanding of business context and the bigger picture
 Respectful of, and helpful to, their colleagues
 Willingness to go the extra mile
 Keeping up to date with developments on the ground
Let’s go Back to Basics for a
Moment……..
Dimensions
of Work
The
What
The
How
The
Who
What you want to achieve
 Goals & Objectives
 Targets
 Plans
How the work is done
 Processes
 Procedures
 Standards
Who does the work
 Your Employees
The Human Equation
The Who
Employee
Engagement
Employees
Leads
to
The How
Productivity,
efficiency and
quality
Processes
Results
in
The What
Satisfied
Customers
and Ultimately
Profitability
Results
Ultimately, it is your employees who deliver
results!
Can I have the the
‘Magic Pill’ please?
Framework for Employee
Engagement
Culture
Composition
Effective
Leadership
Clarity
Competence
Cooperation
ControlCommunication
Challenge
Conflict
Compensation
Change
Leadership
Leadership is concerned
with:
 Overall direction and vision
for the business
 Day to day leadership
throughout the business
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Leadership starts with a
Mindset
Recognize that attitudes to work today
are radically different
Apply innovative approaches to bring
the best out of your people
Leadership Mindset Leadership Actions
Understand that just telling employees
what to do might be easier ; it doesn’t
get the best results over the long term
Involve your employees in decision
making and two-way communication
Realise that it is the people who
ultimately achieve business outcomes
Strive to engage your team, not just
occasionally but all the time
Accept that people are all different and
as such will not all act in the same way
Develop your people skills to a high
level
Understand that the days of “do as I
say, not what I do” are long gone
Be a role model for those around you
Day to Day Leadership Focuses
on…..
TaskTask PeoplePeople
Outcomes
What outcomes do you want?Factor
Leadership

Employees feel that leadership in your
business is strong and brings the best
out of them
 Employees feel valued and respected
by their leaders
Culture
 Culture is the “personality” of
your business
 Some cultures nurture
employee engagement,
others actively destroy it
 You cannot improve employee
engagement without the right
culture
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Culture – Organisational
Components
Operational
How the work is
done
Organisational
How the organisation is
structured
Behavioural
How we behave and act
Cultural
Our Values, Beliefs, Norms
Easier
to
Change
Difficult
to
Change
Outcomes
What outcomes do you want?Factor
Culture

Employees see themselves as part of
your business and share similar
beliefs and aspirations as you do

Employees are proud about working
in your business
Composition
 The composition of any team
impacts heavily on the
potential for the individuals
within it to fully engage
 Recruitment processes often
focus too much on the skills
part
 You want people who not only
can do the job, but who have
a “can do” attitude too
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Composition

All employees “fit” with the culture of
your business and interact well
together

Employees to have an opportunity to
regularly work with different people
in your business
Clarity
 Lack of clarity and direction
causes frustration and will lead
to disengagement
 You need to clarify both
aspirations and expectations
for your employees through:
– Effective Induction
– Individual and Team
feedback
– Performance Appraisals
– “Big Picture” Updates
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Clarity

Employees are clear on what you are
trying to achieve and how they can
contribute to that

Employees fully understand their job
description and what is expected of
them in terms of their performance
Competence
 Competence is of specific
concern from an engagement
perspective at two levels:
 When employees are not fully
competent at what they do,
others have to compensate for
those weaknesses. This creates
disharmony which over time will
affect engagement
 On a broader scale, most
employees want to learn and
grow in their jobs, so helping
them to build their competence
and capabilities also enhances
their willingness to engage
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Competence

Employees receive regular training
and coaching which helps them to do
the job more effectively

Employees can avail of structured and
ongoing opportunities to grow and
develop in their jobs
Cooperation
 The levels of cooperation in your
business are both a driver of
employee engagement and a
reflection of it
 Feeling part of a successful team
is a proven driver of
engagement
 When engagement is high
cooperation between employees
is naturally higher
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Cooperation – Building Teams
Communication Co-operation
“Climate”
ConflictConflict
LeaderLeader
Common Goal
Outcomes
What outcomes do you want?Factor
Cooperation

Employees within each department
work well together and are supportive
of each other

Teamwork is strong between all
departments in your business
Control
 Supervision and Control are not the
enemies of employee engagement
 You must ‘control’ behaviour and
performance to ensure that all
employees work to the required
standard
 However, you need to release
control and include employees in
decision making where appropriate
 Empowering employees and
allowing them autonomy to make
decisions within certain boundaries
is critical to engagement
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Control

All employees work to a common high
standard and underperformance is
addressed

Employees are empowered at work
and can use their own initiative
within certain parameters
Communication
 Communication is a key driver
of employee engagement. Poor
communication leads to poor
engagement
 You should consider:
1. Communication Styles
2. Channels of Communication
3. Frequency of Communication
4. Effectiveness of Communication
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Communication

Positive communication styles are
used: approaches are non-aggressive,
open and two-way

Employees have regular opportunities
to communicate and feel that their
views are actually listened to
Challenge
 An important factor in determining
levels of engagement is how
challenging employees believe
their work is
 Most people don’t want to feel like
a machine, doing the same thing
day in day out
 Luckily in our industry, there is
plenty of variety in the work but it
can still become a bit mundane
over time
 You should explore ways in which
you can increase the sense of
challenge associated with their
work
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Challenge

Employees have a sense of challenge
and variety in their jobs

Employees can make suggestions
about improving things in the
business
Conflict
 Conflict is a feature of all
organisations and is
normal and indeed
sometimes necessary
 You need to distinguish
between Constructive
and Destructive conflict
 When destructive conflict
is mismanaged, it will have
a detrimental impact on
employee engagement
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Conflict

Employees can voice their opinions in
a positive manner on issues that
concern them

Employees feel that the atmosphere
at work is positive and that
destructive conflict is not allowed to
poison the working environment
Compensation
 Compensation is not just
restricted to pay; which is of
course important
 The question is often asked, if
I pay people more, will they
be more engaged?
Emphatically, No is the answer
 Compensation in a broader
sense relates to other issues
such as how your employees
are rewarded for performance
beyond the norm
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
Factor What outcomes do you want?
Compensation

Employees are valued for the work
they do in your business

Structured systems are in place to
recognise and reward performance
including, where appropriate,
performance related pay schemes
Change
 Too much change can be
frustrating for many people,
particularly if it isn’t leading to
improvements
 However, continuing to do
things a certain way just
“because they have always been
done this way” is equally as
damaging to engagement
 Change and innovation
processes, when well managed,
can contribute to improved
engagement
CultureCulture
CompositionComposition
Effective
Leadership
Effective
Leadership
ClarityClarity
CompetenceCompetence
CooperationCooperation
ControlControlCommunicationCommunication
ChallengeChallenge
ConflictConflict
CompensationCompensation
ChangeChange
Outcomes
What outcomes do you want?Factor
Change

Employees can contribute to decisions
regarding changes which directly
affect them

Change is structured, managed
effectively and employee concerns are
addressed throughout the change
process
Framework for Employee
Engagement
Culture
Composition
Effective
Leadership
Clarity
Competence
Cooperation
ControlCommunication
Challenge
Conflict
Compensation
Change
Session 2
Applying the Twelve Factors
in Practice
Session 2
Applying the Twelve Factors
in Practice
Leadership
Ask Yourself
 Do you genuinely believe that your employees are stakeholders
in the business? How do you currently demonstrate this in
practice?
 Do you have a clear vision for how you want the business to
develop? Have you communicated this to your employees?
 Are you strongly committed to the business and to your
employees? How do you show this commitment in practical
ways?
 Are you passionate about running a great business? Does your
energy and enthusiasm reflect that every day?
 Is Leadership effective at all levels in your business?
Culture
Ask Yourself
 Do you have a Vision, Mission and Values for your business
 What values are important to you in the way you run the
business? What five words could summarise those values?
 What attracts people to come and work for you? What
makes people leave?
 What would your customers say about you if you went out
of business tomorrow? Why would they miss you?
 Are you and the other leaders in your business role models
for the culture you are trying to create?
 Do you allow other leaders, or indeed any employees, to
act or behave in a way that does not mirror your preferred
culture?
Composition
Ask Yourself
 Do you have a structured approach to recruitment and
selection with defined roles and responsibilities and support
tools in place?
 Is your current approach to recruitment and selection
generating the right type of employees or are you having
problems finding people who match your needs?
 Do you find that a significant number of people that you
employ don’t live up to your expectations? How many people
start working for you and then leave in a short period of
time?
 When you look at your employees, do they make you proud?
Clarity
Ask Yourself
 Do your employees know what it is you are trying to
achieve at your business? Do they get the big picture?
 Do they individually know what their duties are and what
your expectations are of them? How do you communicate
this?
 Do you provide feedback to individual employees on their
performance?
 Do you periodically update your employees on how the
business is performing?
Competence
Ask Yourself
 Do you have structured approaches to training in your
business? Is regular training provided?
 Do your employees have a chance to develop in their jobs?
 Do you use delegation as a development tool for employees
who show a willingness to progress?
Cooperation
Ask Yourself
 How do your employees interact together? Are they
committed to, and supportive of, each other?
 How do different departments work together? What are the
blockages? How diverse is your team? Do they respect each
other?
 Do your employees individually and collectively make a
contribution that meets your expectations?
 Do you use Work Allocation, Job Rotation and Team Based
approaches to problem solving to help improve
cooperation?
 Are there regular Social and teambuilding events held in
your business?
Control
Ask Yourself
 Do you allow underperformance to go unchallenged? Are
certain employees not living up to expectations?
 Do you include employees in decision making, particularly
where the outcomes directly impact them
 Are you are at least willing to listen to their concerns and if
nothing else explain the rational for your decisions?
 Do you avoid top down, or dictatorial approaches which
stifle engagement?
 Have you empowered your employees and given them
autonomy to make decisions within certain boundaries?
Communication
Ask Yourself
 Is there open two-way communication in your business?
Are the styles of communication used positive and
conducive to encouraging employee involvement?
 Do you pay a lot of attention to the structural component of
communication?
 Are there daily or pre-shift briefing held regularly? On a
monthly basis do you allocate time to meet with staff to
talk through more in-depth aspects of work?
 Do you make use of channels such as notice boards and
internal newsletters where appropriate? Do you minimise
the use of memos and emails?
Challenge
Ask Yourself
 Do you involve your employees in improvement initiatives
where they can propose solutions to work related
problems?
 Do you have a structured staff suggestions scheme?
 Do you use multi-skilling and job rotation to help offer
variety for your employees?
 Do you encourage your employees to get involved with the
local community or charities?
Conflict
Ask Yourself
 Do you constantly monitor the climate within your team to
identify areas of conflict?
 Do you ensure that constructive conflict is controlled, but
not stifled?
 Do you address destructive conflict as soon as you identify
it and not allow such situations to fester?
Compensation
Ask yourself
 Do you regularly review your pay structures to ensure they
remain as competitive as possible? Have you performance
related pay schemes in place? Are they as widely applied as
possible?
 Do you ensure that employees receive positive feedback
when they, individually or collectively, deliver good result
for you?
 Do you have formal recognition systems in place such as an
employee of the month scheme or similar. Are these based
on valid approaches, well structured and based on defined
criteria?
 Are there a series of benefits available to employees?
Change
Ask Yourself
 Do you ensure that ‘change’ in your business leads to
tangible benefits. Do you avoid change just for the sake of
it?
 Do you offer lots of support and guidance when managing
change to help employees cope with the natural human
reactions to change?
 Do you involve your employees in determining the nature
and direction of changes affecting them?
 When you make significant changes, do you follow a clear
implementation plan with defined timelines?
 When change does materialise, do you recognise the efforts
of employees in helping to make it happen?
Creative Thinking to Address
Employee Engagement
Challenges in Hotels
Thank You
Enda Larkin
www.htc-consult.com

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Creative thinking to address employee engagement challenges in hotels

  • 1. Creative Thinking to Address Employee Engagement Challenges in Hotels Enda Larkin www.htc-consult.com Presentation based on the content from this book
  • 2. Session 1 Mastering the Challenge of Employee Engagement Session 1 Mastering the Challenge of Employee Engagement
  • 3. What is Engagement?  Employee engagement is concerned with raising employee performance to maximise the contribution that they make to your business  Employee engagement includes issues such as individual motivation and commitment, team effectiveness and overall employee satisfaction  Being truly engaged means that an employee is not only satisfied but translates that satisfaction into higher productivity  An engaged employee believes in what you are trying to achieve, is eager to help you realise your goals and plays an active role in making your business a success
  • 4. Employee Engagement - Some Evidence Gallup Q 12 Survey The Three Types of Employees Engaged – employees work with passion and feel a profound connection to their company Not Engaged – employees are essentially ‘Checked Out’. Sleepwalking through their working day Actively Disengaged – employees aren’t just unhappy at work, they’re busy acting out their unhappiness 29%29% 55%55% 16%16% Source - Gallup
  • 5. Employee Engagement - Some Evidence Chartered Institute of Personnel and Development Employee Engagement Survey Actively Engaged Moderately Engaged Actively Disengaged 35%35% 57%57% 8%8% Source - CIPD
  • 6. How can you tell an employee is engaged? International research commissioned by Robinson, Perryman and Hayday identified that engaged employees generally displayed the following behaviour patterns:  Belief in their organisation  Desire to work towards making things better  Understanding of business context and the bigger picture  Respectful of, and helpful to, their colleagues  Willingness to go the extra mile  Keeping up to date with developments on the ground
  • 7. Let’s go Back to Basics for a Moment…….. Dimensions of Work The What The How The Who What you want to achieve  Goals & Objectives  Targets  Plans How the work is done  Processes  Procedures  Standards Who does the work  Your Employees
  • 8. The Human Equation The Who Employee Engagement Employees Leads to The How Productivity, efficiency and quality Processes Results in The What Satisfied Customers and Ultimately Profitability Results Ultimately, it is your employees who deliver results!
  • 9. Can I have the the ‘Magic Pill’ please?
  • 11. Leadership Leadership is concerned with:  Overall direction and vision for the business  Day to day leadership throughout the business CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 12. Leadership starts with a Mindset Recognize that attitudes to work today are radically different Apply innovative approaches to bring the best out of your people Leadership Mindset Leadership Actions Understand that just telling employees what to do might be easier ; it doesn’t get the best results over the long term Involve your employees in decision making and two-way communication Realise that it is the people who ultimately achieve business outcomes Strive to engage your team, not just occasionally but all the time Accept that people are all different and as such will not all act in the same way Develop your people skills to a high level Understand that the days of “do as I say, not what I do” are long gone Be a role model for those around you
  • 13. Day to Day Leadership Focuses on….. TaskTask PeoplePeople
  • 14. Outcomes What outcomes do you want?Factor Leadership  Employees feel that leadership in your business is strong and brings the best out of them  Employees feel valued and respected by their leaders
  • 15. Culture  Culture is the “personality” of your business  Some cultures nurture employee engagement, others actively destroy it  You cannot improve employee engagement without the right culture CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 16. Culture – Organisational Components Operational How the work is done Organisational How the organisation is structured Behavioural How we behave and act Cultural Our Values, Beliefs, Norms Easier to Change Difficult to Change
  • 17. Outcomes What outcomes do you want?Factor Culture  Employees see themselves as part of your business and share similar beliefs and aspirations as you do  Employees are proud about working in your business
  • 18. Composition  The composition of any team impacts heavily on the potential for the individuals within it to fully engage  Recruitment processes often focus too much on the skills part  You want people who not only can do the job, but who have a “can do” attitude too CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 19. Outcomes What outcomes do you want?Factor Composition  All employees “fit” with the culture of your business and interact well together  Employees to have an opportunity to regularly work with different people in your business
  • 20. Clarity  Lack of clarity and direction causes frustration and will lead to disengagement  You need to clarify both aspirations and expectations for your employees through: – Effective Induction – Individual and Team feedback – Performance Appraisals – “Big Picture” Updates CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 21. Outcomes What outcomes do you want?Factor Clarity  Employees are clear on what you are trying to achieve and how they can contribute to that  Employees fully understand their job description and what is expected of them in terms of their performance
  • 22. Competence  Competence is of specific concern from an engagement perspective at two levels:  When employees are not fully competent at what they do, others have to compensate for those weaknesses. This creates disharmony which over time will affect engagement  On a broader scale, most employees want to learn and grow in their jobs, so helping them to build their competence and capabilities also enhances their willingness to engage CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 23. Outcomes What outcomes do you want?Factor Competence  Employees receive regular training and coaching which helps them to do the job more effectively  Employees can avail of structured and ongoing opportunities to grow and develop in their jobs
  • 24. Cooperation  The levels of cooperation in your business are both a driver of employee engagement and a reflection of it  Feeling part of a successful team is a proven driver of engagement  When engagement is high cooperation between employees is naturally higher CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 25. Cooperation – Building Teams Communication Co-operation “Climate” ConflictConflict LeaderLeader Common Goal
  • 26. Outcomes What outcomes do you want?Factor Cooperation  Employees within each department work well together and are supportive of each other  Teamwork is strong between all departments in your business
  • 27. Control  Supervision and Control are not the enemies of employee engagement  You must ‘control’ behaviour and performance to ensure that all employees work to the required standard  However, you need to release control and include employees in decision making where appropriate  Empowering employees and allowing them autonomy to make decisions within certain boundaries is critical to engagement CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 28. Outcomes What outcomes do you want?Factor Control  All employees work to a common high standard and underperformance is addressed  Employees are empowered at work and can use their own initiative within certain parameters
  • 29. Communication  Communication is a key driver of employee engagement. Poor communication leads to poor engagement  You should consider: 1. Communication Styles 2. Channels of Communication 3. Frequency of Communication 4. Effectiveness of Communication CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 30. Outcomes What outcomes do you want?Factor Communication  Positive communication styles are used: approaches are non-aggressive, open and two-way  Employees have regular opportunities to communicate and feel that their views are actually listened to
  • 31. Challenge  An important factor in determining levels of engagement is how challenging employees believe their work is  Most people don’t want to feel like a machine, doing the same thing day in day out  Luckily in our industry, there is plenty of variety in the work but it can still become a bit mundane over time  You should explore ways in which you can increase the sense of challenge associated with their work CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 32. Outcomes What outcomes do you want?Factor Challenge  Employees have a sense of challenge and variety in their jobs  Employees can make suggestions about improving things in the business
  • 33. Conflict  Conflict is a feature of all organisations and is normal and indeed sometimes necessary  You need to distinguish between Constructive and Destructive conflict  When destructive conflict is mismanaged, it will have a detrimental impact on employee engagement CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 34. Outcomes What outcomes do you want?Factor Conflict  Employees can voice their opinions in a positive manner on issues that concern them  Employees feel that the atmosphere at work is positive and that destructive conflict is not allowed to poison the working environment
  • 35. Compensation  Compensation is not just restricted to pay; which is of course important  The question is often asked, if I pay people more, will they be more engaged? Emphatically, No is the answer  Compensation in a broader sense relates to other issues such as how your employees are rewarded for performance beyond the norm CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 36. Outcomes Factor What outcomes do you want? Compensation  Employees are valued for the work they do in your business  Structured systems are in place to recognise and reward performance including, where appropriate, performance related pay schemes
  • 37. Change  Too much change can be frustrating for many people, particularly if it isn’t leading to improvements  However, continuing to do things a certain way just “because they have always been done this way” is equally as damaging to engagement  Change and innovation processes, when well managed, can contribute to improved engagement CultureCulture CompositionComposition Effective Leadership Effective Leadership ClarityClarity CompetenceCompetence CooperationCooperation ControlControlCommunicationCommunication ChallengeChallenge ConflictConflict CompensationCompensation ChangeChange
  • 38. Outcomes What outcomes do you want?Factor Change  Employees can contribute to decisions regarding changes which directly affect them  Change is structured, managed effectively and employee concerns are addressed throughout the change process
  • 40. Session 2 Applying the Twelve Factors in Practice Session 2 Applying the Twelve Factors in Practice
  • 41. Leadership Ask Yourself  Do you genuinely believe that your employees are stakeholders in the business? How do you currently demonstrate this in practice?  Do you have a clear vision for how you want the business to develop? Have you communicated this to your employees?  Are you strongly committed to the business and to your employees? How do you show this commitment in practical ways?  Are you passionate about running a great business? Does your energy and enthusiasm reflect that every day?  Is Leadership effective at all levels in your business?
  • 42. Culture Ask Yourself  Do you have a Vision, Mission and Values for your business  What values are important to you in the way you run the business? What five words could summarise those values?  What attracts people to come and work for you? What makes people leave?  What would your customers say about you if you went out of business tomorrow? Why would they miss you?  Are you and the other leaders in your business role models for the culture you are trying to create?  Do you allow other leaders, or indeed any employees, to act or behave in a way that does not mirror your preferred culture?
  • 43. Composition Ask Yourself  Do you have a structured approach to recruitment and selection with defined roles and responsibilities and support tools in place?  Is your current approach to recruitment and selection generating the right type of employees or are you having problems finding people who match your needs?  Do you find that a significant number of people that you employ don’t live up to your expectations? How many people start working for you and then leave in a short period of time?  When you look at your employees, do they make you proud?
  • 44. Clarity Ask Yourself  Do your employees know what it is you are trying to achieve at your business? Do they get the big picture?  Do they individually know what their duties are and what your expectations are of them? How do you communicate this?  Do you provide feedback to individual employees on their performance?  Do you periodically update your employees on how the business is performing?
  • 45. Competence Ask Yourself  Do you have structured approaches to training in your business? Is regular training provided?  Do your employees have a chance to develop in their jobs?  Do you use delegation as a development tool for employees who show a willingness to progress?
  • 46. Cooperation Ask Yourself  How do your employees interact together? Are they committed to, and supportive of, each other?  How do different departments work together? What are the blockages? How diverse is your team? Do they respect each other?  Do your employees individually and collectively make a contribution that meets your expectations?  Do you use Work Allocation, Job Rotation and Team Based approaches to problem solving to help improve cooperation?  Are there regular Social and teambuilding events held in your business?
  • 47. Control Ask Yourself  Do you allow underperformance to go unchallenged? Are certain employees not living up to expectations?  Do you include employees in decision making, particularly where the outcomes directly impact them  Are you are at least willing to listen to their concerns and if nothing else explain the rational for your decisions?  Do you avoid top down, or dictatorial approaches which stifle engagement?  Have you empowered your employees and given them autonomy to make decisions within certain boundaries?
  • 48. Communication Ask Yourself  Is there open two-way communication in your business? Are the styles of communication used positive and conducive to encouraging employee involvement?  Do you pay a lot of attention to the structural component of communication?  Are there daily or pre-shift briefing held regularly? On a monthly basis do you allocate time to meet with staff to talk through more in-depth aspects of work?  Do you make use of channels such as notice boards and internal newsletters where appropriate? Do you minimise the use of memos and emails?
  • 49. Challenge Ask Yourself  Do you involve your employees in improvement initiatives where they can propose solutions to work related problems?  Do you have a structured staff suggestions scheme?  Do you use multi-skilling and job rotation to help offer variety for your employees?  Do you encourage your employees to get involved with the local community or charities?
  • 50. Conflict Ask Yourself  Do you constantly monitor the climate within your team to identify areas of conflict?  Do you ensure that constructive conflict is controlled, but not stifled?  Do you address destructive conflict as soon as you identify it and not allow such situations to fester?
  • 51. Compensation Ask yourself  Do you regularly review your pay structures to ensure they remain as competitive as possible? Have you performance related pay schemes in place? Are they as widely applied as possible?  Do you ensure that employees receive positive feedback when they, individually or collectively, deliver good result for you?  Do you have formal recognition systems in place such as an employee of the month scheme or similar. Are these based on valid approaches, well structured and based on defined criteria?  Are there a series of benefits available to employees?
  • 52. Change Ask Yourself  Do you ensure that ‘change’ in your business leads to tangible benefits. Do you avoid change just for the sake of it?  Do you offer lots of support and guidance when managing change to help employees cope with the natural human reactions to change?  Do you involve your employees in determining the nature and direction of changes affecting them?  When you make significant changes, do you follow a clear implementation plan with defined timelines?  When change does materialise, do you recognise the efforts of employees in helping to make it happen?
  • 53. Creative Thinking to Address Employee Engagement Challenges in Hotels Thank You Enda Larkin www.htc-consult.com