Components of engagement Health and wellbeing at work conference

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Components of engagementHealth and well-being
at workconference

• Professor Ivan Robertson
• Robertson Cooper Ltd Leeds University Business
  School
• Kim Crowe
• Mersey care NHS Trust

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Overview

• What is engagement?
• Why does it matter?
• How do you measure it?
• What drives engagement?
• The change process
• Mersey care case study

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What is engagement?

• Practitioners - Towers Perrin (David Macleod)
• Harnessing Discretionary Effort
• Going the extra mile
• Turning over every stone in discerning a way
  forward

• Practitioners Gallup
• Clarity knowing whats expected
• Control (input opportunity)
• Well-being

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What is engagement?

• Researchers Schaufelli et al.
• Vigour (high energy and mental resilience)
• Dedication (sense of significance, pride,
  challenge)
• Absorption (fully concentrated, happily engrossed
  in work)

• Researchers - Robinson et al
• Organisational citizenship
• Organisational commitment
• Job/role commitment

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What is engagement?
Energy
Discretionary effort
Psychological well-being
Positive emotions
Commitment
Organisational citizenship
Clarity of purpose
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What is engagement?

• Narrow EngagementDiscretionary
  effortOrganisational Citizenship (Going the
  extra mile)Organisational and job commitment
• Full Engagement also includes positive
  psychological well-being

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Positive psychological well-being

• Positive emotional experiences (enjoyment,
  energy )
• Clear sense of purpose (alignment and meaning)

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Measuring full engagement

• Organisational citizenship (discretionary
  effort)
• Organisational commitment
• Job commitmentplus
• Emotional well-being
• Sense of purpose

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Why does it matter?

• less cardiovascular risk
• lower weight and waist-hip ratios
• lower HbAlc (marker for diabetes)
• higher HDL goodcholesterol
• better neuro-endocrine regulation
• lower salivary cortisol throughout the day
• better immune function
• lower inflammatory markers (IL-6)
• better sleep - longer duration REM - less body
  movement

Ryff, Singer and Love, Philosophical
Transactions of Royal Society of London, 2004
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Why does it matter?
Cohen et al., Psychosomatic Medicine, 2003
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Why does it matter?

• Some studiesDonald et al., (2005) almost a
  quarter (23) of variance in employee
  productivity (sample of 16,000UK employees) is
  explained by - Psychological well-being-
  Perceived commitment of organisation to
  employee- Resources and communications
• Cropanzano and Wright (1999) Five year
  longitudinal study of psychological well-being
  and performance. Strong correlation between
  well-being and work performance
• Harter, Schmidt and Keyes (2003) Nearly 8,000
  separate business units in 36 companies
  engagement/well-being correlated with business
  unit performance (sickness-absence, customer
  satisfaction, productivity, employee turnover,
  etc)

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Why does it matter?

• Broaden and Build (Fredrickson)Positive emotions
  BROADEN our thoughts and actionsBUILD
  psychological resources
• Positive emotions trigger upward spirals - linked
  withRecovery from crisisBouncing backReduces
  bias and prejudice
• The magic ratio (Fredrickson Losada)Positive
  Negative 3 1 to 8 1

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Why does it matter?

• People higher on psychological well-being
• See ambiguous event as less threatening
• Feel that unfavourable feedback is less hurtful
• Use less contentious interpersonal tactics
• Show higher levels of Engagement
• Are likely to live longer be sick less often
  and have happier work and home life

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Sustainable engagement

• Organisational Outcomes
• Productivity
• Low sickness absence
• Low turnover
• Attractive to recruits
• Customer satisfaction

• Individual Outcomes
• Productivity satisfaction
• Good citizenship
• Health well-being

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The Road to Full Engagement
Engage top leadership
Develop leaders managers to balance challenge
support
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Mersey Care NHS Trust an approach to leadership
and well- being

• To enhance leadership competence and staff
  well-being to deliver our objectives
• To ensure that we sustain improvements
• To create a climate of continuous improvement,
  generated by staff within the Trust

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What are we doing to improve leadership and
well-being?

• Engagement of the Board
• Developing the Mersey Care brand
• Measuring engagement and its drivers
• Developing managers to balance challenge and
  support
• Results and action planning
• Communication

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Board Engagement

• New Chair and Non Executive Directors
• Board Observations and feedback
• One to one conversations and on-line assessment
  re Board effectiveness
• Board Development plan linked to strategic
  objectives
• Public health objective re well-being

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Developing the Mersey Care Brand

• Communications strategy
• Branding Guidelines
• Membership Council
• Positive Achievement Awards
• Entering competitions!

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Measuring engagement and its drivers

• ASSET survey
• 33.8 response rate(1463/4325 staff)
• Sources of pressure at work
• Organisational commitment
• Physical and psychological well-being
• NHS STAFF SURVEY
• 52 response to sample of 850
• 7 key questions re staff satisfaction
  ,recognition and support from line managers

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Developing managers to balance challenge and
support

• Leadership Impact Tool
• Support Led preference rather than Challenge Led
• Development Centres for 60 key leaders
• Strategic competence is the key development issue
• Links to ASSET survey results
• Can we develop leaders and increase well being
  and engagement?

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Results and action planning

• Well Being Network
• ASSET Survey results
• ASSET Survey Focus Groups
• Creating A Healthier NHS Pilot site
• Life Coaching
• Development plans for leaders
• Assess development potential for new leadership
  roles
• Leadership Impact results for leadership teams

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Communication

• Well Being Group
• Trust magazine
• Team Briefing
• Trust web site
• Business Plan objective
• Implementation and publicise feedback and results.