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
2
Why 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
3
Why 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

4
Why 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

5
Ask 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 ?

6
What 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

7
Employee Engagement Emotional Dimensions
Kate Feather, PeopleMetrics 2007
8
Challenges 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
9
Our 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

10
Our Approach

• New strategic direction
• External connectivity
• Leadership
• Communication
• Sensing
• Employee engagement
• New reward and recognition and performance
  management systems

11
New 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

12
The Strategic Shift
13
Our 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

14
My 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

15
Engaging 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

16
Our Channels
17
Engaging 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

18
Communication and Engagement
Consulting and Involving
Level of Activity
Engagement
Telling and Selling
Communication
Time
19
Whats 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!

20
I 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.
21
I 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.
22
CSA Change Program Pulse
Strongly agree
Strongly disagree
23
Pulse
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
25
EMPI employee motivation drivers
Cause
Effect
26
EMPI External Benchmarking
Public Sector mean years 2005 to 2007
agencies including DIAC, Centrelink, Health,
Comcare, DCITA
27
Actual Culture by Position Level
28
Improving 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

29
Improving 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

30
Some 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

31
Some 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

32
In 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

33
In 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

34
In 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

35
(No Transcript)