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Award in L&M

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This document discusses employee engagement and leadership. It begins by outlining the objectives of assessing motivation, employee engagement, motivation theories, emotional intelligence, and personal development planning. It then discusses what employee engagement means for individuals, teams, and organizations. Several theories of motivation are examined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and McClelland's three needs. Characteristics of engaged and unengaged employees are compared. The document stresses that consistent strategies, leadership, communication, motivation, involvement, and effort are needed to create an engaged organization. Key areas that impact engagement are identified as job factors, leadership, culture, training, and feeling valued. Traits of engaging leadership and motivated employees are

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Level 5 Award in Leadership and Management Day 4
Objectives …to • Assess your own ability to motivate others • Explain employee engagement and the link to effective leadership • Examination of motivation theories and practical use to improve performance • Assess your level of emotional and social intelligence and how this relates to your leadership and management performance • Personal Development Planning
What do you think employee engagement really means…….. • For the individual • For the team • For the organisation
Engagement…… ? “It’s a wet Thursday in November and I’m off to work in a job I’ve had for a while – but I feel just right about that because I know by what I see, hear and feel I’m making a great contribution…” 'Engaging for Success: Enhancing performance through employee engagement' 2009. McCloud
Award in L&M
WHY IS THIS IMPORTANT?..... • Unlocks everyone’s potential • Maximises individual and organisational performance. • Creates commitment, creativity and capability • Creates personal attachment to work • Engaged people create successful teams = SUCCESSFUL ORGANISATIONS !!
Award in L&M
Some numbers… Engaged employees • 2.69 sick days • 70% know how to give excellent service • 87% less likely to leave • 78% recommend to others • Work in ‘excellent’ organisations Unengaged employees • 6.19 sick days • 17% know how to give excellent service • Significant turnover • 13% would recommend to others • X2 as likely to work in weak or poor organisations McCloud
Its all about ….consistent and congruent • Strategies across the organisation • Leadership • Communication • Motivation • Involvement • Effort…. all day…. every day
The five key areas • Job factors and design • Leadership and management • Culture of organisation • Training and development • Employees feeling valued and involved
Have you got an engaged organisation ? In pairs discuss and list all of the activities you and the organisation do to ensure everyone is engaged….. What else could you and the rest of the leadership team do ?? Consider your Action Plan
Organisation culture and values….. • clear vision and plan • supportive. • challenging and fair. • respect for work life balance. • produces high quality goods and services. • acknowledges problems openly • consistent management approach. • communicates well and often with everyone. • safe work environment. • culture based on trust
Job design and role essentials • Task variety • Job control • Sense of purpose. • High quality supervision • Job resources. • Autonomy or influence over job. • Involved in improvement • Safe and comfortable work environment • Leaders available
How you manage your people….leadership • positive trusting relationships • recognition and reward • managers are available • involve the team in decisions • listening to everyone. • have integrity. • be fair • be concerned for employee well being • be accountable. • have respect for individuals • encourage everyone to contribute
• treat each other with respect. • are helpful to co workers. • go the extra mile • get a sense of achievement from work. • are loyal, proud and positive about the organisation. • look for challenges. • care about the future • are involved Motivated and engaged employees…..
Training and developing the team • performance feedback • coaching and mentoring • high customer service standards. • high quality supervision. • good role models • commitment to everyone's professional development • tap into employee strengths • seek opportunities to increase skills and knowledge
Being engaged – the basics • Get to know your people • Talk to everyone...how do they really feel? • Listen and act.....on their ideas • Treat people like adults • Implement team briefing • Give feedback regularly - 121’s and performance reviews • Listen to customer feedback • Review how you all communicate • Get rid of blame culture • Develop everyone • Look at job content
Action planning – towards engagement • Choose 5 activities you want to do more of or start doing in your leadership role • What are they ? • When are you going to start? • What resources do you have or need to get going • How will you know its working • What will you do next ?
Motivation
What motivates people… • Beliefs and values • What we really want…..we move towards • What we really don’t want….we move away from • Sometimes it comes from inside… intrinsic • And sometimes from outside forces… extrinsic
Maslow’s Hierarchy of Needs • Psychologist Abraham Maslow (1987) said that our values and motivation is based on our needs. • People are motivated to act in order to meet or satisfy a need. • Maslow believed that all humans have a drive to reach their full potential, which he called self-actualisation. • Is a hierarchical model • Lower ones have to be satisfied before the person can attended to the ones higher up.
Maslow’s Hierarchy of Needs
Award in L&M
Maslow’s Hierarchy of Needs Physiological Self- actualisation Hunger Thirst Sleep Warmth Safety Security Protection Shelter Social Affiliation Belonging Acceptance Socialising Friendship Love Self- esteem Power Status Respect Appreciation Recognition Achievement Attainment Competence Personal Development Creativity Self-fulfilment
Herzberg’s Two Factor Theory • Company policy and administration • Supervision • Working relationships • Status and security • Achievement • Recognition • The work itself • Responsibility • Advancement and growth Hygiene Factors Motivators
Award in L&M
Award in L&M
Extrinsic / Intrinsic motivation • Extrinsic motivators arise from outside the individual. We are motivated to perform to receive an award or avoid punishment • Intrinsic motivators are from within the individual. We are motivated to perform because we find it personally rewarding / satisfying
Extrinsic v Intrinsic motivation • Extrinsic rewards may not be enough • Organisations need more than compliance to procedures • Workers need to be more self managing • Self management needs commitment and initiative • Work itself brings intrinsic rewards to individual • Feeling of making a difference to others • Extrinsic rewards still matter • Intrinsic rewards help retention of good workers
McClelland – Three Needs • Achievement is the urge to excel, to accomplish in relation to a set of standards • Power is the desire to influence other individual’s behavior. It is the desire to be influential. • Affiliation is a need for open and sociable interpersonal relationships based on co- operation and mutual understanding.
Building blocks for better motivation CHOICE Delegated authority Trust Security Clear purpose Information COMPETENCE Knowledge Positive feedback Skill recognition Challenge High non comparative standards MEANINGFULNESS Non cynical climate Clearly identified passions An exciting vision Relevant task purpose Whole tasks PROGRESS Collaborative climate Milestones Celebrations Access to customers Measurement of improvement
Common Sense Motivation • ENCOURAGE initiative and responsibility by providing tasks which are as interesting as possible. • INFORM people about the job as a whole. Keep them in the picture and explain why the task is being done. • INVOLVE people in decisions relating to their work and seek their views about the way their tasks are carried out. • PRAISE work well done and show that you have confidence in people. • SET STANDARDS of quality and quantity for individuals which are high but achievable and set a good example yourself • LISTEN Be a good listener and find out the individual needs of each member of your staff.
Activity • Take your top 3 demotivators identified earlier and devise strategies to overcome them. • How do you motivate your team? • How do you motivate your team to commit to your organisation’s values and goals? • Assignment: Assess your own leadership capability and performance AC 2.3, 3.1, 3.2
Motivation – What is it? • What demotivates you / your team? • Identify 10 demotivators for you and your team. Rank them 1 -10 (1 being most important).
Emotional Intelligence
Goleman: An Intertwined Dynamic Relationship Self awareness Social awareness Self management Relationship management Emotional intelligence Personal Social Awareness Action
Emotional Intelligence Components • Personal Competence – how we manage ourselves • Self Awareness • Self-Management • Social Competence – how we manage relationships • Social Awareness • Relationship Management
Award in L&M
Your Own Emotional Intelligence • Complete both ‘EI Assessment’ and ‘Developing your EI’. • Relate these to the EI handout • How could this effect your performance? • How could your competence impact the performance of others? Assignment: AC 2.1, 2.2, 2.3, 3.1
Resonance • Being authentic, speaking from your own values leaving people feeling uplifted and inspired even in difficult circumstances. • When a leader triggers resonance, you can read it in peoples’ eyes. They are engaged and they light up. – Goleman et al
Award in L&M
An Engaging Leader: • Acts as a mentor, guide and coach and aims to lead by example, inspire their team, sets out expectations clearly, and explains them to staff • Deals fairly and effectively with performance issues • Communicates well and in particular is a good listener and accepts feedback • Creates an environment where staff are able to make suggestions for improvement and can implement their ideas • Good at providing guidance and support to enable employees to deliver to their full potential
An Engaging Leader: • Values and recognises the contribution of staff and provides praise where appropriate • Gives constructive feedback and enables employees to learn • Reflects on their own performance and accepts they can learn from their staff • Loyal to the organisation but also prepared to defend the interests of their team • Accepts responsibility for the actions of the team and does not play ‘blame games’
An Engaging Leader: • Possesses effective interpersonal skills and is able to manage any tensions between team members • Combines technical competence with broader leadership skills • Maintains a positive attitude and seeks to motivate their team in challenging times • Gains the loyalty of their teams who then ‘go the extra mile’ • Cares about the health and well-being of their team
Being engaged – the basics • Get to know your people • Talk to everyone...how do they really feel? • Listen and act.....on their ideas • Treat people like adults • Implement team briefing • Give feedback regularly - 121’s and performance reviews • Listen to customer feedback • Review how you all communicate • Get rid of blame culture • Develop everyone • Look at job content
“The activities are not magical or new. They are all common sense and good management but in this case engaging with the employees has just shown what can be done. The important thing is to make a start” Dave Stirling Manager of DWP call centre
Assignments • Both assignments are due on 29th June 2016 • Submit in email to - workdev@westherts.ac.uk • Please complete the learner declaration ( on stick) for each assignment and send with your assignment • The worksheets are designed to support the assignments- please complete as you go !

More Related Content

Award in L&M

  • 1. Level 5 Award in Leadership and Management Day 4
  • 2. Objectives …to • Assess your own ability to motivate others • Explain employee engagement and the link to effective leadership • Examination of motivation theories and practical use to improve performance • Assess your level of emotional and social intelligence and how this relates to your leadership and management performance • Personal Development Planning
  • 3. What do you think employee engagement really means…….. • For the individual • For the team • For the organisation
  • 4. Engagement…… ? “It’s a wet Thursday in November and I’m off to work in a job I’ve had for a while – but I feel just right about that because I know by what I see, hear and feel I’m making a great contribution…” 'Engaging for Success: Enhancing performance through employee engagement' 2009. McCloud
  • 6. WHY IS THIS IMPORTANT?..... • Unlocks everyone’s potential • Maximises individual and organisational performance. • Creates commitment, creativity and capability • Creates personal attachment to work • Engaged people create successful teams = SUCCESSFUL ORGANISATIONS !!
  • 8. Some numbers… Engaged employees • 2.69 sick days • 70% know how to give excellent service • 87% less likely to leave • 78% recommend to others • Work in ‘excellent’ organisations Unengaged employees • 6.19 sick days • 17% know how to give excellent service • Significant turnover • 13% would recommend to others • X2 as likely to work in weak or poor organisations McCloud
  • 9. Its all about ….consistent and congruent • Strategies across the organisation • Leadership • Communication • Motivation • Involvement • Effort…. all day…. every day
  • 10. The five key areas • Job factors and design • Leadership and management • Culture of organisation • Training and development • Employees feeling valued and involved
  • 11. Have you got an engaged organisation ? In pairs discuss and list all of the activities you and the organisation do to ensure everyone is engaged….. What else could you and the rest of the leadership team do ?? Consider your Action Plan
  • 12. Organisation culture and values….. • clear vision and plan • supportive. • challenging and fair. • respect for work life balance. • produces high quality goods and services. • acknowledges problems openly • consistent management approach. • communicates well and often with everyone. • safe work environment. • culture based on trust
  • 13. Job design and role essentials • Task variety • Job control • Sense of purpose. • High quality supervision • Job resources. • Autonomy or influence over job. • Involved in improvement • Safe and comfortable work environment • Leaders available
  • 14. How you manage your people….leadership • positive trusting relationships • recognition and reward • managers are available • involve the team in decisions • listening to everyone. • have integrity. • be fair • be concerned for employee well being • be accountable. • have respect for individuals • encourage everyone to contribute
  • 15. • treat each other with respect. • are helpful to co workers. • go the extra mile • get a sense of achievement from work. • are loyal, proud and positive about the organisation. • look for challenges. • care about the future • are involved Motivated and engaged employees…..
  • 16. Training and developing the team • performance feedback • coaching and mentoring • high customer service standards. • high quality supervision. • good role models • commitment to everyone's professional development • tap into employee strengths • seek opportunities to increase skills and knowledge
  • 17. Being engaged – the basics • Get to know your people • Talk to everyone...how do they really feel? • Listen and act.....on their ideas • Treat people like adults • Implement team briefing • Give feedback regularly - 121’s and performance reviews • Listen to customer feedback • Review how you all communicate • Get rid of blame culture • Develop everyone • Look at job content
  • 18. Action planning – towards engagement • Choose 5 activities you want to do more of or start doing in your leadership role • What are they ? • When are you going to start? • What resources do you have or need to get going • How will you know its working • What will you do next ?
  • 20. What motivates people… • Beliefs and values • What we really want…..we move towards • What we really don’t want….we move away from • Sometimes it comes from inside… intrinsic • And sometimes from outside forces… extrinsic
  • 21. Maslow’s Hierarchy of Needs • Psychologist Abraham Maslow (1987) said that our values and motivation is based on our needs. • People are motivated to act in order to meet or satisfy a need. • Maslow believed that all humans have a drive to reach their full potential, which he called self-actualisation. • Is a hierarchical model • Lower ones have to be satisfied before the person can attended to the ones higher up.
  • 24. Maslow’s Hierarchy of Needs Physiological Self- actualisation Hunger Thirst Sleep Warmth Safety Security Protection Shelter Social Affiliation Belonging Acceptance Socialising Friendship Love Self- esteem Power Status Respect Appreciation Recognition Achievement Attainment Competence Personal Development Creativity Self-fulfilment
  • 25. Herzberg’s Two Factor Theory • Company policy and administration • Supervision • Working relationships • Status and security • Achievement • Recognition • The work itself • Responsibility • Advancement and growth Hygiene Factors Motivators
  • 28. Extrinsic / Intrinsic motivation • Extrinsic motivators arise from outside the individual. We are motivated to perform to receive an award or avoid punishment • Intrinsic motivators are from within the individual. We are motivated to perform because we find it personally rewarding / satisfying
  • 29. Extrinsic v Intrinsic motivation • Extrinsic rewards may not be enough • Organisations need more than compliance to procedures • Workers need to be more self managing • Self management needs commitment and initiative • Work itself brings intrinsic rewards to individual • Feeling of making a difference to others • Extrinsic rewards still matter • Intrinsic rewards help retention of good workers
  • 30. McClelland – Three Needs • Achievement is the urge to excel, to accomplish in relation to a set of standards • Power is the desire to influence other individual’s behavior. It is the desire to be influential. • Affiliation is a need for open and sociable interpersonal relationships based on co- operation and mutual understanding.
  • 31. Building blocks for better motivation CHOICE Delegated authority Trust Security Clear purpose Information COMPETENCE Knowledge Positive feedback Skill recognition Challenge High non comparative standards MEANINGFULNESS Non cynical climate Clearly identified passions An exciting vision Relevant task purpose Whole tasks PROGRESS Collaborative climate Milestones Celebrations Access to customers Measurement of improvement
  • 32. Common Sense Motivation • ENCOURAGE initiative and responsibility by providing tasks which are as interesting as possible. • INFORM people about the job as a whole. Keep them in the picture and explain why the task is being done. • INVOLVE people in decisions relating to their work and seek their views about the way their tasks are carried out. • PRAISE work well done and show that you have confidence in people. • SET STANDARDS of quality and quantity for individuals which are high but achievable and set a good example yourself • LISTEN Be a good listener and find out the individual needs of each member of your staff.
  • 33. Activity • Take your top 3 demotivators identified earlier and devise strategies to overcome them. • How do you motivate your team? • How do you motivate your team to commit to your organisation’s values and goals? • Assignment: Assess your own leadership capability and performance AC 2.3, 3.1, 3.2
  • 34. Motivation – What is it? • What demotivates you / your team? • Identify 10 demotivators for you and your team. Rank them 1 -10 (1 being most important).
  • 36. Goleman: An Intertwined Dynamic Relationship Self awareness Social awareness Self management Relationship management Emotional intelligence Personal Social Awareness Action
  • 37. Emotional Intelligence Components • Personal Competence – how we manage ourselves • Self Awareness • Self-Management • Social Competence – how we manage relationships • Social Awareness • Relationship Management
  • 39. Your Own Emotional Intelligence • Complete both ‘EI Assessment’ and ‘Developing your EI’. • Relate these to the EI handout • How could this effect your performance? • How could your competence impact the performance of others? Assignment: AC 2.1, 2.2, 2.3, 3.1
  • 40. Resonance • Being authentic, speaking from your own values leaving people feeling uplifted and inspired even in difficult circumstances. • When a leader triggers resonance, you can read it in peoples’ eyes. They are engaged and they light up. – Goleman et al
  • 42. An Engaging Leader: • Acts as a mentor, guide and coach and aims to lead by example, inspire their team, sets out expectations clearly, and explains them to staff • Deals fairly and effectively with performance issues • Communicates well and in particular is a good listener and accepts feedback • Creates an environment where staff are able to make suggestions for improvement and can implement their ideas • Good at providing guidance and support to enable employees to deliver to their full potential
  • 43. An Engaging Leader: • Values and recognises the contribution of staff and provides praise where appropriate • Gives constructive feedback and enables employees to learn • Reflects on their own performance and accepts they can learn from their staff • Loyal to the organisation but also prepared to defend the interests of their team • Accepts responsibility for the actions of the team and does not play ‘blame games’
  • 44. An Engaging Leader: • Possesses effective interpersonal skills and is able to manage any tensions between team members • Combines technical competence with broader leadership skills • Maintains a positive attitude and seeks to motivate their team in challenging times • Gains the loyalty of their teams who then ‘go the extra mile’ • Cares about the health and well-being of their team
  • 45. Being engaged – the basics • Get to know your people • Talk to everyone...how do they really feel? • Listen and act.....on their ideas • Treat people like adults • Implement team briefing • Give feedback regularly - 121’s and performance reviews • Listen to customer feedback • Review how you all communicate • Get rid of blame culture • Develop everyone • Look at job content
  • 46. “The activities are not magical or new. They are all common sense and good management but in this case engaging with the employees has just shown what can be done. The important thing is to make a start” Dave Stirling Manager of DWP call centre
  • 47. Assignments • Both assignments are due on 29th June 2016 • Submit in email to - workdev@westherts.ac.uk • Please complete the learner declaration ( on stick) for each assignment and send with your assignment • The worksheets are designed to support the assignments- please complete as you go !