Improving organisations by giving people a voice Dr Louise Parkes - - PowerPoint PPT Presentation

Improving

• rganisations by

giving people a ‘voice’

Dr Louise Parkes e: louise.parkes@voiceproject.com.au 2012 Frontline Conference, Sydney, Nov 20

Aged & Community Services Association of NSW & ACT

?

$40 Billion

UK government initiative

UK government initiative

employee voice in Australia

• Investigating the impact of employee voice on organisational

performance, employee engagement, and employee well-being

• ‘Voice’ is defined as the means to communicate and influence the

decision-making process in organisations.

• How do organisations develop voice strategies?
• What participation arrangements do they have?
• Are they effective? Why or why not?
• Quantitative survey data and in-depth case studies to help managers

better design future workplaces

voice in your organisation?

Encouraged...

• I have input into everyday decision-making in this organisation
• I am encouraged to give feedback about things that concern me
• Suggestions and ideas are recognised and rewarded

Safe...

• I feel safe raising personal grievances
• If I saw misconduct of other staff I would feel safe reporting it
• When I make a mistake, I am confident about telling management

Effective...

• I have received feedback about the results of my

suggestions

• My suggestions are acted upon
• This organisation has effective procedures for

handling employee grievances

engagement model

Based on Langford, P. H. (2009). Measuring

• rganisational climate and employee

engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61, 185-198.

purpose

• organisation

direction

• results focus
• mission &

values

• ethics
• role clarity
• diversity

participation

• leadership
• recruitment
• cross
• unit

cooperation

• learning &

development

• involvement
• reward &

recognition

• appraisal
• supervision
• career
• pportunities

people

• motivation &

initiative

• talent
• teamwork

passion (engagement)

• organisation commitment
• job satisfaction
• intention to stay

performance

• organisation objectives
• change & innovation
• customer satisfaction

property

• resources
• processes
• technology
• safety
• facilities

peace

• wellness
• work
• life balance
• flexibility

DRIVERS OUTCOMES

gap analysis

Results Focus Work/Life Balance Supervision Talent Ethics Resources Flexibility Cross-Unit Cooperation Involvement Career Opportunities Entrepreneurship Teamwork Diversity Role Clarity Mission & Values Safety Wellness Motivation & Initiative Workload Organisation Direction Processes Recruitment & Selection Facilities Leadership Technology Learning & Development Performance Appraisal Rewards & Recognition Middle Management Research Teaching Community Engagement

importance performance

higher lower lower higher

maintain prioritise

See Mingo, S., & Langford, P. H. (2008). The HRM-Performance Link: A Longitudinal, Business-Unit Investigation. Proceedings of the 22nd Annual Conference of the Australian and New Zealand Academy of Management, Auckland, New Zealand, December.

promote limit

Gap analysis based on

• ver 100,000

employees across more than 2,000 of Voice Project’s research & consulting clients

employee satisfaction impact on engagement & performance

Ethics Role Clarity Diversity Resources Safety Facilities Teamwork Work/Life Balance Organisation Direction Results Focus Mission & Values Processes Technology Leadership Recruitment & Selection Cross-Unit Cooperation Learning & Development Involvement Rewards & Recognition Performance Appraisal Supervision Career Opportunities Motivation & Initiative Talent Wellness

Importance Performance

gap analysis for aged care sector

Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 9

Ideally, management practices should rest in the oval where there is a good match between performance and importance

higher lower lower higher

maintain promote limit prioritise

This organisation is good at selecting the right people for the right jobs 47% This organisation fulfils its obligations to me 62% The rewards and recognition I receive from this job are fair 51% I am consulted before decisions that affect me are made 49% Senior management listen to other staff 57% % Fav Impact On Impact On PASSION PROGRESS

Medium

>=80% 50<80% <50%

High Low

Legend

gap analysis for aged care sector

safety

efficiency

http://www.youtube.com/user/voiceprojectvideo?feature=mhee

characteristics of voice cultures

High involvement organisations have:

• Listening leaders

– Senior Leadership 38% – Organisation Direction 31%

• Open sharing of information,

knowledge and resources – Cross-Unit Cooperation 35%

• Transparent processes

– Recruitment & Selection 34%

• Culture of recognition

– Rewards & Recognition 34%

voice mechanisms

14

Proactive voice (from good to great)

• Surveys, 360s & focus groups
• Team meetings & committees
• Town Hall Meetings
• Councils, associations & elected

representatives

• MBWA
• Risk registers
• Quality & continuous

improvement systems

• Interactive online discussion

forum Restorative voice (from bad to good)

• Grievance processes
• Unions
• Mediation
• Conciliation
• Arbitration
• Whistle-blowing

Inno Innova vation tion Hub Hub

60 60 ideas ideas 110 comments 110 comments 583 v 583 votes

• tes

Assessment Process

Red

Do not proceed Drop the idea

Orange

Monitor the idea or proceed with caution or utilise the Innovation Space to help make the idea more viable or strategic

Green

Prioritise for consideration

• r just do it

Innovation Space

voice summary

Benefits

• 1. Continuous Improvement

– Better information for decision-making, better problem-solving, higher innovation, safety & quality

• 2. Engagement

– Increased involvement, wellbeing, satisfaction, perceived fairness, recognition, advancement Challenges

• 1. Takes time
• 2. Need an accurate &

unbiased way to collect voice

• 3. Need to summarise the

amount & diversity of voice

• 4. Risks safety & power

20

Jacqui Gulczynski Head of People Services, HammondCare Angela Pickering Learning & Organisational Development Project Manager, The Benevolent Society Samantha Carroll Human Resources Advisor, Anglican Care

experiences & questions

voice panel

free online resources

• www.voiceproject.com.au and link to Library: “Voice Bites”
• Suggested actions for organisational development based on scientific

evidence

• Case study of successful client change
• Follow-up resources
• http://www.engageforsuccess.org/ideas-tools/establishing-an-

employee-voice-in-your-business-hints-and-tips/

you are invited: change challenge

improving organisations by giving people a voice

• Motivate and measure real change in work practices,

employee engagement and business outcomes

• Easy online administration
• Free report of team results against industry benchmarks
• Support and resources for change initiatives
• Awards for greatest measurable change
• Support research on employee voice in Australian
• rganisations