Vision to Engage People image

Blog

Vision to Engage People

Written by Nathanial Marshall, Practitioner at Lauras International.

One of the most common questions we come across is “How do we engage our workforce”? 

Many companies try to measure how engaged people are but often overcomplicate the surveys.

They create a vast array of questions among many categories which results in a large amount of convoluted feedback. How easy is it to then analyse this feedback? How often does that feedback actually get translated into activity that makes a demonstrable difference to engagement? Or do the actions end up as the most generic of activities that will do almost nothing to meet a specific individual’s needs?

One of the simplest yet most effective surveys I came across was reading the book “First, Break all the Rules” by Marcus Buckingham and Curt Coffman.

Early in the book, they detail a simple survey which later became known as the Gallup Q12 Employee Engagement Survey. They surveyed 105,000 people amongst 2500 business units within 24 companies.

The following 12 questions were asked and scored 1 to 5 on “strongly disagree” to “strongly agree” respectively.

  1. Do I know what is expected of me at work? 
  2. Do I have the materials and equipment I need to do my work right?
  3. Do I have the opportunity to do what I do best every day?
  4. In the last 7 days, have I received recognition or praise for doing good work?
  5. Does my supervisor or someone at work seem to care about me as a person?  
  6. Is there someone at work who encourages my development? 
  7. At work, do my opinions seem to count?
  8. Does the mission/purpose of my company make me feel my job is important?
  9. Are my co-workers committed to doing quality work? 
  10. Do I have a best friend at work?
  11. In the last 6 months, has someone talked to me about my progress? 
  12. This last year, have I had the opportunity at work to learn and grow? 

Gallup completed a significant analysis of their findings and found two key results.

The first key finding probably wasn’t surprising, but was nonetheless, important.  Employees who responded more positively to the questions also worked in business units with higher levels of productivity, profit, retention and customer service. In essence, more engaged employees mean better business performance.

Further analysis also showed that employees rated the questions differently depending on their department rather than the overall company.  The opinions to the 12 questions depended more on the employee’s immediate manager than the overall policies and procedures of the company.

It goes to show how every single line manager and their ability to engage with their team is the key driver of engagement within a business and thus directly linked to performance.

How engaged are your employees? Could you be doing more to support them in the workplace? Do you have effective systems in place for managing performance and developing your team?

Lauras International has created The Ambassador’s Academy, (TAA). A monthly forum for ambitious manufacturing operations professionals concerned with, amongst other issues, engaging their workforce.  The peer-to-peer format allows like-minded individuals to discuss best practice and how to deliver improvements within their workplace.

TAA membership isn’t open to everyone.  Members must be ambitious and have something valuable to add to the group. To find out more about TAA member visit the Lauras International web page at www.laurasinternational.com/news/ambassadors-academy-taa/

Testimonials

Over the past three months I have been concentrating mainly on changeover reduction, waste reduction and increased throughput. There has also been a challenge to behavioural patterns. All of these efforts have been using the knowledge that you gave me and I am delighted to say that all have been successful, culminating in increased throughput, less waste and an increase in OEE from an average of 78% to around 90%. There has also been a marked improvement with people issues.

Alwin Waterhouse, Improvement Manager, British Bakeries

This is the best I’ve seen this line run…I never thought we’d be able to get it up to this speed.

Operator – Bakery