Improving organisations 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 participation people model • leadership • motivation & • recruitment initiative • cross • talent - unit • teamwork cooperation • learning & development • involvement passion (engagement) • reward & recognition • organisation commitment purpose OUTCOMES • appraisal • job satisfaction DRIVERS • organisation • supervision • intention to stay direction • career • results focus opportunities • mission & values • ethics performance • role clarity • organisation objectives • diversity • change & innovation • customer satisfaction property • resources peace • processes • technology • wellness • safety • work - life balance • facilities • flexibility Based on Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology , 61, 185-198.
gap analysis maintain promote higher Teamwork Diversity Results Focus Role Clarity employee satisfaction Work/Life Balance Mission & Values Gap analysis Supervision based on Talent performance over 100,000 Motivation & Ethics Safety Initiative employees Wellness Teaching across more Resources Flexibility than 2,000 of Middle Management Research Voice Community Workload Organisation Direction Processes Project’s Engagement Leadership Facilities research & Learning & Technology consulting Recruitment & Selection Development clients Performance Appraisal Rewards & Recognition Entrepreneurship Cross-Unit Cooperation Involvement lower Career Opportunities limit prioritise importance lower higher impact on engagement & performance 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.
gap analysis for aged care sector Ideally, management practices should rest in the oval where there is a good match between performance and importance maintain promote higher Role Clarity Organisation Direction Mission & Values Safety Processes Performance Results Focus Work/Life Balance Resources Ethics Performance Teamwork Appraisal Diversity Learning & Development Technology Career Opportunities Facilities Leadership Talent Cross-Unit Cooperation Motivation & Initiative Involvement Supervision Recruitment & Selection Wellness Rewards & Recognition lower limit prioritise Importance lower higher Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 9
gap analysis for Legend aged care sector >=80% High 50<80% Medium <50% Low % Fav Impact On Impact On PASSION PROGRESS This organisation is good at selecting 47% the right people for the right jobs This organisation fulfils its obligations 62% to me The rewards and recognition I receive 51% from this job are fair I am consulted before decisions that 49% affect me are made Senior management listen to other 57% staff
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 Proactive voice Restorative voice (from good to great) (from bad to good) • • Surveys, 360s & focus groups Grievance processes • • Team meetings & committees Unions • • Town Hall Meetings Mediation • • Councils, associations & elected Conciliation representatives • Arbitration • MBWA • Whistle-blowing • Risk registers • Quality & continuous improvement systems • Interactive online discussion forum 14
Inno Innova vation tion Hub Hub 60 60 ideas ideas 110 comments 110 comments 583 v 583 votes otes Assessment Process Orange Green Red Monitor the idea or Prioritise for Do not proceed proceed with consideration Drop the idea caution or utilise or just do it the Innovation Space to help make the idea more viable or strategic
Innovation Space
voice summary Benefits 1. Continuous Improvement – Better information for decision-making, better problem-solving, higher Challenges innovation, safety & 1. Takes time quality 2. Need an accurate & 2. Engagement unbiased way to collect – Increased involvement, voice wellbeing, satisfaction, 3. Need to summarise the perceived fairness, amount & diversity of voice recognition, 4. Risks safety & power advancement
voice panel 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 20
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 organisations
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