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An Investigation into the relationship between Career Development, 360 Feedback and Employee Engagement Elva Ainsworth Managing Director Talent Innovations Ltd

“If you engage on an emotional level, you are likely to have a transformational impact. This is our end game.� Elva Ainsworth, Managing Director at Talent Innovations

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An Investigation into the relationship between Career Development, 360 Feedback and Employee Engagement

future of the individual and the business in mind. So, what do non-engaged employees look like? More often than not, it is the employees who revel in not having to take work home Employee engagement is the with them, and take pride in Scarlet Pimpernel of the working to the exact hours talent management world. specified in their employee Much talked of, admired and contracts. sought after, but very few can These are the people who get honestly claim to know, or at their own work done, but least agree on, what it actually rarely look beyond that. looks like. And, they may well say they like their job, but they are And why is that? certainly not excited by it. The HR press is If anything, there is a sense So, what do non-engaged constantly employees look like? More of helplessness and lack of providing direction among the nonoften than not, it is the stories of multiengaged community. employees who revel in national companies carrying not having to take work out engagement surveys Less talked of and home with them, and take that generate positive shared as a results, and the pride in working to the concept is the characteristics of an context in which exact hours specified in ‘engaged’ employee have every worker their employee contracts. been published on many operates within, occasions as well. and this goes for Committed, loyal, excited by every stage of the business retirement rages on, fewer work, motivated, and, well… hierarchy. recruitment opportunities are engaged.Yet, a certain amount It is the context, setting and opening up, more of ambiguity remains around environment that will heavily organisations are dipping into one of the most coveted HR impact on how engaged an international talent pools, and prizes of all: the engaged individual is at work. the digital age is proving a employee. From the relationship that more than adequate someone has with their replacement for much of the Career certainty linked manager, to where they sit in work we were relied to carry to employee the organisational structure, out just a decade or two ago. engagement? and from how an individual is I have no doubt that coping with the external employee engagement has a Today, more and more is being economic environment to strong link with employee talked about certainty at how they are handling security, and learning and work, and how secure working in their team, context development teams would be employee futures coupled plays a huge role in wise to consider how they with clearly mapped out engagement. can develop talent with the career paths can drive up all

the good features of employee engagement. When you consider the amount of uncertainty that remains in the economy and on the streets of the UK, it makes sense for employees to crave a certain amount of security today. Crucially though, and here is the basis for this report, there is little in the way of security for the employee’s future. Gone are the days of a comfortable pension pot, confusion over the age of

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Where that 360 process is bespoke, leaders can apply intelligence around the questions, pinpointing the areas of uncertainty for employees.

A career cul-de-sac – the statistics...

The case for 360 feedback to drive up career progression

Worrying research is showing that talent management strategies are failing across the world with almost a third (29%) of employees planning to leave their current jobs in the next five years, according to research from the Inspiring Talent 2011 Survey.

Knowledge is, as well know, power. Management teams may claim to have the right levels of knowledge on the employees that they work with, but how many can truly say they know what makes that individual tick and which contexts they are struggling to work within?

UK employees were significantly more likely to want to move on when compared with the rest of the world, with nearly 40% of UK workers planning their escape in the next five years. Meanwhile, the Kelly Global Workforce Index, which surveyed 97,000 people in 30 countries, painted a similar picture in terms of ambition and drive to progress, as just short of a third (28%) of employees reported that they do not aspire to reach executive positions, according to the survey about career choice and progression.

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The likelihood is, not very many. But, when it comes to 360 degree feedback, companies have the opportunity to build up that knowledge base and get a clear window into the make-up behavioural traits of their workforce. Importantly, 360 feedback is focused heavily on the tracking and measuring the behaviour of employees, and where that 360 process is bespoke, leaders can apply intelligence around the questions, pinpointing the areas of uncertainty for employees. Perhaps it is the murky topic of career progression, but maybe it is around employee benefits, flexible working practices or remuneration – 360 can help to detect where the uncertainty lies and where the uncertainty is limiting employee engagement.

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But the case for 360 feedback goes far deeper than just pinpointing problem areas among the workforce, because in certain scenarios it can help senior management teams and business owners to distinguish between the authentically engaged employees, and those that are merely showing signs of loyalty and commitment in order to stay off the redundancy radar – and these are the real problem people. Putting the 360 into a career framework, so extracting honest and open opinions about career progression, fears and concerns, will allow those individuals to re-energise. Individuals come into a career visioning exercise with uncertainty and a low level of engagement, then they can leave with a clear 20-year plan that helps them to shift the way they relate to work moving forward.

Straight talking: The dangerous employee “The most dangerous people are those whose motivation to work comes from a huge range of sources. These are the individuals who manage to keep themselves going despite the fact that, for one reason or another, their long-term commitment to the company has completely diminished - they can appear totally motivated. That bit of their motivational contribution has gone, but they just go to another source, they say ‘oh well it’s a challenge anyway so I’ll just compete with the next person’. But management simply cannot measure what these people could be achieving if they had the ambition and commitment. Today, more than ever, I look for what’s in their future, and I hear the uncertainty, particularly around retirement and pensions. Things have completely changed, two years ago people might have said ‘I’d like to retire at 55’, or ‘another few years and I’ll retire’. Today, it’s more, ‘who knows, I’ll just keep going I suppose’. They’ve accepted it, they’re not motivated but are simply complying, and above all they’re certainly not engaged.”

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About Talent Innovations How We’re Different We deliver great coaching, together with 360 degree feedback and performance management solutions. But so do lots of other people. So how are we different? Here’s how... Fantastic Reports We pride ourselves on how insightful and professional-looking our reports are—the key messages are immediately clear. What’s more the format is supremely flexible to fit with your requirements. Engaging Our 360 feedback software is full of unique features that give individuals real ownership of their feedback. A great example is that they can add their own personal questions to their questionnaire. This makes their feedback more relevant and transforms commitment, maximising potential for change.

“We used to think our existing system was easy to use, but using your software has been a revelation!” Sergio Seelochan, National College of School Leadership. Easy Our software is so easy that it doesn’t need a manual. How do we do it? The designers of our software commit to using it every week to manage live performance management and 360 projects. That’s why it’s so much easier than our competitors’—our coding wizards are aware of opportunities for improvement and fully act on them. Expert We have deep expertise in psychometrics and designing high quality 360 feedbacks. This is thanks to our various first-class and masters degrees in psychology and our understanding of what makes a good 360 feedback instrument. That’s why our software automatically randomises the items in the questionnaire: this has been psychometric best practice for decades. Can-Do Our clients tell us that they are constantly impressed by how supportive and willing we are. We are committed to helping you have a completely trouble-free project, and will do whatever it takes to help you deliver that. "So What?" 360 feedback can be a great diagnostic, but often leaves the question "So what?". As well as our features to maximise engagement, we offer coaching by qualified business psychologists, and have a suite of tools which perfectly complement 360 feedback to ensure that individuals are supported in making genuine developmental change afterwards.

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