Innovation Series No 6 - Ongoing Iterative engagement

Date added 01 November 2016
Filed under Efficiencies

Organisations DNA

Organisations DNA

Effective employee engagement has been proven to drive productivity, customer satisfaction and improve profitability.

Despite this only a minority of organisations have a formal employee engagement strategy for designing, implementing and measuring ongoing employee engagement.

Even where organisations measure employee engagement they often do this through an annual staff survey.

Whilst these can be a useful reference point it can be difficult to link the results directly with specific strategies and actions taken by the organisation.

In some organisations it has been known for them to suspend their annual staff survey during times of change for fear of receiving negative feedback or even to time the surveys during the year to give them the best chance of achieving a positive outcome.

In today’s fast moving society change is a constant.

It is not the process of change that can produce negative feedback from employees it is the way that the change is undertaken.

Change is done to employees.

Employees are not involved as part of an ongoing iterative process of change and improvement.

For employee engagement to be effective it needs to be embedded in the culture and DNA of the organisation.

In Corporate Culture: The Ultimate Strategic Asset, Eric Flamholtz and Yvonne Randle state that organisation culture is "transmitted to generations of employees" via that organisation's DNA, and that it can be "transformed through the entrance of new people with new ideas", and that significant differences in organisational performance can be derived from small changes. According to Virginia Healy-Tangney in "Changing a company’s DNA to inspire teamwork", such changes may result in increased productivity and profitability, and in a reduction of employee turnover.

Leaders don’t just need to talk the talk they must walk the walk.

Engaging employees needs to be part and parcel of the “way we do things around here”.

Change and improvement has to be seen as a key part of everyone’s job.

If an employee sees an opportunity for improvement they should have the opportunity to put forward their ideas for change and be positively encouraged to do so.

An ongoing iterative process of change and improvement with the knowledge and informed insight of the people doing the job, not change conceived by leaders who may be remote and lack the detailed understanding of service delivery required to make the right changes in the right way.

The role of leaders is two fold:

  1. Encouraging innovation with a clear strategy and supportive environment.
  2. Ensuring the organisation has systems in place to generate ideas, to develop good ideas and to exploit great ideas.

Here to help

We are working with a number of organisations to develop the right culture in their organisations by embedding everyday innovation through engagement; a key driver for organisational success; using an award winning approach to:

  • Agree objectives, priorities and success criteria
  • Introduce our ideas and innovation software platform
  • Support employees and encourage everyone to participate
  • Establish internal arrangements to filter (triage) ideas
  • Agree a system for approval, feedback and implementation of ideas
  • Put in place an appropriate system for employee recognition and rewards

If you want to know more about the benefits that thinkchange can bring to your organisation please get in touch.

To find out more take a look at the thinkchange website.

Email thinkchange or call today 07512 451637


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