Engagement + Health & Wellbeing = Sustainability

1. What works for developing positive manager behaviour in organisationsEmma Donaldson-Feilder and Rachel LewisAffinity Health at Work

2. Engagement + Health & Wellbeing = Sustainability Engagement Wellbeing (Fairhurst & O’Connor, 2010)

3. Transactional vs. Emotional Engagement • Increased wellbeing • Decreased work-family conflict and burnout Enjoy work, identify with values – intrinsic motivation Emotional Engagement Emotional Engagement High work demands and pressure • Increased work-family conflict and burnout Interested in reward, fear of losing job – extrinsic motivation Transactional Engagement (Gourlay et al., 2012)

4. Managers’ role in sustainable engagement, health and wellbeing • Managers have: • Direct impact: their behaviour is potential source of stress and disengagement or wellbeing and engagement for their team • ‘Gate-keeper’ role: influence their team’s exposure to sources of stress and disengagement or wellbeing and engagement • Managers are vital for identifying and tackling problems… • …and for supporting organisational interventions

5. Managing for sustainable engagement health and wellbeing research programme Management competencies for engendering employee engagement (CIPD, 2011) Management competencies for preventing and reducing stress (HSE/CIPD, 2007-10) Validation of the framework Managing for sustainable employee engagement (CIPD, 2012)

7. Implications for managers • Manager behaviour is vital for sustainable employee engagement • Need to engage and prevent stress • Use the managing for sustainable employee engagement framework to: • Identify which behaviours are already part of management repertoire and which aren’t • Change behaviour where appropriate

8. Implications for employers 1 • Employee engagement is unlikely to be sustainable unless hand-in-hand with wellbeing • Beware of fostering the ‘wrong’ kind of engagement • Manager behaviour is pivotal to engagement and wellbeing • Support managers to engender sustainable employee engagement…

9. Implications for employers 2 …using the ‘managing for sustainable employee engagement’ framework to support managers through: • Learning and development – perhaps including upward feedback • Performance management and appraisal • Selection assessment and promotion

10. Focus of current research Developing managers to manage sustainable employee engagement, health and wellbeing • Explore how best to support managers to change their behaviour • Establish the context that supports managers to manage for sustainable engagement, health and wellbeing Through an evidence-based approach

11. Developing managers to manage sustainable employee engagement, health and wellbeing: a process over time STAGE 1: PRE Considering conducting an intervention STAGE 2: DURING Designing and implementing a intervention STAGE 3: AFTER Embedding learning after the intervention OUTCOMES: Increased employee engagement, health and wellbeing Considerations Considerations Considerations 3. Method 1. Method 2. Method 1. Manager 3. Manager 2. Manager 2. Organisation 1. Organisation 3. Organisation

12. Checklists for organisations/practitioners

13. Barriers to leadershipKsenia ZheltoukhovaCIPD

14. Systems approach to leadership

15. Is the organisational system aligned to the task of leaders and managers? • 28% of managers (33% in large organisations) have to put the interests of the organisation (for example, achieving an objective) above the interests of the team every day or often • One in five managers and one in four junior managers say they don’t have time for one-to-one people management • Although 60% of managers are evaluated on people management skills, more than a third of those said those skills are not as important as performance management

16. The research • 7 organisations (private, public, third sector) • 200+ interviews and focus groups • Managers along the organisational hierarchy

17. External environment Organisational context

18. Any questions?

19. For more information • A guidance leaflet based on the 'managing for sustainable employee engagement' research can be downloaded at: http://www.cipd.co.uk/publicpolicy/policy-reports/engagement-behavioural-framework-guidance.aspx • The 'managing for sustainable employee engagement' research report can be downloaded at: http://www.cipd.co.uk/publicpolicy/policy-reports/engagement-behavioural-framework.aspx. • If you wish to be notified when the new checklists for 'developing managers to manage sustainable employee engagement' are published, ask to be added to the Affinity Health at Work mailing list, email: emma@affinityhealthatwork.com.

20. Thank you!emma@affinityhealthatwork.comrachel@affinityhealthatwork.comk.zheltoukhova@cipd.co.uk