Unleash engagement in multicultural organisations:

1. Unleash engagement in multicultural organisations: Inclusivity as the key to sustainable business transformation Presentation at 29th International OD Congress

2. Rica Viljoen • Doctor in Business Leadership (SBL Unisa) • International Organisational Development specialist and practitioner focusing on optimising individual, group and organisational behaviour • Focus on creating Engagement in multi-cultural organisations through Inclusivity • Consulted to and facilitated in various countries e.g. Califoria, Peru, Australia, Spain, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana • Associated with numerous academic institutions as subject matter expert e.g. da Vinci Institute, SBL – UNISA and Village of Leaders – Stellenbosch • Managing Director of Mandala Consulting

3. Francois De Kock • Masters in Commerce (Industrial Psychology), Stellenbosch University • PhD Candidate, Erasmus University of Rotterdam, Netherlands • Lecturer in Strategic Human Resource Management & Psychometrics • Industrial Psychologist (HPCSA) • Business associate of various organisations in R&D consulting • Partnered with Mandala Consulting to do statistical analysis for Benchmark of Engagement (BeQ) measurement instrument (from 2009)

4. Layout of presentation Unleash engagement in multicultural organisations: Inclusivity as the key to sustainable business transformation • Introduction • Theory on Engagement and Inclusivity • Unleashing tacit potential in systems • Benefits of Engagement • Benchmark of Engagement (BeQ) • Case study: Mine in Africa • Validation of BeQ • Next steps of Development of BeQ • Conclusions • Questions

5. Introduction Unleash engagement in multicultural organisations: Inclusivity as the key to sustainable business transformation • In today’s competitive, ever changing world, companies strive harder than ever to implement strategy in a sustainable manner and to stay recent in the mind of the global consumer. • The people capacity in the system and the interaction between human entities lead to the “amount of energy” in a system to perform. • This energy can lead to engaged individuals – a situation where the tacit potential of an individual manifests and is applied to organisational tasks to the benefit of the individual, the group and the organisation. • Other forms of energy is “apathetic” or “disconnected” with obvious human losses of human potential. • Engagement leads to organisational benefits such as customer centricity, productivity, safe behaviour, low turnover and low absenteeism. • Leaders in organisations should understand the art of facilitating employee engagement.

6. Theory on Engagement Employee Engagement is defined (Corporate Leadership Council, 2004:3) as the “positive emotional connection to an employee’s work, thus affective, normative and continuance commitment” and "a heightened emotional connection that an employee feels for his or her organisation, that influences him or her to exert greater discretionary effort to his or her work".

7. Inclusivity through Engagement – Viljoen (2008) Sustainability thorough Inclusivity - energy on all dimensions Individual OD Interventions EQ Journey State Engagement Trait Engagement Behavioral Engagement Group Dialoguing Leadership Work attributes Appreciative Inquiry Storytelling Organisational Leadership Trust World Cafe Organisation The What Engagement / Commitment Doing Context: Industry South Africa Africa Global The Individual Leadership How individuals change Apathy Inclusivity The Team The Organisation Being Disconnect How groups change How organisations change The way: How we change Why we change Essence of Change We change differently New world of work New Sciences Consciousness On Diversity Mandala Consulting™ Nature of the world

8. Level of Engagement National Cultural Assumptions About Me The individual Assumptions About We Level of engagement The Team The Organisation Assumptions About They and Society Context

9. Benefit of Engagement – Viljoen (2008) Level of engagement Correlates directly to: + - Productivity Abseetism Retention Turnover Employee Satisfaction Apathy Creativity and Innovation Number of incidents Safe Behaviour Number of Accidents Customer experience Mistakes Ability to deal with change Apathy

10. Factors critical for engagement Within the context of the country: Assumptions About Me Self Regard Resilience, Efficacy Personal Responsibility Corporate Citizenship The individual Assumptions About We Support, Leadership, Work Attributes Valuing Diversity, Accountability The Team Assumptions About They Trust, Competitiveness, Adaptability to change, Inclusivity, Ethics The Organisation

11. BeQ™ - Benchmark of Engagement Quotient • The BeQ™-model reflects the interplay between assumptions and perceptions alive and well in organisations around constructs that contribute to the unleashing of individual voices, potential and gifts. • As the organisational, the country climate and worldview also influence these perceptions, they are also explored. • Specific focus on methodology • Align Qualitative and Quantitative data • World Cafe • Story Telling • Appreciative Inquiry • OD

12. Case Study Understand the underlying mental models of the Case Organisation’s staff and those withing the departments Explore the relations between perceptions that influence organisational commitment and the unleashing of individual voices Understand the underlying assumptions as they pertain to the individual, the various departments and contractor groups, the mine (organisation) and the greater organisation Determine the level of engagement within the organisation, that will manifest in optimal productivity and safe behaviour. BeQ™ - Primary Objective

13. Case Study Results BeQ™ - Conducting of Quantitative Research

14. BeQ™ Model Within the context of the culture/climate: Level of Voice Respect, Regard, Resilience, Responsibility World View Assumptions About Me The individual The Team Climate Assumptions About We Alignment, Support, Supervisor Capability Valuing Diversity, Accountability The Organisation Culture Assumptions About They Safety Orientation Production orientation Wellness capacity Trust, Inclusivity, Ethics BeQ™Benchmark of Engagement Quotient

15. Case Study

16. Case study

17. The story of Case organisation Supervisor ‘s Motivation and Leadership Sense of Urgency High Alignment Focus of BeQ High Risk Taking Low Belonging Safety Focus Low Acknowledgement Mpira mo ho Paralyzed Inconsistent Perf management Pride Low Confidence Decreased Performance Commitment Language Diversity Have voice Unwillingness to Engage Low Wellbeing Capability Focus of BeQ Evident Enablers Outcome Compromisers Manifested Dynamic

18. Predicting individual engagement at the case organisation I_ENGAGEMENT = .16*SUPERVISOR_CAPABILITY + .123*TRUST+ .1055EXPAT_LOCAL • Individual engagement could be predicted from perceptions of supervisor capability, trust and expat-local relationships. • The drivers of engagement were analysed for every department; they were different for each environment.

19. Drivers of engagement in Case Organisation

20. Mind the gap!!!!

21. Analysis, conclusions and reports • Once research is complete our research consultants undertake full data verification and oversee collation and input. • Data analysis follows, as well as cross-referencing, interpreting and presenting of the findings and conclusions into a full report, including recommendations for alterations and improvements for the future. • Our consultants can also be called upon to undertake presentations to key audiences if required. • Translation to all that have partaken in the study. • Joint action planning to determine corrective actions. • Organisational design report to improve climate is presented.

22. Validation process • What are the goals we have in mind with the measures? • What is the broad research approach? • What is the standard procedure we follow with data analysis? • What are our preliminary results? • What are the lessons we have learned? • What are our next steps?

23. Statistical goals • We want to trust the meaning of our test scores (i.e., validity in all its forms) • Reliable measurement (internal consistency of α = .80, Nunnally, 1978) • Simple structure in terms of dimensionality • Measure must predict important outcomes • Long enough for above, but short enough to be comfortable for client respondent

24. Broad research approach

25. Prelim results (v1): Reliability (α) Reasons Short scales Negatively phrased

26. Prelim results (v1, I-factor): Factor structure is acceptable

27. Prelim results (v1 I-factor): Factors structure is acceptable

28. Concurrent validity: UWES Benchm

29. Preliminary results

30. Descriptive statistics: factors

31. Factor intercorrelations

32. Predictors of engagement

33. Predictors of engagement

34. Drivers Org #1

35. Drivers Org #2

36. Next steps in development • Analyse psychometric properties (v2) in pilot administration • Administer v2 to client organisation • Last refinements to produce Base version • Write test manual and administration guide • Assess relation of scores to outcome-measures • Cross-validation of model • Develop other language versions • Assess construct equivalence • Develop norm-database

37. Lessons we have learned • Drivers of engagement are sample specific, but supervisor capability plays dominant role • Marry quantitative and qualitative approaches • Instruments are stable in African context • Analyse psychometric properties as evidence of your quality of measurement

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42. Questions ?