MANAGING HUMAN POTENTIAL

Summary on the topic:

"INDEX CALCULATION OF STAFF ENGAGEMENT"

Why is the staff involved?

Gleam in his eyes, enthusiasm, responsiveness to innovation, the desire to complete the task well, a fountain of ideas - all symptoms of involvement of the employee.

Any employer dreams of such employees. When employees are not involved in the life of the company, they do not understand and do not share its goals and do not seek to implement them. The involvement of staff (CAP), is thus characterized by the degree of convergence of interests of the organization and its employees.

Understand what it is the level of VP and its separate groups in the case of the factors that influence it, to reveal the "narrow" places are very important for the professional management staff.

In this article, we will focus on what is PE and how to measure it, what it depends on the involvement and what actions contribute to its increase.

Under the CAP will understand the degree of employee involvement in the life and activities of the company, the coincidence of the organization's interests with the interests of workers, the positive attitude of the staff in their work, which leads to increased productivity.

Staff involved feel their involvement with the company, they feel that they need and that their work is important. As a result, the efficiency of their work increases, as well as increased innovation returns when employees on their own initiative generate ideas for the development of the organization and implement them themselves.

There are many examples that demonstrate the effect of VP on the company's success.

A small company since its inception has committed itself to an open and ongoing dialogue with employees. All matters discussed at the meetings of the organization, periodically arranged "brainstorming" on a variety of topics (in which the competitive advantages of the company, which market niche better learn how to decorate the booklet, what is the picture of our "ideal" customer, etc.).

Staff members were interested to participate in the discussions, they saw many of their proposals management takes. Discussions continued informally - after work for a cup of coffee, joint cultural "raids" on weekends. However, the company was unable to provide even the average market wages, but employees love their job and are very rarely fired (often under pressure from the family, which began to be jealous of a person's work: too much space in his mind she was).

Another small company entered the market with a unique product that has allowed it to establish high salaries for the staff. Management thought: since the company provides its employees with decent wages (well above the market average), the right to demand from them a full commitment and unconditional commitment. Thus the information provided to the staff very metered. The incentive system was a closely guarded secret, and if one of the employees informed his colleague as he gets it immediately fired. On other issues are also encouraged suspicion. Unofficial motto of the company was the phrase: "Surrounded by enemies, be vigilant!" This attitude extended to colleagues. Leaders did not inform the staff about the results of the company, employees are reluctant to share with each other any information.

Management believes that the staff have to work as hard workers, in turn, believed that management should ensure that all their needs and a lot of pay. As a result, were gradually introduced and began to actively apply different penalties. Employees were working on schedule, at exactly six o'clock turning off the computer and going home, regardless of the current deal is completed or not. Naturally, that put forward some suggestions for improving the company or to chat even after a busy day with kollegamivragami no one has any desire. Staff turnover increased year-on-year, despite the high salaries.

We single out the main features of employee involvement.

1. Interest in his work, which is expressed in a bid to make it as good as possible and faster. An employee on his own initiative delayed at work to accomplish the task. He thinks about the case and in my spare time trying to find a solution to some problems with interest discussing work issues with colleagues, reading professional literature, willing to learn. In general, such an attitude to his work can take pleasure in a job well done.

2. Understanding of their tasks and the ability to independently prioritize. If an employee is involved in the affairs of the company, he will never be at work to sit on their hands or engage in foreign affairs, never say, "I did what you said you do not know what to do." Involved worker himself can determine what tasks need to be solved, even if the current plans are made, he will find where to direct their efforts.

3. A higher level of initiative.

Involvement leads to a focus on continuous improvement of both its own work and business processes in the company.

As a result, the main effect of the CAP is to increase the productivity and development of the organization through the initiative "from below." Thanks to the CAP formed an innovative environment in the company, contributing to the emergence of new ideas as well as more rapid implementation. If innovation is being implemented "from above", it usually occurs long and hard. When the initiative comes from the rank and file employees, or they quickly realize the essence of innovation proposed by management, and are included in their implementation, the implementation time is greatly reduced.

In addition, the higher the EP, the more favorable atmosphere in the team and the higher the level of satisfaction with the work of the staff in the company.

Thus, the CAP - a comprehensive measure of the state of the company's corporate culture and its potential for development due to sensitize staff to their work and to the affairs of the organization.

WHAT INFLUENCES THE ENGAGEMENT OF PERSONNEL?

VP depends on the efforts of the company, and on the characteristics of the workers themselves. Understanding the factors that influence the engagement and how they are developed in the company, you can control this process.

The company can create an environment that will promote the growth of the VI. What are these conditions? The overall situation in the company, the atmosphere of openness and dialogue, improve the VI. The existence of a double standard, the discrepancy words and deeds leadership, on the contrary, reduce involvement. A huge impact on the CAP have the tradition of personal example and opinion leaders. If the latter are genuinely interested in the affairs of the organization, they form around the same enthusiasts. If the leaders of cynics and skeptics, that take an interest in the work becomes almost indecent.

Policy on informing the staff is also very important. If the company seeks to classify information as much as possible, you should not expect from staff involvement in the affairs of the organization.

Promotes VP and progressive management system. The practice of creating cross-functional working groups, the exchange of experience, a different sort of horizontal communication leads to greater staff participation in decision making and, consequently, to an increase in the VI.

The lack of clear understanding of the goals and vision of management regarding the company's development leads to a decrease in the VI. Fear of making a mistake, the employee prefers to do nothing at all.

Another important factor is the personnel policy: the greatest impact on the CAP have its components such as the system of recruitment and career development system.

If the system of selection takes into account not only the education, experience and professional skills of the candidate, but his attitude to work and their profession, it is usually the level of VP in a company above.

Also a strong influence on the CAP provides an organization's existing system of career advancement. If the most professional and active employees regularly move up the career ladder (and small companies are able to extend the range of functions and get the big powers), the VP increased. Moreover, it is important that involvement was a condition for career growth and indifferent workers could qualify for promotion.

In general, the situation is usually the employee in the job hierarchy is directly proportional to the level of his involvement. Often this is due to the fact that, taking a higher position, the employee has access to more information, have a greater impact on decision making. Subjective factors influencing the engagement include:   age of the employee;   work experience;   history and prospects for career advancement, as well as the current status of the job hierarchy.

Studies show that workers under the age of 35 years have a lower level of involvement than their older counterparts. And the problem is global: current young generation in different countries, more indifferent to the work, and if possible, we prefer not to work at all. Therefore, it is crucial to companies in respect of young employees a special policy, identify their needs, seek to combine their interests with organizational goals.

In general, this group should be given more attention to the staff by implementing a variety of programs, interesting young people and increase its interest in the job.

Also, many organizations note that the involvement of employees, the desire to develop the company and grow with it without creating certain conditions eventually fade away. Newbie trying to hurry to join the team, he is full of energy and ready to move mountains, but gradually the enthusiasm and military ardor disappear. Accumulated frustration disappears belief that something can change quickly, and the longer the employee works in a company, the more easy it is to their business. Yes, the professionalism, develop effective methods work, make the connection, comes the understanding of internal organizational processes, but the desire to work through the night to get your job disappears. All lower interest are management initiatives. New ideas or not noticed at all, or taken with skepticism: "How to be floating - we know." This especially applies to employees whose functions do not change for a long time. By reducing the interest in the job has the greatest effect is the expansion of the powers and range of problems, new perspectives. If the same person every year performs the same, it being included in the best case is not reduced. Of course, there are exceptions, but if we consider the average worker, this is the case. Of course, such a situation can not be tolerated company's management, which is usually very involved in the affairs of the organization the most, and expects the same attitude from his subordinates.

The higher the position, the greater the involvement of objective reasons. Ability to influence the policies of the company as VP helps. Therefore, the problem of engagement for senior executives are usually not worth it. These are people who themselves are designed to involve their employees in the affairs of the company, to lead them.

Nor is there much difficulty, and with the involvement of kareroorientirovannyh employees who regularly increase in office, thereby expanding their sphere of influence and opportunities. As a result, the main challenge is to engage in livelihoods of ordinary staff, or not aimed at career advancement, or not having the opportunity for such a move.

Consequently, organizations need to pay attention to groups of staff, as a youth, not-for career employees and employees who have worked in the same position for more than five years (to engage, motivate them).

In addition, the CAP can affect even the situation in the country and the world. Today, a year and a half after the crisis began, many employers point decline in productivity caused by the seemingly subjective factors. Even the normally active and concerned employees lose interest in the work to become less proactive themselves reducing their working hours, are not interested in the news and do not discuss the affairs of the company in an informal setting - all signs of tiredness and reduced involvement caused by macro factors. The influence of the latter is usually only temporary and usually requires an employer to simply understanding and sensitivity towards their staff. Sometimes it is more important to give employees a break, not expecting them to enthusiasm, then after a while it will be possible to resume the implementation of various programs to improve the CAP.

How to assess the level of involvement?

We are using the author's method of estimating the level of CAP is based on an algorithm for the formation of inclusion. Understanding the way in which it is formed, we can assess the condition of each factor and to calculate the index of involvement.

This technique requires three components VP: 1) involvement in the decision to corporate objectives, 2) involvement in the labor process, the interest in the work as a whole, and 3) initiative, aiming at improving the efficiency of their work and the company.

Each of these factors contributes to the calculation of the index inclusion. Depending on the specific weight of one or another component of the index is different. For an organization that sets ambitious corporate goals and seeks to involve them in the decision as many workers, the weight of the first factor will be greater than the rest. In this case, it should not exceed 50% because for the average employee is still more important is the involvement of the workflow, attitude to their work no matter how active he is involved in strategic corporate objectives by virtue of their duties. Minimum weight in the calculation of the VI has a third factor. It must be taken into account, but its weight must not exceed 20% because innovations bring results only if their introduction and subsequent use in the current workflow.

Let us consider each component of the CAP.

Involvement in corporate decision problems Involving staff in the decision of corporate problems begins with the most comprehensive information to employees about these problems (see figure).

Of course, ideally you need to get 100% of the staff's awareness about the goals of the company, but in practice it is very difficult to do. There are workers who are not aware of the corporate objectives, not because they are not brought to the information, or they can not get it, but because they do not want to know about it. They just are not interested in such things, drop them by the ears, even if they are told about it personally. Nevertheless, these workers can be involved in corporate processes. Repetition of information through various channels alert allows you to convey the necessary information to all staff.

Head of medium-sized businesses was very surprised when consultants told him that the head of sales do not control the overdue receivables, and do not make any special efforts to reduce it. He believed that such a task is taken for granted, never informed the subordinates of the general state of affairs in the company and did not emphasize how important this figure. Subordinates, in turn, is believed to receivables in their organization is no problem. All of them came from other companies, where the figure was higher, so the thought that things are not just normal, but good. Their opinion is confirmed by the fact that the head of all meetings talking about margins, but did not mention about the overdue receivables. Therefore, the department heads were also surprised that the company faces the challenge of reducing it, and that this problem head makes such a difference.

For three years in a large organization implemented policies improve customer focus. The poll, which was conducted before the start of an awareness campaign, showed that employees do not understand what is expected of them requires leadership.

Many believed that if the organization is the market leader and is known to any consumer, it is already doing its customer-centric. In connection with this, thinking through the algorithm to inform the staff, leadership understood that special emphasis should be placed on the clarification of the term "customer-oriented", with examples showing employees that is customer-oriented behavior and what is not.

For these purposes, a variety of means have been used. Among the standard techniques - placing the intranet relevant regulations, in which this problem was posed and justified by, interviews with top officials of the corporate media, a series of publications about the positive experiences of different departments; training for staff working directly with customers.

Were used and unusual forms of reporting. For example, the commercial department introduced the practice of collecting fotozhalob from customers. Any customer can take a photo (or remove the video) that caused his dissatisfaction with the company. The files were taken in a single center, handled, and, based on a quarterly preparing material that is placed on the intranet, shown at the meetings, was used for training purposes. Photos and videos there were curious, and soon became a staff watch with interest the release of new material, each eager not to become their main character.

Also struck a chord with the personnel action "Day of the client." The gist of it was this: one day in each quarter of the Commercial Department officer was heading to a business trip to an adjacent unit (the customer) in order to reveal the facts of a client-/ neklientoorientirovannogo behavior. The more an employee could see similar facts (both negative and positive), the more valuable his trip. Heads of departments once a month, summarize observations of subordinates and put them on the intranet as a demonstration. After three years, a majority of outreach workers already understand what the company is a task that is customer-oriented and what was expected of them (and guidance, and customers).

The next step in employee involvement in corporate decision tasks after informing on them - to achieve a proper understanding of the goals. It is also important that the employee has seen its relationship with the overall objectives of the company.

For this it is necessary to organize a feedback system to ensure that employees understand everything correctly. In this case, the feedback can be both centralized and personalized.

In a large logistics companies have come to the conclusion that the most effective tool for feedback on the level of the organization - is the annual monitoring of the views of staff, conducted in the form of a questionnaire. The survey data were compared with the statements of employees in our intranet. Further analysis of the results communicated to all managers to whom the task was to carry out in their teams informational meetings to answer questions from the staff, the most commonly asked in the company, and find out what excites direct reports.

In the other, the production of well established practice of holding monthly meetings directly on the shop floor, in the workplace teams. Within a month, going to personnel issues (through letterboxes in the shops and e-mail), after which they systematized and sent managers to whom they were addressed. In the workshop on the schedule came out a group of managers and leading specialists (foreman, one of his deputies, economist, setter, personnel officers, union representative). Work crews stopped for half an hour, and the leadership dealt with the workers, first in response to the received in advance, and then to the current issues. The meeting began with a brief speech, section chief of the latest news, which he, in turn, learned from CEO to operational meetings. Following the meeting, an employee of Staff prepared the report, considering what questions were asked, which caused a response or dissatisfaction, which went unanswered, and demanded solutions. Head of the department constantly monitor the implementation of these protocols. Thus, the manual is always aware of what they think and how well the staff understands the tasks.

A good result can be considered if 80% of all aware of the problems of corporate employees understand them correctly.

Next Level VI - support and adoption of corporate objectives. Ensure that they can be, the workers concerned, showing them the benefits (both tangible and intangible). Here is necessary to use motivational tools.

It is important to show that involvement in the implementation of the common objectives raises the status of the employee, his credibility on the part of management, it provides additional features (concerning both their own growth, as well as direct participation in decision-making on the development of the company).

A large company in the service sector was going to implement a quality management system. Relevant decisions were made, identified "narrow" places, work has begun on the implementation of the plans. However, after four years of leadership did not notice any effect from their efforts in this direction. It was decided to revise the approach to the involvement of ordinary staff to perform this task.

Launched the project of "learning by doing", built on the principle of the cascade. The first took part in it's management team. Since all managers are well owned by theory, training took place in the form of drafting improvements. Each director elected by a special process the most important task in his direction and developed the project of the solution. However, he was included in the draft of his subordinates, who entrusted the performance of individual parts of the overall task. As a result of the protection project management decisions are made. In particular, the division of each child received a target set in the direction of finding ways to improve.

At middle management level has conducted more in-depth theoretical training, since in the five years since the implementation of the management system at this level changed a lot of the staff and it was important to create all single conceptual field.

The same training was carried out at the level of the performers. Almost in front of each employee was given the task to identify opportunities to improve performance, efficiency suggestion put forward and implement (or organize) its implementation. To increase the participation of the staff in this work was done the following:    competition organized by number of proposals from each business unit;    introduced award for innovation that stood out the best units on the basis of competition;    leaders were obliged to report the results of this work at the monthly meeting of the directorate;    changed position on certification (any promotion is only possible provided that the employee has developed and implemented some efficiency suggestion);    in the weekly newspaper was established corporate heading "Implement a Quality Management System" , which describes the ongoing projects.

As a result, after a year of work in this area has intensified, many of the initiatives that have, for whatever reasons, brakes, were finally realized.

As an indicator of the level of involvement, you can use the percentage of staff involved in the implementation of innovation (in various projects, working groups, initiatives).

The first three levels described VP assigned to work with all staff. Those same employees who demonstrate a high involvement can be seen as the reserve of the company. It is clear that these employees are not many and work with them to wear personal.

The fourth level of CAP requires not only the knowledge, understanding and support of corporate objectives, but also their active promotion, attracting supporters. Employees who demonstrate this level of involvement - is opinion leaders "agents of change". Evaluate how well developed in this level of the EP, you can use determine the proportion of staff who are involved in corporate contests, puts forward proposals taking initiatives.

Finally, the maximum level is characterized by the participation of the EP in the development of corporate objectives. Employees with such a level of involvement - is the creators who create their own present and future of the company and participate in the work of government, not only as leaders, but also as initiators of any innovation (innovators, winners of initiatives, members of community councils).

Thus, if we translate the levels described in the EP and the numerical values ​​assigned to each level of the corresponding score, we get a gradation presented in Table. 1.

Measurement tool of corporate involvement in the decision tasks. Let us see how it is possible to estimate involvement in the decision to corporate objectives through questionnaires staff.

Our technique involves the use of a questionnaire the following wording: "Our company implements a variety of innovative projects. Rate your views on each of these tasks on the proposed scale. The table in each row, select the answer that suits you "(Table 2).

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List of corporate objectives is created for each company depending on its current priorities. It is important to select for evaluation of key tasks and projects that is most important to the organization. The employee said the extent to which it is involved in the decision of each of the proposed tasks. Response options discussed above correspond to the levels of involvement.

Involvement in the work process

Our methodology includes the following criteria VP in the workflow: 1) an understanding of their tasks and responsibilities, knowledge management expectations and evaluation criteria, and 2) the availability of opportunities and conditions (equipment, materials, information) for quality performance and 3) regular positive assessment of the work, recognition for leadership, 4) constant attention to the employee, the demonstration of interest in the results of his work with their colleagues and supervisors, and 5) the interest in the opinions and estimates of the employee's supervisors and colleagues, informal communication at work items, regular, free and lively exchange of views 6) the opportunity to learn and develop, to grow professionally in the process, meet new challenges and to receive assistance in their implementation; 7) awareness of the importance of their own work, pride in the profession and his company.

Measurement tool of involvement in the work process

To measure the level of VP in the working process we use in the questionnaire the question formulated on the basis of the semantic differential.

Respondent offered the following: "The table in each row are the assertions to the contrary. Put a tick or a cross in that cell between the two statements, the position of which is closer to your opinion "(Table 3).

Initiative and focus on improving the efficiency of their work and the development of

The criteria initiative aimed at improving the efficiency and development of the company, we use the following indicators: 1) the independent planning of its activities, a correct understanding of the priorities in the work, and 2) focus on the team result, and 3) dedication, and 4) non-indifference to their work and the results of labor, 5) creativity, initiative.

Measurement tool initiative

To measure this component of engagement, we use the following list of statements with which the respondent agrees or not.

1. Every employee should know what tasks have priority and do the job without waiting for instructions.

2. If a corporate party turns into a production meeting - this is normal, it means that people are passionate about their work.

3. It is said that one must be careful with the manifestation of the initiative, as It is punishable by execution.

4. If you passionate about the work, then forget about personal problems.

5. Need to take an interest in the work of colleagues and help them.

6. A good worker always responds to the calls for report to their offering.

7. Simply do good work, initiative and creativity can and do harm.

8. If you have ideas for improvement, it is necessary to express them.

EMPLOYEE ENGAGEMENT INDEX

On the basis of the above questions is calculated index of a particular employee involvement. Its value may vary from 0 to 100 (Table 4).

If necessary, adapt the method to the specifics of the particular components of the scale of engagement remain the same, but the number of questions may vary. This makes it possible to vary the weight of each component in the index involvement.

Based on the above examples, we calculate the index of involvement of the employee who completed the questionnaire:

  involvement in corporate decision tasks = 4 + 5 + 6 + 5 + 3 + 3 + 3 + 5 = 34;

  involvement in the workflow = 4 + 2 + 2 + 1 + 0 + 1 + 2 + 3 + 4 + 4 + 4 = 27;

  Initiative = 4;

  Index involvement = 34 + 27 + 4 = 65.

Thus, the employee engagement index is above average (Table 5).

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Index of CAP is generally defined as the average of the indices of involvement of all respondents:

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where X - the index of employee engagement; l - number of respondents, Xi - the index of involvement of the i-th respondent.

It is important to sample for the study was either continuous (for small companies), or calculated in a special way and is representative.

Our procedure involves the calculation of an index of involvement flexible configuration for each specific company.

The adjustment can be carried out through:

  change the weight of each of the three components of engagement - it is necessary to increase / decrease the number of statements offered by the respondent to evaluate, in each block of questions;

  rewording depending on current priorities and characteristics of the company (for example, in assessing involvement in the decision of corporate objectives should be considered priority targets a specific organization).

It is important to note that after a procedure adjusted and adapted to the needs of a specific company, it should not change during the subsequent studies.

Assess the level of VP optimally perform once a year in the form of monitoring, ie measure engagement by a single method. Only in this case, the data are obtained comparable and can be used to analyze the effectiveness of interventions to improve the CAP.