Employee and Volunteer Engagement for Charities
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At this learning event we will look at a range of topics to help you better engage with your employees, volunteers and key stakeholders. By presenting case studies and thought leading pieces we will identify the innovative new channels, tools and techniques charities are using to engage and inspire people. This event has particular relevance for professionals from the Charity sector, however it would certainly not be wasted on Employee Engagement, HR and Internal Comms professionals from all industries who are keen to actively engage a range of stakeholders. Benefits of attendance: Access to the presentations Q&A with industry experts Practical advice, not just the theory Business cases to take back to the board Networking with peers. Speaker Line-up Stephen Robertson CEO of The Big Issue Stevan Jackson, Chief Executive Officer of the Mary Stevens Hospice Group introduced by Professor Chris Cowls, Chief Executive of Eproductive Ltd Presentation - ‘Team Engagement for Hospices’ Suzie Fairley - Organisational Development Manager (Engagement and Culture) at British Red Cross Tom Debenham - CEO at People Insight - 'Trends in Employee Engagement in the not-for-profit sector' Adrian Phipps - HR Leader and Organisation Development Specialist and Leo Stoll - Organisation Development and Design Specialist at Cancer Research UK
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Employee and Volunteer Engagement for Charities
- 1. Employee and Volunteer Engagement for Charities April 28, 2016 @ee_alliancewww.the-eea.com
- 3. OUR CORE GOALS April 5 www.the-eea.com Training Specifically designed to meet the professionaldevelopment needs of employee engagement professionals. Events Events that assist learning and building a sense of community for employee engagement professionals. Tools Access totools that aid the delivery of employee engagement. Benchmarking Benchmark the impact of your employee engagement programmes against businesses of the same size and sector. Voice To provide a voice for employee engagement professionals that is listened to by leaders of organisations of all sizes around the world. Knowledge Sharing To share knowledge between our members to aid and accelerate professionaldevelopment. Best Practice To crystallisebest practice based on member contributions for the benefit of all members. Proof To gather proof of the value of employee engagement so that it is no longer an option to not involve employees.
- 4. Agenda April 5 www.the-eea.com 8.30pm – Registration: Breakfast & Networking 9.15pm – Welcome: James Murphy - The Employee Engagement Alliance 9.20pm – Suzie Fairley - Organisational Development Manager (Engagement and Culture) at British Red Cross 9.45pm – Stevan Jackson - CEO - The Mary Stevens Hospice Group 10.10am – Stephen Robertson - CEO The Big Issue 10.30pm – Break 11.00pm – Tom Debenham – Managing Director - People Insight 11.25pm – Adrian Phipps – Cancer Research UK 11.50pm – Panel Discussion 12.20pm – Final thoughts 12.30pm – End
- 5. Thank You April 5 www.the-eea.com
- 7. April 5 www.the-eea.com Suzie Fairley Organisation Development Manager (Engagement & Culture)
- 11. 2013-2014
- 12. Why Appreciative Inquiry? • Evidence for use of Appreciative Inquiry having positive outcomes in a wider range of settings (e.g. David Cooperrider) • Grounded in positive psychology (e.g. Barbara Friedrickson‘broaden and build’; impact of positive visualisation and mindset) • Engage for Success model of engagement (strategic narrative, engaging managers, voice, integrity) • Not Pollyanna
- 16. What’s happening now? • Using Appreciative Inquiry, in a wider range of settings • Focusing on engagement through change (e.g. voice and leadership) • Exploring organisational culture, building teams, recognition
- 17. A few observations • Context • Organisational size • Importance of leadership • Shift from ‘listening to the survey’ to ‘listening every day’ Culture shifts take time…
- 18. April 5 www.the-eea.com Stevan Jackson CEO
- 19. Team Engagement for Hospices Stevan Jackson - CEO The Mary Stevens Hospice Group
- 20. The Mary Stevens Hospice § Founded in 1991 in Dudley Area § Provide high quality care for people living with cancer and other life-limiting illnesses § Hospice supports individuals at our 10-bed In-patient Unit or at our Day Therapies Clinic § 180 staff including clinical,operational, retail § 550 volunteers in-house, retail, fundraising,lottery § Care provided free of charge – rely on donations, fundraising and our dedicated staff and volunteers
- 21. The Engagement Challenge Challenges faced by Hospices, shared across the charity sector: § Staff and volunteers in disparate, often disconnected locations – communication often difficult § Huge range of roles and specialisms – sharing knowledge and stories consistently a challenge § Reliance on dedicated staff and volunteers – they need to feel valued, engaged with and part of the team § Volunteers are often excluded from existing internal intranets due to access rules (e.g. corporate email needed)
- 22. Facing Common Challenges Communication and engagement methods we use: Our website eNewsletters Facebook Twitter
- 23. Why we wanted to go further… Needed to build on existing communication processes: § Website and eNewsletter is one-way information flow – wanted to offer more opportunity for interaction § Facebook and Twitter offer platforms for general, public facing messages – we wanted to engage with staff and volunteers in a more targetted and personalised way § Wanted to offer a platform that could be accessed on all devices – need to stay in touch with new opportunities in technology… § In 2015: § 50% of 55-64 year olds had a smartphone § 90% of 16-24 year olds had a smartphone
- 24. What did we do? § After scanning the market Eproductive’s Team product met our specific requirements § Eproductive have been working with the charity sector for 15 years with 90 clients § Using Team we created myMSH
- 25. What is myMSH? § myMSH is an online platform with individual logins for our staff, trustees and volunteers § Allows us to communicate and engage based upon user’s role – content can be targeted § As secure, more private content (e.g. sneak peeks and behind the scenes) can be shared § Supported on Smartphone, Tablet, PC § Message notifications (automated and manual) via app, SMS or email supported § We link to existing social websites – not replacing but enhancing existing communications
- 26. myMSH – Business Impact
- 27. myMSH – So Far… § Just over 70% of the system users logged on at least once in the first 3 months § Over 50 documents are now accessible to users on myMSH § Regular news stories and videos uploaded– over 40 stories and clips § Questionnaireafter launch 82% of respondents said communicationhad improved in the Hospice since launch
- 28. myMSH – What do our users think? What would you like to see on myMSH in future? “More of the same…think video presentations are particularly powerful” “Fundraising thermometer for our Capital Appeal” “More information about what’s going on with regards to the trading aspects of MSH” “More information from Hospice itself” Any other ways we could improve communication? “Include volunteers more – give us details about events we can help out with” “I think the app is a great way to communicate – not sure you could improve on this!!”
- 30. April 5 www.the-eea.com Stephen Robertson CEO
- 32. April 5 www.the-eea.com Tom Debenham Managing Director
- 33. Insights from employee survey data Engagement in the third sector
- 34. 2 People Insight: a specialist employee engagement partner Engagement Improvement 7% Belief in Action Improvement 20%
- 35. Strategic disadvantage Strategic advantage 0% 1% 2% 3% 4% 5% 6% 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 EngagementScore (%) 3rd sector mean score %ofsurveys Engagement in the third sector For profit mean score
- 36. Pride Longevity Endeavour Advocacy Care 4 Engagement comparison - detail 3rd sector mean Private sector mean • Based on 108 third sector & 415 private sector projects • 580,000 respondents 8% 3% 3% 1% 5%
- 37. 5 • I get a sense of achievement from working at my organisation 9% • I am proud to say I work for my organisation 8% • I think the pay & benefits I receive compare favourably with other employers in our industry 7% • My pay is linked to my performance and contribution 6% • My manager shows appreciation for the work I do5% Points above 5 areas where the third sector out performs
- 38. 6 • I am satisfied with the flexibility of my hours 6% • I know how well organisation is doing against aims and objectives 4% • I have responsibility for decisions regarding my work 4% • I would still like to be working at my organisation in two years' time 3% • My workload is reasonable 2% Points below 5 areas where the third sector under performs
- 39. Key drivers of engagement in the third sector My career development aspirations are being met My job makes the best use of the skills and abilities that I have I feel valued and recognised I understand the aims and objectives of the organisation My job is challenging
- 40. 8 The good news: • Powerful missions, and interesting challenging work drive engagement in the third sector • Managers tend to show more appreciation, and people feel more valued and respected • Employees express higher levels of satisfaction with pay and benefits Summary The challenges: • Bringing the ongoing work and impact of the organisation alive in a meaningful way • Providing employees with an appropriate sense/amount of control over: – Decision making – Workload – Flexible working • Low intention to stay . . . an inevitable feature of the sector, or not?
- 41. 9
- 42. April 5 www.the-eea.com Adrian Phipps
- 48. 70-80 55 Fewer questions Simpler reports Manager insight We’ve refined our approach to focus on encouraging great conversations
- 49. Our Manager Insight section of the survey My results Overall average score: 3.4 # participants: 5 Below is the percentage of your direct reports who strongly agreed, agreed, etc. with the statements given. For each question you will also see the average response score, out of 5 (1 being strongly disagree, 5 strongly agree) My average score Benchmark average 1. My line manager communicates clearly what is expected of me 2. My line manager coaches and supports me to meet my learning and development needs 3. My line manager trusts me to do a good job 4. My line manager recognises and shows appreciation for my good work 5. My line manager encourages me to suggest new ideas 6. My line manager makes sure to share relevant information with me 7. My line manager helps the team understand how our work supports CRUKs aims 8. My line manager provides clarity when decisions are made that are relevant to me 9. My line manager gives me regular feedback on how i am doing 10.My line manager motivates me to give my best 11.My line manager takes steps to challenge and improve individual performance 12.My line manager seeks feedback on his/her own performance from the team The questions