Presentation on theme: "Unleash engagement in multicultural organisations: Inclusivity as the key to sustainable business transformation Presentation at 29 th International OD."— Presentation transcript:
Unleash engagement in multicultural organisations: Inclusivity as the key to sustainable business transformation Presentation at 29 th International OD Congress
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 Rica Viljoen
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) Francois De Kock
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 Layout of presentation
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. Introduction
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". Theory on Engagement
Sustainability thorough Inclusivity - energy on all dimensions OD Interventions New world of work Nature of the world Why we changeEssence of Change New Sciences We change differently Consciousness On Diversity The Individual The Team The Organisation How individuals change How groups change The What Context: Industry South Africa Africa Global Leadership Doing Being Disconnect Apathy Engagement / Commitment Inclusivity Organisation Group Individual EQ Journey Dialoguing World Cafe Storytelling Appreciative Inquiry Organisational Leadership Trust Leadership Work attributes State Engagement Trait Engagement Behavioral Engagement How organisations change The way: How we change Mandala Consulting™ Inclusivity through Engagement – Viljoen (2008)
The individual The Team The Organisation Level of engagement Assumptions About We Assumptions About They Assumptions About Me and Society Context National Cultural Level of Engagement
Level of engagement Correlates directly to: + - ProductivityAbseetism RetentionTurnover Employee SatisfactionApathy Creativity and InnovationNumber of incidents Safe BehaviourNumber of Accidents Customer experienceMistakes Ability to deal with changeApathy Benefit of Engagement – Viljoen (2008)
The individual The Team The Organisation Assumptions About We Assumptions About They Assumptions About Me Self Regard Resilience, Efficacy Personal Responsibility Corporate Citizenship Support, Leadership, Work Attributes Valuing Diversity, Accountability Trust, Competitiveness, Adaptability to change, Inclusivity, Ethics Within the context of the country: Factors critical for engagement
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 BeQ™ - Benchmark of Engagement Quotient
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. 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
Case Study Results BeQ™ - Conducting of Quantitative Research
BeQ™ Model The individual The Team The Organisation Climate Assumptions About We Culture Assumptions About They World View Assumptions About Me Respect, Regard, Resilience, Responsibility Safety Orientation Production orientation Wellness capacity Trust, Inclusivity, Ethics Within the context of the culture/climate: Level of Voice BeQ™ Benchmark of Engagement Quotient Alignment, Support, Supervisor Capability Valuing Diversity, Accountability
High Alignment Safety Focus Language Diversity Low Wellbeing Capability High Risk Taking Decreased Performance Pride Unwillingness to Engage Have voice Sense of Urgency Low Confidence Evident Enablers Outcome Compromisers Manifested Dynamic Inconsistent Perf management Supervisor ‘s Motivation and Leadership Low Acknowledgement Commitment Low Belonging Paralyzed Focus of BeQ Mpira mo ho Focus of BeQ The story of Case organisation
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.
Drivers of engagement in Case Organisation
Mind the gap!!!!
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.
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?
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
Broad research approach Internal properties? Core items Benchmarking BEQ v1 Internal properties? Benchmarking BEQ v2 Related to important outcomes? Model fit? BEQ vBase Equivalence Norm database BEQ language Versions
Prelim results (v1, I-factor): Factor structure is acceptable
Prelim results (v1 I-factor): Factors structure is acceptable
Concurrent validity: UWES Benchm
Descriptive statistics: factors
Predictors of engagement
Drivers Org #1
Drivers Org #2
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
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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