Every organisation has its own unique personality, just like people do. This unique personality is referred to as the culture of the organisation and is generally described as “the way things are done around here.”
The problem with this description is that it doesn’t tell us what culture actually is, why it is important and what we need to do to change it.
So let’s delve a bit deeper: Culture is the system of shared assumptions, behaviours, values, beliefs, and reward systems that provide guidelines and boundaries to people on how to interact with each other and behave in the various situations that occur within their organisation.
Culture is created, driven, and communicated by top leadership in the organisation through their own actions and behaviours. It becomes embedded in the organisation through a myriad of processes, reward systems and behaviours that signal and support it. As these values, behaviours, beliefs, and assumptions becomes widely shared throughout the organisation they bind people together and have a strong influence on the way people work.
As for all behaviour and belief driven activities in organisations, supporting systems, processes and tools are vital. Without them people are unable to achieve the outcomes they want and, as a result, the initial energy and enthusiasm that comes from feeling aligned with and connected to the organisation flounders as the level of frustration builds. More on this later.
The drivers of culture are a complex mix of objective and subjective behaviours, values, signals, beliefs, and interpretations that are different for each person. Add to this the compounding complexity that comes from the way they combine and interact and you have huge variation in the way each individual feels about the organisation overall. Trying to assess how changes in culture affect performance are difficult and impractical for leaders to deal with. It is much easier to deal with engagement.
Engagement is the result of an organisation’s culture which has been researched, defined, and measured much more scientifically over several decades. Most importantly, the effect on organisational performance of changing it can be measured and business leaders can make changes and measure the results.
If culture is “the way things are done around here,” engagement describes “how people feel about the way things are done around here.” It is a measure of the level of commitment they have to the organisation and the lengths to which they are prepared to go to make it successful.
Gallup have done huge amounts of research world-wide on the key drivers of engagement and the impact they have on the commercial results that businesses achieve. Download the report here Their list of key drivers of engagement for people can be summarised as follows:
Gallup have conducted nine employee engagement meta-analysis studies (a statistical integration and analysis of many different studies) which combine decades of employee engagement data to illustrate the connections between highly engaged teams and increases in business outcomes. The latest of these analyses in 2016 covered 339 research studies across 82,000 business/work units, 1.8 million employees, 49 industries and 73 countries.
It confirmed what has consistently been shown in the eight previous studies:
That employee engagement consistently affects key performance outcomes, regardless of the organisation's industry or company, on each of nine performance outcomes.
The key findings were:
Gallup conclude that “The relationship between engagement and performance at the business/work unit level is substantial and highly generalisable across organisations”.
Gallup also found in their 2019 survey, that the percentage of engaged workers in the USA had reached 35%, the highest it has been since they first started measuring engagement in 2000. The percentage of workers who are "actively disengaged" -- those who have miserable work experiences and spread their unhappiness to their colleagues -- tied with the lowest level of 13% in 2018.
The remaining 52% of workers are in the "not engaged" category. They are the target group, the people who offer employers the opportunity to achieve the gains in the nine performance metrics shown above.
Gallup describe them as -- “those who are psychologically unattached to their work and company and who put time, but not energy or passion, into their work. Not engaged employees will usually show up to work and contribute the minimum required. They're also on the lookout for better employment opportunities and will quickly leave their company for a slightly better offer”.
Whilst this is US data, the breadth of the Gallup research for over two decades indicates that this same pattern is shown across the world, even though the numbers vary slightly from country to country.
Maximising the potential gains means increasing engagement as widely as possible across the organisation. The problems most people have with this are:
What type of tool would provide the best support platform for leaders? One that would support the processes and allow them to add the leadership behaviours that would make a real impact on engagement and therefore the overall performance of the organisation. So which processes are most critical to support? Use the following process to find out.
We have used an affinity diagram technique to get a helicopter view of Gallup’s 12 drivers of engagement to see if there are some connections between them that will help us sort out where to start. To give us some insight into the support leaders and managers need to deliver the performance gains we used the affinity diagram problem solving technique to sort the 12 drivers into groups, based on whether they have a natural connection to one another.
We then tested which of the drivers of engagement Mariner7 (our support tool) could support. Our findings, shown in blue, show the features of Mariner7 that would support leaders as they work to improve each of the engagement drivers:
PERFORMANCE People know what is required of them & how it contributes to the organisation. They have the resources required to achieve it and they work with similar, like-minded people |
BEING VALUED People are valued as individuals for the contribution they make and the way they make it by other people they work with |
OPPORTUNITY TO DEVELOP People have the opportunity, and are encouraged, to learn and grow |
Knowing what is expected of them. Defining and clarifying the outcomes that are to be achieved Mariner7
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Having someone at work who cares about them and what they think and do. Their contribution to the organisation is valued Mariner7
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Having opportunities at work to learn and grow their knowledge and skills Mariner7
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Recognition for good work. Mariner7
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Being asked for their views and opinions and considering that input Mariner7
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Having someone who encourages their growth and development Mariner7
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Having the opportunity to do what they do best Mariner7
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Having a best friend at work. This comes from a climate of collegiality and getting to know one another, which in turn builds communication and trust. |
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Having work associates who are also committed to producing quality work Mariner7
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Having someone discuss their progress, achievements and goals with them Mariner7
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Explaining the purpose of their work and how it contributes to the purpose of the organisation and its outcomes. Mariner7
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Having the necessary resources, tools and equipment Mariner7
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Mariner7 provides structure and processes around individual and team goal setting, feedback, and individual development, supported by on-line conversations, feedback, and links to learning and development platforms and other external modules such as remuneration.
It is totally customisable to the way you want it to look and work and it has a storytelling feature that gives people data on what others in your organisation are achieving and encourages them to use the tool themselves.
It is designed, built, hosted and supported in New Zealand and is scalable to large and small organisations in any industry.
In their meta-analysis report Gallup say “defining and clarifying the outcomes that are to be achieved is perhaps the most basic of all employee needs and manager responsibilities”. By providing a mechanism that enables the drivers of engagement to be focused on the performance outcomes of the organisation Mariner7 truly does “Bring out the best” for both individuals and organisations.