Categorie Lectuur (retentie-management.com)

The Art of Engagement – Het proces van strategisch engagement

We weten dankzij Jim Haudan, auteur van het boek The Art of Engagement, wat engagement voor jou betekent, waardoor jij gedisengageerd raakt en hoe organisaties dankzij de 6 sleutels tot de kern van het engagement kunnen komen. Met deze informatie kunnen organisaties het proces van strategisch engagement starten en de kloof tussen mensen en mogelijkheden verkleinen. Dus hoe start een organisatie met het strategisch inzetten van engagement?

Het proces van strategisch engagement

Haudan erkent vier stappen bij het starten van het process van strategisch engagement. In eerste instantie moet strategisch engagement door HR professionals worden aanzien als een proces. Daarna moet het groter geheel zicht- en voelbaar zijn. Dit betekent dat HR professionals een ‘plan van aanpak’ moeten opstellen. Vervolgens moeten de doelen worden gekoppeld aan het frame wat in de tweede stap is bepaald. Tot slot moeten de HR professionals de mogelijkheden ontwikkelen zodat het framework daadwerkelijk kan worden ingezet.

1. Strategic Engagement as a process

  1. Do you think of strategic engagement of people as a process? Why or why not? What do you believe is the major difference between approaching strategic engagement of people as a process versus assuming that “great talent will get it done”?
  2. Where do strategy, communication, learning and businss results come together in your organization? Who manages that point of integration? Does anyone manage that point of integration?
  3. What would be your greatest weakness in your attempt to strategically engage your people to create better business results?
  4. What would be your greatest strength in your attempt to strategically engage your people to create better business results?

2. Creating a line of sight

  1. Think of all the effort you have undertaken to convey to people what needs to be done to execute key strategies or initiatives. What are the roadblocks that keep people from truy understanding what to needs to be done and why? What do you believe is really behind these roadblocks?
  2. Of the five building blocks of a line-of-sight-language – the big picture, economics, customer value, process and strategy – which ones are most critical to helping people understand their roles in executing your strategy?
  3. If you were to rate your senior leaders in creating a common mental model, your managers in interpreting and translating that model, and individuals ability to interpret and apply the model to their daily work, where is your organization strongest? Where is the greatest opportunity for improvement?
  4. What is your bear? How could you use this insight to improve your ability to engage your people in executing your strategy?

3. Connecting Goals

  1. On a scale of 1 to 1O0, how would you rate your senior team in promoting individual ownership of the whole for your company’s goals? What could you do to test the validity of your rating?
  2. How would you quantify the lost resources or unachieved opportunities connected to your responses on question 1?
  3. In your business, what and where are the most prominent gaps between team goals and overall company goals? What could be done to interlock the goals between these two levels in your organization?
  4. Now, consider only the people you manage. How would they answer these questions?
    1. How does what I do fit into where the company is headed?
    2. What do you want me to do differently?

4. Developing capabilities

  1. How aligned are you leader behaviours with your organizations strategy? Which specific behaviors support the strategy and which conflict with it?
  2. If you were to draw the leaders behavior that are inconsistent with your strategy, what would that sketch look like? What statements would you put in thought bubbles of the people in the sketch?
  3. Which senior leaders behaviors must be aligned to support the business strategy? How will senior leaders hold themselves accountable to these behaviors?
  4. How well are your managers developing their skills so that they can translate your strategy to teams and individuals?
  5. What film clips or other examples could you use to help people see what it looks like when leaders and managers are engaging their people? How could you bring your managers together to connect these film clips or examples to your own business strategy?
  6. How strongly is your frontline skill training connected to executing your strategy?
  7. How would you use simulation to create greater opportunities for both managers and individuals to practice before they master new skills?

Bekijk jij het engagement van medewerkers als een proces? Hanteer jij deze 4 stappen voor een strategisch engagement binnen jouw organisatie? Laat je reactie na in de comments. Ook aanvullende actiegerichte vragen zijn welkom!

Deze blog heeft het engagement van personeel als thema. Klik op de hyperlink voor de beste blogartikelen over het engagement.

0 antwoorden

Plaats een Reactie

Meepraten?
Draag gerust bij!

Geef een reactie

Het e-mailadres wordt niet gepubliceerd. Vereiste velden zijn gemarkeerd met *

Deze website gebruikt Akismet om spam te verminderen. Bekijk hoe je reactie-gegevens worden verwerkt.