Abe, C

Kougiannou, K

Pass, S

Ridgway, M

Watling, D

English

Nottingham Trent Institutional Repository (IRep)

Exploring the role of Line Managers in developing and maintaining employee engagement levels Dr Sarah Pass, Derek Watling, Dr Nadia Kougiannou, Dr Maranda Ridgway, Catherine Abe HMRC Counter-Avoidance SMG Conference2nd July 2019  AN EXAMPLE OF ACTIVE DISENGAGEMENT:FROM THE MACLEOD REVIEW (2009) TO A MOVEMENT3Developing research through Topic and Sector TAGs• Line Manager TAG • Behavioural Science TAG For more information, email: sarah.pass@ntu.ac.uk or go to https://engageforsuccess.org/https://engageforsuccess.org/line-manager-thought-action-groupDisseminating research and findings from Regional TAGs • East Midlands TAGhttps://www.linkedin.com/in/east-midlands-engaged/@EastMidsEngagedTHOUGHT AND ACTION GROUPS (TAGS) - WHAT DO WE DO? 4FOCUS OF LINE MANAGER TAG RESEARCH • Who is responsible for developing and implementing engagement initiatives? • What role do key stakeholders have in implementing and sustaining employee engagement initiatives? • What are the challenges to implementing and maintaining engagement initiatives? WHAT WE HAVE DONE SO FAR• Case study research in the public sector • Conducted interviews and focus groups with respondents across the public sector• Semi-structured interviews with key stakeholders (Senior professionals, HR professionals, Line managers, Employees, Unions and Engagement Champions)ENGAGEMENT IS EVERYONE’S RESPONSIBILITY • Line managers were the medium between different stakeholders, and the implementers of engagement initiatives. • HR’s role was to facilitate the process and transactional aspect of employee engagement• Senior management need to be the advocate of engagement and are accountable for leading and driving it.  • Union representatives supported and encouraged engagement between front-line staff and organisational initiatives.  • Engagement required employees to be partners and engage in initiatives.  WHAT ARE THE CHALLENGES FACING YOUR TEAM? WHAT ONE CHANGE WOULD YOU MAKE? #ONECHANGE9Thank you Research Team: Sarah Pass, sarah.pass@ntu.ac.ukDerek Watling, derek.watling@ntu.ac.ukNadia Kougiannou, nadia.Kougiannou@ntu.ac.ukMaranda Ridgway, maranda.ridgway@ntu.ac.ukCatherine Abe, catherine.abe@ntu.ac.uk

Exploring the role of line managers in developing and maintaining employee engagement levels

Exploring the role of Line Managers in developing and maintaining employee engagement levels Dr Sarah Pass, Derek Watling, Dr Nadia Kougiannou, Dr Maranda Ridgway, Catherine Abe NBS Research Advisory BoardAN EXAMPLE OF ACTIVE DISENGAGEMENT:FROM THE MACLEOD REVIEW (2009) TO A MOVEMENT3Developing research through Topic and Sector TAGs• Line Manager TAG • Behavioural Science TAG For more information, email: sarah.pass@ntu.ac.uk or go to https://engageforsuccess.org/https://engageforsuccess.org/line-manager-thought-action-groupDisseminating research and findings from Regional TAGs • East Midlands TAGhttps://www.linkedin.com/in/east-midlands-engaged/@EastMidsEngagedTHOUGHT AND ACTION GROUPS (TAGS) - WHAT DO WE DO? 4FOCUS OF RESEARCH • Who is responsible for developing and implementing engagement initiatives? • What role do key stakeholders have in implementing and sustaining employee engagement initiatives? • What are the challenges to implementing and maintaining engagement initiatives? WHAT WE HAVE DONE SO FAR• Conducted interviews and focus groups with almost 70 respondents across the public sector• Semi-structured interviews with key stakeholders (Senior professionals, HR professionals, Line managers, Employees, Unions and Engagement Champions)ENGAGEMENT IS EVERYONE’S RESPONSIBILITY Senior Management ‘unless the person at the top are fully engaged and visible and motivating in their own right, and leading by example, then you will find it very difficult to get right down and to reach the people who matter…there has to be a level of physical buy in.’ HR ‘support and provide skills, provide encouragement, and share learning’Unions ‘wouldn’t be able to take this forward without their input, or their support in it’ Line Manager ‘senior managers might be sitting there and designing or talking about how they’re going to do things, [it is] ultimately [line managers] who are left to actually drive that change forward and drive and engage with the staff’ Employees ‘Managers need to engage their staff, but staff need to engage with the managers to actually get a good working relationship’‘you can’t force someone to be engaged’ 7EVERYONE HAS A ROLE• Line managers were the medium between different stakeholders, and the implementers of engagement initiatives. • HR’s role was to facilitate the process and transactional aspect of employee engagement• Senior management need to be the advocate of engagement and are accountable for leading and driving it.  • Union representatives supported and encouraged engagement between front-line staff and organisational initiatives.  • Engagement required employees to be partners and engage in initiatives.  ROLES AND RESPONSIBILITY OF EMPLOYEE ENGAGEMENT INITIATIVES Pass et al., (2019)InformSupportInformEngage EMPLOYEES                     are                            PartnersLINE MANAGERS                    are                         ImplementorsSENIOR LEADERSHIP are CatalystsUNIONS are Enablers HR are Facilitators GuideSustainStrategizeSupportFeedbackTranslateInfluenceShareInspireGOING FORWARD…• Invited to undertake more fieldwork in NHS Scotland and HMRC • Collaboration of research projects between Line Manager TAG and Behavioural Science TAG • Public Sector engagement conference and East Midlands Regional Events 10IMPACT • How do we capture it? • How can we utilise our connections with organisations and Engage for Success? • Avenues for funding? 11Thank you Research Team: Sarah Pass, sarah.pass@ntu.ac.ukDerek Watling, derek.watling@ntu.ac.ukNadia Kougiannou, nadia.Kougiannou@ntu.ac.ukMaranda Ridgway, maranda.ridgway@ntu.ac.ukCatherine Abe, catherine.abe@ntu.ac.uk

http://irep.ntu.ac.uk/id/eprint/37121/1/14249_Pass.pdf

Exploring the role of line managers in developing and maintaining employee engagement levels

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