Creating the “Deal” and Priming Conversations for Change
CHT Consulting in Partnership with Edinburgh Napier University have created a two strand approach toward Employee Engagement. Our proposed design would entail a deeper investigation of employee perceptions of the employment deal using the Employee Value Proposition (EVP) survey. Applying the Edinburgh Institute‘s Employee Value Proposition (EVP) model to your Employee Engagement Strategy, we frame its content in terms of anexchange relationship, described here as employer and employee contributions. This means that the organisation can be more explicit about what contributions are expected of employees in terms of effort, loyalty etc. and what they can genuinely expect in return from their people.
Example
This approach calls for a deeper investigation of employee perceptions of the employment deal using the EVP diagnostic online survey tool. It builds a unique insight into the components that underpin the infrastructure for creating pride and belonging, and improved performance – e.g. perceived psychological support, the psychological contract, conversational leadership, and workplace tensions. This informs your organisations readiness for change, paints a picture of future behaviours, what to keep and throw away, and acts as a catalyst for conversations for change.
Meaningful Dialogue brings the Employment Deal to life
High quality conversations call for a radically new tone of leadership that embraces the notion of ‘conversational responsibility’. This means as a leader you take ownership of how you speak and listen, being mindful communicating in a way that may exclude, alienate or disempower others. Our skills development element of the process helps your leaders take responsibility for initiating and signalling a readiness to engage in conversations with your teams, in ways that allow for a frank and open exchange of ideas and information, and the creation of mutually beneficial working arrangements.
The Kantor Structural Dynamics Model and Process when used as part of a group/team intervention, supports a whole systems approach to enabling individuals within an organisation to understand the contribution they make to the system and what needs to change. In times of change leaders need to find a way for real differences to be surfaced and for people to find their authentic voice and bring new understanding to the table. Individuals, while working on “The Deal” learn to engage with each other about what really matters, taking into account the perspective of everyone in the conversation.
Process
We use the two strand approach shown below, which will allow you to develop an understanding of what the DEAL currently looks and feels like. We also support your leaders to develop their dialogic skills and communicative competency, enabling a deeper enquiry into how the Deal should be shaped to support you in delivery of your vision and strategy. We will draw on your organisation DNA to provide the underpinning recipe for shaping the deal.
"First ScotRail have worked with Houston Exchange (formerly CHT Consulting) on a number of key initiatives since FirstGroup took over the franchise in 2004. During this time I have personally worked with Catherine in the development and roll out of people processes that have been key to transforming First ScotRail's culture. These have included a Performance Development process for managers and our Time With Your Manager process aimed at frontline staff. Both of these processes have ensured that people at all levels of the organisation have development plans linked to achievement of organisational objectives.
More recently Catherine has supported First ScotRail in enhancing our Structured Leadership Programme which is aimed at supporting new and inexperienced frontline managers to develop the skills, knowledge and behaviours necessary to become effective leaders. With Catherine's help this programme has been a great success and a key contributor to a marked improvement in engagement levels of both frontline staff and managers. She has also recently provided support in the development of the HR team. This has been invaluable in improving the quality of conversations during team meetings helping to make them much more productive. Catherine's knowledge and expertise in people and organisational development have been invaluable, particularly in defining clear objectives and learning outcomes and in the development of engaging materials and development tools. I also know from personal experience and from the feedback of others that she is an excellent coach. In all my dealings with Catherine I have found her to be extremely professional, competent and committed. This professionalism coupled with her personal style of openness, sincerity, friendliness and flexibility make her truly one of the team when she is working with you."
