Conducting successful 360-Degree Feedback

When used correctly multi source assessment, or 360-degree feedback, is a most useful personal development tool that can be used not just for personal development but also for talent and performance management in a positive sense.  If it is not undertaken independently and confidentially, the process can result in a destructive situation from which it can take some time to recover.

Multi source assessments, 360 degree feedback as the process is more often called, are where feedback is sought by an individual from themselves, his/her peers, customers, stakeholders, superiors and subordinates or any combination. The assessee must always be one of the respondents because their opinion of themselves is at the very heart of the assessment.

Multi-source assessment is a very sensitive activity that touches people to the very core of their personality. As such, it should be completed sensitively and empathically.

In our experience  of conducting multi source assessment for our clients, these are some of the factors that have resulted in a successful outcome.

CULTURE

Organisations that have used multi source assessment successfully have a positive culture, where openness and trust is a given and honest feedback is part of a constructive continuous improvement strategy, in terms of both the organisation and the individual.

CONFIDENTIALITY

Multi Source assessment is best undertaken in a situation where confidentiality can be guaranteed and maintained. The main reason that organisations have come to us to conduct their 360 feedback is that we can provide an external, impartial and anonymous service. This encourages candid responses from all participants.

QUESTIONNAIRE

The questionnaire itself is a major factor in the success of the multi source assessment process. It’s vital that the questions are written in a clear manor, with no element of ambiguity at all. It’s always helpful to include open ended comments, as these often provide excellent insight into the reason for the answers given as well as giving the participant a chance to add their own views. We would recommend that these are optional though, as having to make personal comments can make some people feel uncomfortable.

COMMUNICATION

Organisations should have a clear communication strategy for disseminating the purpose aims and intentions of the multi source assessment project. Crucially, when considering the process, organisations should make sure they have buy-in from all the participants involved before the process is started. We often conduct assessments from the top down, with the senior leadership team undergoing 360 reviews first then rolling out the process to middle managers. This shows everyone in the organisation that the leadership team are leading by example.

SUPPORT

Be supportive of individuals post assessment. Give the assesse time to digest and accept the feedback and ensure they have the opportunity to discuss it in confidence at a time and place to suit them. There may some difficult aspects, but focus on opportunities for the assessee to develop and improve their skills, behaviours and working relationships. Assessees should be able to agree a personal, needs led development plan as a result of the process.

Finally, here are a few ‘Don’ts’ which should go without saying every time…

  • Don’t conduct a 360 for anyone who isn’t fully on-board
  • Don’t link the outcome of the process to merit, pay or reward
  • Don’t use any negative feedback punitively towards the assesse
  • Don’t use the 360 process in isolation, without follow up actions or post-assessment support
  • Don’t compromise confidentiality
  • Don’t produce excessively long, wordy outcome reports that lack clarity

Find out more…

INSPIRING offers a huge range of options when it comes to feedback, from a full 360-degree assessment to a more focused approach. This enables you to choose the option that is best for your business needs, helping you to get the feedback you require. Call us on 0800 612 3098 or email info@inspiring.uk.com for more information.

Want to increase productivity? An Employee Engagement Strategy is a good place to start.

Businesses with an effective employee engagement strategy will be rewarded with greater levels of innovation; increased commitment from employees and, ultimately, better productivity that will impact directly on business performance.

Examples of positive employee engagement practices include:

  • Shared decision-making
  • The opportunity for all people to influence the planning process
  • A robust approach to communicating
  • An open flow of information
  • The development of effective leaders and managers

For this article we thought we would focus a bit more on the people aspect and look at how workplace behaviours and relationships impact on employee engagement levels, which in turn affect the productivity of your team. Here are some of our thoughts on the fundamentals that lie behind a great employee engagement strategy.

Reciprocity

At the heart of the employment relationship is reciprocity. If employees believe that they are supported by their employer (and their line manager) in getting what they want out of work beyond just money, they will respond with positive behaviour.

The right person for the right job

Creating a fit between the needs of the role and the needs of the individual person will help to build a culture which is driven by supportive behaviours that are good for performance and productivity.

Competence & Capability

Make sure that managers have a good understanding of what their team members’ individual competencies and capabilities are. Giving individuals the opportunity to use their skills to the best of their ability will give them great satisfaction whilst the business will gain value by making the lost of them.

Encourage Self-determination

Enable your people to make decisions for themselves at a level appropriate to their role and responsibilities.  Allow individuals to initiate and regulate their own actions whilst ensuring line managers step up to their role of supporting their team members.  It’s about creating a good level of trust within your business, i.e. does the manager trust the team member to do the job?  Does the team member feel trusted?

Impact

Make sure that your people understand the impact they have on business performance as a whole.  At all levels they should be able to describe the contribution they make and the important part they play in the success of the organisation.

 

If you’ve recently started to develop your employee engagement strategy or are looking to revive your existing one the main thing to remember is that it doesn’t need to involve expensive investment or developing a whole new set of policies and procedures. It does however need wholehearted support from your Leadership Team through their leadership and strategic vision, and the active buy-in of effective line managers.

At INSPIRING, we’ve helped thousands of organisations with Employee Engagement issues over the last 15 years and we’d be happy to share our experience with you.

Call us on 0800 612 3098 to find out more or email info@inspiring.uk.com or get in touch using the form.

4 ways to encourage better teamwork in your business

In a teamwork culture, team members work collaboratively to further their team’s objectives, perhaps even placing these objectives ahead of their own individual goals. Organisations where employees work alone or in silos will arguably become less productive over time compared to organisations that encourage teamwork.

The message should come from the top, with your Senior leadership team communicating the clear expectation that teamwork and collaboration are expected. However, there are some key issues which should be dealt with as a team leader or line manager, in order to maintain a positive teamwork culture. We’ve highlighted 4 ways that you can encourage better teamwork, based on both our experience of working with organisations on their employee engagement and leadership development strategies and by looking at trends within the employee surveys that we’ve conducted for our clients.

Leaders are only as good as their teams (and vice versa!)

As a leader or manager, you are setting the tone for the rest of the employees in the workplace and your positive attitude and energy will help to motivate and inspire your team. There is lots of good advice out there on how to be a good team leader but I’ll highlight a couple of issues that often come up in our clients’ survey results.

  1. Try to adopt a coaching approach rather than a ‘do as I do’ attitude, allowing team members to demonstrate what they can do without constant interference. Giving clear instruction without micro-managing will prove to your team members that you believe in their abilities and efforts.
  2. Consistency is key when it comes to managing your team. It’s impossible to build trust amongst your team is there’s perceived favouritism. Make sure team members feel they are treated fairly and equally, and take care not to exclude anyone from group decisions or activities. It seems obvious, but conduct team meetings on a regular basis and allow your team members the opportunity to volunteer or get involved with special projects or tasks.

Encourage open communication

Encouraging a culture of open communication will help develop great teamwork and will undoubtedly have a positive on your team’s overall performance. Communication is often an area which scores poorly in the Employee Surveys we conduct. In our experience, many employees often feel that they aren’t being listened to, whether it’s by their immediate managers or the senior leadership team. Your team should be confident in sharing their ideas, points of view, and feelings and not be afraid of doing so.

Let employees know their contribution is valued by introducing rewards for feedback and suggestions. Encouraging contributions from teams rather than individuals will help get team members working together more closely so make sure you offer rewards for collaborative efforts as much as recognising individual contributions and achievements.

Define and share responsibilities

The more clearly you define your team members’ roles and responsibilities, the more effectively they can meet expectations. The team as a whole, as well as individual team members, must have clearly defined responsibilities and objectives in order to focus their efforts. Your team should be encouraged to recognise each other’s role on the team, helping one another when needed. No one completely owns a work area or process all by themselves. As a manager, make sure your team members have opportunities to cross-train others in the team so that the team’s contribution to the business and service to customers is reliable and consistent. This inspirational quote sums up the point perfectly: “The strength of the team is each individual member. The strength of each member is the team.” (Phil Jackson)

Resolve Conflicts

You spend many hours of your life at work, so getting along with your colleagues is very important. Conflict and ‘politics’ amongst team members is a major cause of stress at work. For example, our clients surveys have revealed instances such as team members arguing in public, others giving each other the silent treatment and where one person was left to do all the work while their team members allegedly ‘slacked off’. As a manager or team leader you’ll need to make sure that any tension is resolved as quickly as possible to prevent long-term damage to your team dynamic. Put in place a clear process for employees to raise and resolve issues, so they know they are being listened to, taken seriously and that issues will be dealt with fairly. Teams which include people that do not get along with one another will quickly collapse, become inefficient and unproductive.

 

Team up with INSPIRING…

At INSPIRING, we’ve helped thousands of organisations with Employee Engagement issues over the last 15 years and we’d be happy to share our experience with you. We are also an approved CMI centre providing leadership and management training at different levels with the option of CMI qualifications.

Call us on 0800 612 3098 to find out more or email info@inspiring.uk.com or get in touch using the form.

Could 360 degree feedback help rejuvenate your workforce?

If you’re thinking about running a 360 degree feedback exercise, you may find our objective look at the pitfalls and advantages of 360 degree feedback useful in deciding if it could help rejuvenate your workforce.

Three Common Pitfalls of 360 Degree Feedback

1. 360 degree feedback is a very sensitive activity that touches people to the very core of their personality and it should be completed sensitively and empathically. If the purpose, methodology or understanding of multi-source assessment is misunderstood, it can result in a destructive situation from which it can take years to recover.

2. 360 degree feedback should never be linked to merit, pay or reward. Under ideal circumstances multi-source feedback is used as an assessment for personal development rather than evaluation. Certainly, the results should never be used as a way to punish the individual in any way.

3. Some would agree that 360 degree feedback can take people outside of their comfort zones and result in some difficult conversations. People may be afraid to give honest answers, perhaps in fear of lack of anonymity or they’ve been encouraged to collude with others respondents to give false opinions.

 

Three Advantages of 360 Degree Feedback 

1. In some cases, 360 degree feedback can be used to reduce tension, for example, if an employee is having difficulties with their manager or there is a perceived ‘personality clash’, the end results averaged and weighted by feedback from others could offset or diminish potential personal misjudgements.

2. The 360 degree feedback process is a good way of improving communication within your organisation and can be a useful tool in the run up to a company restructure and to help implement change. The process can help break down barriers between areas in the company and create a culture of openness and trust.

3. Different people often have vastly different views of who we are. To know what we look like in another’s eyes provides a strong enabler for personal development and growth. Being able to gather and analyse the perceptions of colleagues, not just those we report to, can be extremely powerful in helping us understand how our actions play out from many points of view, other than our own.

 

Tips for success

  • Have a clear communication strategy for disseminating the purpose aims and intentions of the assessment
  • Develop an unambiguous questionnaire which includes open ended comments
  • Have a properly constructed competency framework and link this to your organisational goals and values
  • Maintain confidentiality
  • View criticism positively and as an opportunity of personal development
  • Have a plan of support and development in place for candidates following the assessment.
  • Provide clear, consistent and easily understood results reports.

 

If you would like to speak to one of the team at Inspiring about 360 degree feedback, call us on 0800 612 3098 or email info@inspiring.uk.com or get in touch using the form. You can also visit our 360 Degree page for more information.

The Happy Employee: Transparency

When it comes to the workplace environment it can be difficult to ensure total transparency. The phrase ‘you are the face of the company’ is something that employees often hear, and whilst this is designed to encourage employees to represent the company as best as they can, it is also true.

As an employee, you are responsible for various company procedures, as well as client interactions – acting as a major part of the company. Which is why transparency in business is important; how can you represent your company without total understanding of how the business runs? By implementing transparency in the workplace, you can effectively increase overall employee productivity.

Information

Some companies limit the information that they provide to employees; both client related and internal. By including employees in communication about the company’s profits and achievements, a positive connection is forged – as employees can understand how their hard work contributes to the company’s success. The same can also be applied to losses and any setbacks, as employees will feel invested and increase their efforts to ensure the company gets back on track.

Authority

By providing authority to employees, you can motivate them to become empowered. Employees who are given authority become more inspired to be decisive and take responsibility for their actions, both of which are strong elements in great employee performance. This also reduces time wasted on waiting for approval from a higher authority, and allows employees to continue with the work that they are given at their own pace.

Communication

Giving your employees an opportunity to discuss ways for the company to move forward, improve operations or point out areas that require development, allows you to establish a connection with your team. Show them that management appreciates and values employee thoughts and suggestions. Consider implementing the changes and requests your employees offer, where applicable, as this further cements your relationship with your employees and demonstrates that they are an important part of the business.

Deliver on your promises

As management, it can be easy to offer incentives to your employees to encourage them to work harder and more productively. Whilst these incentives can be an effective tool, often we can forget what we have promised – or put it to the side so we can focus on more important things. However, by not delivering on your promises to your employees, they can become unhappy, resulting in a lower standard of employee performance. By ensuring incentives are given to employees, big or small, and providing everyone with the chance to receive these bonuses, you are ultimately encouraging employees to work harder to receive these benefits.

 

Ultimately, transparency provides your employees with a clear and happy path to success, allowing them to feel valued, supported and involved, whilst ensuring any grievances can be swiftly and effectively handled.

Help your employees beat the January blues

Most people agree January is a pretty miserable month. This year, Monday 20th January is Blue Monday – scientifically (or not as the case may be!) the most depressing day of 2020. But in all seriousness, business should recognise the risks associated with not managing employees health and well-being effectively. We’re sharing our thoughts about three subjects that contribute to stress in the workplace and have a negative impact on the well-being of your staff.

MINIMISE STRESS THROUGH A HEALTHY WORKPLACE CULTURE

It’s no surprise that stress is the number one cause of long-term absence. According to HSE statistics, in 2018/19 there were 0.6 million new or long-standing reported cases of work-related stress, depression or anxiety in the UK.  In 2018/19,  12.8 million working days lost due to work-related stress, depression or anxiety.

Pressures and stresses can come from both work and home. At work there are often heavy workloads and long working hours, while at home there can be financial stresses, lifestyle pressures and general family concerns, all of which have an impact on the way people feel and act at work.

Employers should consider the mental, as well as physical, wellbeing of their employees, focusing on prevention rather than reacting to some of the possible outcomes such as high staff turnover, high absenteeism rates and the associated business costs with both of these.

The introduction of flexible working or flexi-time can help employees deal with stress by allowing them to balance their work and personal lives more effectively and reducing the need to take time off. Businesses should also ensure managers at all levels of an organisation are supportive and empathic. Awareness, encouragement and recognition are important, as feeling valued and appreciated provides a key extrinsic motivator which can have a positive impact on a person’s well-being.

Visit the HSE website for more information about dealing with workplace stress: http://www.hse.gov.uk/stress/

LIMIT OUT OF HOURS COMMUNICATIONS

Just about everyone is contactable all of the time these days. Often it’s hard to ignore those emails and messages when they come in, even if it can wait until Monday morning. As an employer or manager, it might be worth taking a moment to think about how sending emails out of hours might affect the recipient and put them under unnecessary pressure. If you don’t require an immediate response but just want to tick it off your ‘things to do’ list, consider setting up a time delay or create a draft to send early the next working day instead.

DISCOURAGE PRESENTEEISM

Presenteeism, where employees continue to come into work when they are unwell, can be a big issue for employers. A member of staff who is not fully fit enough to engage at work may be physically present but will not be making a proper contribution to the business, impacting not only the quality and quantity of the work they produce but affecting the overall working atmosphere, including for the people around them.

‘Presenteeism’, or people coming into work when they are ill, has more than tripled since 2010, according to the latest CIPD/Simplyhealth Health and Wellbeing Survey. The survey reports that 86% of over 1,000 respondents said they had observed presenteeism in their organisation over the preceeding 12 months, compared with 72% in 2016 and just 26% in 2010. Having unhealthy people at work could create a vicious cycle, with more employees falling ill after catching a cold or illness from sick colleagues.

Presenteeism is more likely to occur there is a culture of working long hours and where the demands of the business take priority over employee wellbeing. Employers should take action to make sure that the culture of the business supports employees as recognising the importance of healthy, happy staff will lead to business performance improvement across the board.

Do something about the wellbeing of employees in your organisation…

INSPIRING provide a range of support for organisations looking to improve their Health and Wellbeing culture, including Employee Surveys, Leadership and Management Development and consultancy services to help implement BS 76000 – Valuing People standard.

4 key ways to increase personal productivity

In both your professional and personal life, productivity has its place. But why is productivity important?

From a business perspective, productivity is the efficiency in which a company runs. However, while productivity is imperative from a company’s standpoint, personal productivity is just as crucial. By maximising your own productivity you are reprogramming your mentality towards tasks, which can then be applied to your professional work life.

Decide how long to work for

It can be very easy to begin a task, or even a work day, with the notion that you will work for as long as you can force yourself to concentrate, or for as long as you can. But by resigning yourself to work in this state of mind, you’ll find yourself often looking at the clock and willing the time to go faster. Once you decide how long to work for, commit to it. As a result of this you’ll find that the first few hours of the day go by much faster – and you’re spending much less time clock watching.

For example, if your work day is 8 hours long – commit to producing a worthwhile work output for 8 hours. Not only will time go a lot faster because you’re focusing on your work but you’ll also feel a sense of accomplishment. Once you know how much time you’ve assigned yourself to complete tasks in, plan what tasks you’re going to focus on and provide time allocation for each piece of work. Assigning one hour for a task to be completed in a high standard means that you can complete 8 similar tasks by the end of the day.

If you need help, ask

Asking for help is often seen as a sign of weakness; this is why typically we avoid asking for assistance when we are struggling with a task. Rather than putting yourself under pressure to try and complete a task that you don’t understand, finding someone to help you is much more effective. It presents you as willing to visit various options in order to produce worthwhile results. Asking for advice or assistance can save you time and resources. Plus, it reduces the chances of having to begin the work again.

Know when to take a break

Breaks are important for your brain, as well as your wellbeing. Productivity is about working to your best capability to produce a high-quality work output. However, by not giving your body and mind the rest that they deserve, you ultimately end up reducing your productivity. Working continuously for hours at maximum productivity is a fail-safe way to exhaust yourself. Alternatively, try working in shorter bursts to ensure that you are not tiring yourself out, and to help you achieve maximum amounts of efficiency. Giving yourself a ten minute break every few hours is sure to help clear your mind, making you ready to work productively once more.

Prepare for the next day

At the end of your work day, or after completing your tasks, try to spend half an hour planning the next day. Be realistic about what you want to achieve, and do any research or organising that you may need to do. By preparing yourself in advance for the next day, you ensure that the time you spend working is entirely on the tasks you have set yourself, rather than on unnecessary efforts. By providing yourself with an agenda you also leave your brain free to think about more important things that need your attention.

 

How do you make yourself more productive?

 

Reward and recognition of employees without breaking your budget

Rewarding staff is a great way of motivating them and maintaining employee satisfaction. But how can you do so without spending money? We understand that as a business you can’t throw bonuses their way every time you want to say ‘well done’ or ‘thanks for the good work’. We’ve created this article to share some top tips for showing your employees appreciation for a job well done without putting pressure on already stretched budgets.

Keep hold of your talent

Employee satisfaction is absolutely vital in any workplace, but that doesn’t mean salary reviews and end of year bonuses have to be the ‘be all and end all’. To motivate and retain talented employees for the year ahead, employers need to develop more innovative recognition and reward strategies that don’t rely on money alone. Doing so will protect against misalignment between company goals and individual activities and keep everyone on track. You will maintain and improve employee happiness without damaging the company’s budget.

Honesty is the best policy

Speculation and gossip surrounding pay increases and bonuses can be dangerous. It’s impossible to eliminate this completely but you can make sure that you’re delivering a consistent and honest message about opportunities for financial reward in the coming months and years. Employee wellness is important, so it’s important they know how things like pay increases work because, if for example, an employee had false information, and was hoping for a bonus/increase in the nearby future it could lead to constant disappointment and the employee might start doubting their work and lose motivation and interest. That’s why it’s important you provide accurate information. This will give your employees a sense of control over their futures and help to create an open, honest workplace.

Offer opportunities

A good way to recognise high performance is to offer opportunities to broaden your employees’ experience. For example, ask them to lead an internal knowledge sharing session or offer a day’s job shadowing. This could lead to creating a new role for them in another area of the business. Engaging with the aspirations of your employees and creating personal development plans that help them realise their ambitions is crucial to retaining talent.

Regular feedback

Taking the time to evaluate your communication and feedback processes sends a strong message that you care about employees’ development and that good work will be recognised. Without structured feedback employees can feel like the quality of their work, good or bad, goes unnoticed. Staff surveys and focus groups are a good way of achieving this.

Say ‘thanks’!

It’s common knowledge that  a lack of recognition from management is one of the most demotivating factors for employees. Taking the time to highlight good work will boost employees’ job satisfaction and put any constructive criticism in context. Drawing attention to achievements across teams can be a powerful motivation to other team members.

Satisfied staff equals satisfied customers equals business growth

There has been extensive research over the years that sets out to prove that improving employee satisfaction impacts directly on organisational performance and, ultimately, organisational success. It's certainly true that satisfied staff are likely to result in a satisfied customer base, and satisfied customers directly impact on the bottom line.  

If employees believe that they are and will be supported by the employer, especially  their line manager, in getting what they want out of work, beyond just money, they will respond with positive behaviour – high employee engagement levels. Specific employee engagement practices include:

  • Shared decision-making
  • The opportunity for all people to influence the planning process
  • A robust approach to communicating
  • An open flow of information
  • The development of effective leaders and managers

What’s the impact of Employee Engagement on the bottom line?

Past research has thrown up many different finding in terms of putting the impact of employee engagement into figures. Aon Hewitt’s 2014 Engagement Report examined the link between engagement and its impact on a business’ bottom line, finding that organisations in the top quartile for engagement, where more than 70% of employees are engaged, saw a 4% increase in sales growth compared to an average company. By contrast, sales growth in bottom quartile engagement companies was down 1%.

In  a recent article for Forbes, Kevin Kruse points out the argument that “Maybe employees are just more engaged when their companies are growing, bonuses are big, and stock prices are climbing.”. However, this viewpoint has been investigated in a research paper by Silvan Winkler, Cornelius König and Martin Kleinmann.  New insights into an old debate: Investigating the temporal sequence of commitment and performance at the business unit level  looked at the organisational commitment of 755 retail bank employees from 2005—2008, along with financial performance and customer satisfaction of the business units they worked in. The study provides insight into the relationship between job attitude and job performance, finding that while the impact of business performance on attitudes diminishes after 1 year, the impact of employee attitudes on business performance lasts much longer, in fact up to 3 years.

Organisations that place effective employee engagement at the heart of their business strategy will be rewarded with greater levels of innovation; increased commitment from employees; improved customer satisfaction and, ultimately, better productivity that will help gain competitive advantage. It does not require complex or expensive investment in new ways of working but it does need wholehearted support from senior managers through their leadership and strategic vision, and the active buy-in of effective line managers.

INSPIRING Business Performance provides valuable, practical advice for organisations who want to improve employee engagement or look more generally at achieving performance improvements.

 

Want more sales? Have happy employees

An unhappy workforce is something your customers will pick up on and will undoubtedly impact your sales. In addition, unhappy employees usually unproductive employees. It’s therefore crucial to dedicate resources to ensuring your employees are happy in their work.

Happy, productive employees

There’s plenty of evidence around relating to the link between employee engagement and productivity. A study from the University of Warwick suggested that happy employees were 12% more productive. The research was carried out by Professor Andrew Oswald, Dr Eugenio Proto and Dr Daniel Sgroi from the Department of Economics at the University of Warwick. Professor Oswald said: “Companies like Google have invested more in employee support and employee satisfaction has risen as a result. For Google, it rose by 37%, they know what they are talking about. Under scientifically controlled conditions, making workers happier really pays off.” Dr Sgroi added: “The driving force seems to be that happier workers use the time they have more effectively, increasing the pace at which they can work without sacrificing quality.”

Happiness and your bottom line

When it comes to the impact of employee happiness on sales, research by the Hay Group found that organisations scoring within the top 25% for employee engagement achieve 2.5 times the revenue growth of organisations in the bottom 25%. The Hay Group reported more evidence of the positive impact of employee engagement, finding that high engagement levels can reduce employee turnover by 4%, which reduces recruitment costs. It also found a direct link between employee engagement and customer satisfaction, suggesting that employees who are happy at work will often go the extra mile when it comes to customer service (backing up the theory behind the title of this blog!).

Valuing your people

The key to employee happiness is balancing the value that you place on your employees with the value that they get out of working for your organisation. If your business plan includes a strategy for valuing people and ensuring the happiness of employees, the benefits could be huge. For example, more ideas, greater commitment, improved customer service and, ultimately, better productivity that will help to gain a competitive advantage.

If working for your organisation creates a valuable experience for your employees, they are more likely to remain loyal and put in extra effort.  The result of that extra effort is an employee whose value to your organisation far outweighs their cost.

This may sound like the holy grail of employee relations, but it really doesn’t require complex or expensive investment in new ways of working. What it does rely on is wholehearted support from your senior leadership team, through their vision, leadership and communication.

Team up with INSPIRING

INSPIRING provides valuable, practical advice for organisations who want to improve employee engagement or look more generally at achieving performance improvements. Take a look at our employee surveys, leadership programmes or find out more about BS 76000 – the British Standard for Valuing People. Get in touch using the form on the left, email us or call us free on 0800 612 3098.