People are encouraged to take ownership and responsibility by being involved in decision making
Evidence 1. Managers can describe how they promote a sense of ownership and responsibility by encouraging people to be involved in decision-making, both individually and through representative groups, where they exist. 2. People can describe how they are encouraged to be involved in decision-making that affects the performance of individuals, teams and the organisation, at a level that is appropriate to their role. 3. People can describe how they are encouraged to take ownership and responsibility for decisions that affect the performance of individuals, teams and the organisation, at a level that is appropriate to their role. | What this means in practice To meet this indicator, people throughout your organisation will have the opportunity to get involved in making decisions that will have a positive impact on the organisation's performance. Through their involvement, people in your organisation will demonstrate the ways in which managers encourage them to own decisions and take responsibility for them in a way that improves their own performance and that of their team and the organisation as a whole. In line with the shared values in your organisation, people will describe how their involvement in decision making has been encouraged by managers. Managers may adopt a number of different approaches to involving their people. A manager's style and approach may vary depending on the people involved. For example, some people may need advice and guidance in decision making and will look to their manager for this support. Other people may seek responsibility and ownership for decisions more readily. The common factors will be encouraging people wherever possible and ensuring that this encouragement is recognised by all concerned. Download Survey to measure Employee Engagement
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Here are some ideas to consider:
Downward Communication:
Managers provide information to people to develop their understanding of the firm’s plans and objectives – e.g. presentations and team briefings.
Upward problem-solving:
Share the knowledge and opinions of employees, listen to their ideas, encourage team working and looking for improvements – e.g. suggestion schemes and employee survey.
Task participation:
Encourage people to expand the range of tasks they do – e.g. job rotation, discussion between managers and people.
1 to 1 Meetings with Line manager:
One-on-one meetings allow managers to make a real connection with each person on the team. Managers can become a problem solver, a coach, an advisor, an influencer, or even an enabler to allow people to improve their performance.
Financial Participation:
Link people’s overall pay to the success of the organisation. This assumes people will work harder if they receive some financial reward for their contribution to the firm’s success – e.g. profit sharing schemes or share ownership plans.
- Every employee should have the opportunity to discuss and agree their own specific work objectives
- All employees should have some opportunities for working and making decisions independently, for instance about how they arrange their workload, how they carry out tasks or what equipment they use
- there should be at least one forum or channel allowing staff to express views or ideas which will be taken into account in future planning or improvements.
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