Manners & Murphy Dec 3rd The Employee Engagement Event

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These are slides that were presented at The Employee Engagement Event held in London on December 3, 2013. They encompass four presentations and case studies from Britain’s biggest brands, a social media expert and employee recognition scheme professional.

Attendees took away clear insights and new ways of thinking to tackle the area of engagement to drive greater productivity and loyalty from your staff.

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Manners & Murphy Dec 3rd The Employee Engagement Event

  1. 1. Manners & Murphy
 The Employee Engagement Event December 2013
 " 02/12/2013!
  2. 2. Todays event" •  Speakers! •  •  •  •  •  Gary Lumby – Employee Recognition! Amber Kelly – Serco – A Global Case Study! Wendy Leedham – The Four Enablers of Engagement! Jo Dodds – The Social Media Opportunity! Q&A after each presentation! ! •  Mid-morning interval at 10.30am! ! •  if you want to Tweet during the event #EEE" •  @MannersMurphy" •  M&M 2013 Employee Engagement Report! 02/12/2013!
  3. 3. A quick intro to us" 02/12/2013!
  4. 4. Linking internal and external customers across the business" Manners & Murphy (M&M) is an engagement consultancy:! •  Employee engagement (internal customers)! •  Customer engagement (external customers)! www.mannersandmurphy.co.uk ! 02/12/2013!
  5. 5. Employee  Reward  and  Recogni2on     One  Element  of  a  Successful    Engagement  Strategy   Presented  by   Gary  Lumby  MBE  FCIOBS  
  6. 6. Employee  Engagement  –  Who  said   Employees  were  Engaged  ?   •  If  Engaged  Employees  stay  longer  ….work  harder….what   do  the  following  numbers  mean                                          9.1  =                                        £29bn=                                          14.6%  =                                      18.0%  =                                          4.7m  =                                          £7.75k  =                                               •  You  had  bePer  make  sure  your  Employees  are  engaged                                                                                    
  7. 7. Employee  Engagement  –  Who  said  ?           ‘  a  Companies  Employees  are  its  greatest  asset  ‘     ‘  people  don’t  leave  jobs  they  leave  Managers’    
  8. 8. Introduc2on  –  Who  is  Simply  Thank  You.     q  We  are  UK  leaders  in  the  “giYing”  marketplace  specialising  in  Service  Recovery  and   bespoke  branded  giY  and  reward  solu]ons   q  We  operate  as  the  ’Partner  of  Choice’  for  our  clients  –  who  trust  their  brand  and   reputa]on  to  us  to  deliver  highly  effec]ve  customer  and  employee  fulfilment   opera]ons.   q     We  focus  our  opera]ons  around  5  core  areas:   Ø   Employee  Reward  and  Recogni]on   Ø  Customer  Acquisi]on   Ø   Customer  Reten]on   Ø   Customer  Recovery   Ø  Large  scale  project  fulfilment     q  Established  for  20  years  our  Opera]ons,  Systems  and  Processes  are  second  to  none.  
  9. 9. Reward  and  Recogni2on  -­‐  the  Reasons  Why   q  By  focussing  on  the  recogni]on  of  demonstrated  behaviours  (i.e.  how  things  are  done)  rather   the  what  has  been  done  and  being  public  with  the  recogni]on  it's  more  likely  the  same   behaviours  will  be  demonstrated  again  and  by  others  who  get  to  understand  what  good   looks  like.       q  A  focus  on  rewarding  through  salary  adjustment  or  bonus  tends  to  mean  it  can  only  be  done   at  one  point  during  the  year  and  to  have  impact  a  lot  needs  to  be  spent.  By  contrast   recogni]on  can  be  delivered  with  immediacy  and  at  significantly  lower  cost  .   q  Research  suggests  that  a  £  spent  on  recogni]on  can  have  up  to  5  ]mes  the  impact  of  a  £   spent  on  pay.     q  Carefully  selected  recogni]on  giYs  can  have  a  las]ng  posi]ve  impact  -­‐  of  course  a  poorly   selected  item  can  seriously  backfire....so,  know  your  recipient!     q  A  culture  of  recogni]on  is  one  important  component  in  helping  to  secure  the  engagement  of   employees  -­‐  if  that  in  turn  makes  good  people  less  likely  to  leave  a  firm  it  can  be  very  cost   effec]ve  given  that  the  true  cost  of  replacing  people  can  be  up  to  one  years  salary.                
  10. 10. Our  Case  Study  –  The  Co-­‐opera2ve  Group   q  About  The  Co-­‐opera2ve  Group     •    •  The  Co-­‐opera]ve  Group  is  the  largest  consumer-­‐owned  co-­‐opera]ve  in  the  UK.  Its   businesses  include  The  Co-­‐opera]ve  Food,    with  more  than  three  thousand    outlets;   The  Co-­‐opera]ve  Pharmacy,  the  third  largest  pharmacy  in  the  UK;  The  Co-­‐opera]ve   Funeralcare,  the  UK’s  largest  funeral  director;  Farms  and  The  Co-­‐opera]ve  Legal   Services.     The  Group  also  owns  The  Co-­‐opera]ve  Bank  and  Co-­‐opera]ve  Insurance,  which  fall   under  the  common  leadership  of  Co-­‐opera]ve  Financial  Services     •  In  total  the  organisa]on  employs  around  138,000  colleagues  .    
  11. 11. Our  Case  Study  -­‐  The  Co-­‐opera2ve  Group     •  In  2007,  The  Co-­‐opera]ve  Group  merged  with  the  UK’s  second  largest  co-­‐ opera]ve  –  United.     •  This  required  HR  to  consider  ways  of  harmonising  prac]ces  across  the   new,  enlarged  Group  and  engaging  the  workforce.       •  As  part  of  the  overall  Engagement  Strategy  one  area  it  looked  at  was   Employee  Recogni]on.    
  12. 12. Our  Case  Study  –  The  Co-­‐opera2ve  Group     •  The  merged  Co-­‐opera]ve  Group  introduced  a  new  Group-­‐wide  employee   recogni]on  scheme  in  November  2009.     •   Under  the  new  scheme,  line  managers  are  encouraged  to  recognise  the   efforts  of  their  staff  by  awarding  giYs  worth  up  to  £50.     •  A  clear  set  of  nomina]on  criteria  has  been  established  with  the  aim  of   using  the  scheme  to  reinforce  the  Group’s  brand  values  to  employees.       •  GiYs  were  sourced  from    Simply  Thank  You  (STY),  streamlining  the  process   and  providing  valuable  management  informa]on  on  usage  and  cost.  
  13. 13. The  Co-­‐opera2ve  Group  –  Combining  two  schemes     •  Both  of  the  organisa]ons  had  operated  their  own  employee  recogni]on   schemes  previously.  However,  feedback  suggested  that  neither  had   worked  par]cularly  effec]vely  to  engage  and  mo]vate  staff.     •  Both  previously  exis]ng  schemes  were  considered  too  slow  and   bureaucra]c  by  managers  and  neither  allowed  for  ]mely  recogni]on.     •  The  scheme  being  run  by  United  only  allowed  for  one  Employee  of  the   Year,  so  couldn’t  hope  to  make  much  of  an  impression  on  employee   engagement.  Although  the  prizes  were  good  –  with  both  schemes  giving   away  a  car  in  their  last  year       •  Neither    scheme  was  touching  enough  people  enough  of  the  ]me  to  make   a  difference  to  how  employees  viewed  the  business.  Nor  was  either   scheme  much  of  a  tool  for  line  managers  to  encourage  greater  individual   commitment.  
  14. 14. The  Co-­‐opera2ve  Group  –  Improving  engagement     •    •  The  Group’s  key  aim  in  rolling  out  a  new  scheme  was  to  improve  employee   engagement  across  the  organisa]on.  It  was  clear  that  some]mes  managers    found   d  it  hard  to  say  “thank  you”  and  “I  appreciate  you”.     They  wanted  a  scheme  that  encouraged  managers  to  show  their  apprecia]on  of   their  staff,  that  was  simple  to  use,  could  be  applied  fairly,  and  would  recognise  the   efforts  of  the  many  rather  than  the  few’   •  A  project  team  was  created  to  design  a  new  scheme.  This  included  members  of  the   HR  and  communica]ons  departments.     •  The  team  decided  it  was  important  to  have  a  scheme  that  covered  the  whole   workforce,  rather  than  different  parts  of  the  business  opera]ng  their  own   versions.  This  was  considered  this  the  best  way  of  engaging  employees  with  the   new  Group  and  promo]ng  a  core  set  of  values  in  a  consistent  way.   •  The  primary  purpose  of  the  new  scheme  was  to  publicly  acknowledge  outstanding   achievement  that  was  in  line  with  brand  values  so  that  good  prac]ce  could    be   role-­‐modelled  across  the  business.  
  15. 15. The  Co-­‐opera2ve  Group  –  Iden2fying  previous  weaknesses     •  Results  of  The  Co-­‐opera]ve  Group’s  annual  employee  survey,  which   covers  the  whole  family  of  businesses,  highlighted  that  many  staff  did  not   feel  their  line  manager  adequately  acknowledged  the  good  work  they  did,     •  It  also  found  that  there  was  oYen  quite  a  ]me  lag  between  an  employee   being  nominated  and  receiving  a  reward.   •  Employees’  efforts  need  to  be  acknowledged  and  rewarded  in  a  ]mely   fashion  if  there  is  going  to  be  a  posi]ve  impact  on  mo]va]on.   •  It  was  clear  that  some  managers  were  giving  recogni]on  to  their  staff  but   outside  of  the  formal  schemes  by  making  local  awards  on  an  ad  hoc  basis.   That  meant  they  had  no  real  sight  of  how  much  the  business  was  spending   on  recogni]on  or  if  the  criteria  being  used  was  consistent  or  fair.      
  16. 16. The  Co-­‐opera2ve  Group  –  Iden2fying  previous  weaknesses   •  The  Co-­‐op  project  team  was  keen  to  resolve  previous  issues  by  basing  the  new   recogni]on  scheme  on  a  number  of  fundamental  principles   •  They  wanted  to  involve  more  staff  by  taking  a  liPle-­‐and-­‐oYen  approach  –  awards   would  be  rela]vely  small  but  handed  out  more  frequently  and  to  far  more  people.     •  •   They  also  wanted  greater  transparency  about  what  ac]ons  were  being  recognised   and  why.   It  was  important  to  create  a  scheme  that  was  clearly  aligned  to  The  Co-­‐opera]ve   Group’s  brand  and  to  shiY  the  business    towards  a  recogni]on  culture  in  which   employees  feel  their  contribu]on  is  being  valued.  
  17. 17. The  Co-­‐opera2ve  Group  –  Establishing  new  criteria       •    •  To  make  the  scheme  more  transparent,  the  project  team  felt  it  was  important  to  have  a   clear  set  of  recogni]on  criteria  that  could  be  applied  across  the  Group.    The  team  aimed  to  encompass  all  aspects  of  The  Co-­‐opera]ve  brand  to  create  criteria   that  all  the  family  of  businesses  could  happily  sign  up  to.       •  The  criteria  act  as  guidelines  for  managers  in  deciding  whether  an  employee  should   receive  a  recogni]on  award.  They  are  grouped  under  five  nomina]on  categories:   •  Great  customer  service   •  Helping  your  community   •  Suppor]ng  your  colleagues   •  Going  the  extra  mile   •  A  more  Rewarding  place  for  staff  and  customers        
  18. 18. The  Co-­‐opera2ve  Group  –  Sharing  scheme  ideas       •  With  the  large  number  of  staff  138,000,  who  would  be  covered  by  the   scheme,  it  was  also  important  that  the  process  was  easy  to  administer.     •  When  we  were  considering  the  design  of  the  new  scheme  at  the   beginning  of  2008,  we  had  a  look  at  the  scheme  that  had  been  running   successfully  for  a  couple  of  years  within  our  financial  services  division,   Co-­‐opera]ve  Financial  Services  (CFS)  which  had  been  provided  by  STY.   •  Their  scheme  used  an  online  giY  catalogue  that  was  easy  to  administer   and  monitor,  the  whole  process  was  provided  by  a  third-­‐party  supplier   STY.      
  19. 19. The  Co-­‐opera2ve  Group  –  Benefits  of  following  the  CFS  scheme     •  The  project  team  recognised  a  number  of  key  advantages  of  following  the   approach  taken  at  Co-­‐opera]ve  Financial  Services  (CFS).    Their  scheme   was  working  effec]vely  to  give  line  managers  an  addi]onal  tool  for   influencing  their  teams  levels  of  engagement  and  business  performance.  ‘     •  The  scheme  touched  many  employees  rather  than  a  few  winners  at  the   end  of  the  year.   •  Line  managers  were  able  to  choose  from  a  large  range  of  giYs  and  order   these  online.  This  made  the  process  far  quicker  and  less  bureaucra]c  than   the  schemes  operated  previously  by  the  Co-­‐opera]ve  Group  and  United.   GiYs  were  normally  delivered  within  24  hours.   •  Costs  were  easier  to  control  as  they  were  deducted  automa]cally  from   cost-­‐centre  budgets.  
  20. 20. The  Co-­‐opera2ve  Group  -­‐  Management  informa2on       •  The  online  system  used  by  CFS  generated  detailed  management   informa]on,  providing  a  clear  audit  trail  for  tax  and  NI  purposes.     •  It  was  realised  this  would  give  visibility  as  to  how  much  line  managers   were  spending  on  recogni]on  and  would  give  improved  control  and   governance.   •  Having  access  to  detailed  management  informa]on  was  considered   one  of  the  key  advantages  of  using  an  online  system.  ‘The   management  informa]on  they  saw  from  CFS  was  impressive.   •  The  data  could  be  broken  down  by  business  area  and  region,  right   down  to  individual  bank  branches.  They  knew  this  would  be  helpful  in   reviewing  the  scheme  from  the  head  office  point  of  view.  
  21. 21. The  Co-­‐opera2ve  Group  -­‐  Giving  line  managers  responsibility         •  The  Co-­‐opera]ve  Group  had  to  adapt  CFS’s  approach  to  meet  the  needs  of   the  far  more  diverse  set  of  retailing  businesses  operated  by  the  Group  as  a   whole  with  tens  of  thousands  of  colleagues  spread  across  thousands  of   loca]ons     •  To  keep  the  scheme  simple,  the  project  team  decided  it  was  essen]al  to   bring  authorisa]on  back  down  to  local  level.     •  They  wanted  to  avoid  having  layers  of  bureaucracy,  so  gave  line  managers   full  responsibility  for  selec]ng  winners  and  appropriate  giYs.       •  The  idea  was  that  any  issues  that  arose  would  be  dealt  with  by  the   regional  HR  Business  Partners  rather  than  at  head  office,  to  reduce  the   administra]ve  burden.  
  22. 22. The  Co-­‐opera2ve  Group  -­‐  Budge2ng  for  the  scheme       •    •  •    •  To  ensure  the  budget  for  the  scheme  was  financially  acceptable  and  to  enable  it  to   reach  as  many  employees  as  possible,  the  project    team  suggested  keeping  the   value  of  giYs  at  under  £50  per  person  with  an  expecta]on  that  approximately  10%   of  staff  might  receive  a  giY  in  any  given  year.     The  scheme  was  designed  as  a  tool  for  line  managers  to  use  to  acknowledge  their   staff.  It  was  felt  £50  was  a  good  amount  to  buy  a  really  nice  giY  without  breaking   the  bank.   Working  to  this  assump]on,  the  proposed  budget  –  including  set-­‐up  and  running   costs  –  was  pitched  at  approximately  £450,000,  based  on  giYs  of  £50  or  less.     Giving  line  managers  a  rough  idea  of  the  amount  they  could  spend  each  year  was   considered  important.  It  was  not  a  quota,  but  people  need  guidance.  They  actually   found  that  some  parts  of  the  business  thought  their  individual  budget  was  not   enough  and  they  decided  to  increase  it’.      
  23. 23. The  Co-­‐opera2ve  Group  -­‐  Online  giQ  supplier   •  When  it  came  to  selec]ng  a  third-­‐party  provider  of  giYs,  Simply  Thank  You   (STY)  –  CFS’s  exis]ng  supplier  –  seemed  the  obvious  choice.   •  Line  managers  were  now  handle  the  whole  process  of  arranging  a  suitable   giY  via  the  corporate  intranet  provided  by  STY.  They  choose  the  giY   online,  and  the  order  goes  through  to  STY  directly.  They  then  arrange  for  a   courier  to  deliver  it  to  the  store  Monday  to  Friday,  usually  within  24  hours   •  Of  course  they  were  a  bit  concerned  at  first  about  the  step  up  for  STY  in   providing  for  around  138,000  extra  employees,  but  they  assured  us  they   could  handle  it  and  have  proved  themselves  so  far.  
  24. 24. The  Co-­‐opera2ve  Group  -­‐    Branding  giQs   •  In  order  to  get  maximum  support  for  the  new  scheme  from  each  of  the   Group’s  family  of  businesses,  the  project  team  asked  STY  to  introduce  the   Group’s  brand  colours  to  their  giY  packaging.       •  All  giYs  are  wrapped  in  paper  rela]ng  to  the  colours  of  The  Co-­‐opera]ve’s   different  divisions.  For  example,  for  Food,  the  giY  comes  in  green   packaging  –  with  a  green  giY  tag  –  and  for  our  Funeral  business,   everything  is  purple.     •  There  is  also  the  op]on  for  line  managers  to  either  add  a  personal   message  or  handwrite  a  note  on  the  giY  tag  before  presen]ng  the  award   to  the  employee.  ‘It’s  important  that  the  giY  is  personalised  so  that  it  is   clear  why  it  is  being  awarded.  This  reinforces  the  message  that  the   business,  through  the  line  manager,  values  extra  effort..      
  25. 25. The  Co-­‐opera2ve  Group  -­‐  Suitable  giQs  for  everyone     •  When  it  came  to  choosing  giYs,  the  project  team  was  keen  that  the   selec]on  had  a  wide  appeal.  The  Co-­‐opera]ve  is  a  diverse  organisa]on     •  They  wanted  to  offer  a  variety  of  giYs,  such  as  chocolate,  wine,   champagne  and  flowers  and  team  giYs  –  all  of  which  have  proven  popular.     •  The  business  was  also  keen  to  stock  products  in  line  with  The  Co-­‐ opera]ve’s  principles,  such  as  Fairtrade  food,  again  to  help  reinforce  its   brand.        
  26. 26. The  Co-­‐opera2ve  Group  -­‐  Communica2ng  the  scheme     •  Before  the  launch  of  the  employee  recogni]on  scheme,  the  project  team   invested  a  lot  of  ]me  promo]ng  it  across  the  large  family  of  Co-­‐opera]ve   businesses.     •  They  used  a  cascade  system,  where  news  filters  down  lines  of  repor]ng   managers.     •  Everyone  was  briefed  in  this  way,  through  team  and  department  mee]ngs,   right  down  to  the  shop  floor.   •  Line  managers  were  told  about  the  system  –  and  showing  them  how  to   physically  use  it  –  a  feature  was  run  in  all  the  staff  magazines  before  going   live.     •  Informa]on  was  added  on  the  staff  intranet  and  posters  were  displayed  to   adver]se  the  scheme.   •  Branded  giYs  were  displayed  at  an  annual  management  event,  to  show   exactly  how  the  items  would  look  when  delivered.’    
  27. 27. The  Co-­‐opera2ve  Group  -­‐  Communica2ng  the  scheme     •  Before  the  launch  of  the  employee  recogni]on  scheme,  the  project  team   invested  a  lot  of  ]me  promo]ng  it  across  the  large  family  of  Co-­‐opera]ve   businesses.     •  They  used  a  cascade  system,  where  news  filters  down  lines  of  repor]ng   managers.     •  Everyone  was  briefed  in  this  way,  through  team  and  department  mee]ngs,   right  down  to  the  shop  floor.   •  Line  managers  were  told  about  the  system  –  and  showing  them  how  to   physically  use  it  –  a  feature  was  run  in  all  the  staff  magazines  before  going   live.     •  Informa]on  was  added  on  the  staff  intranet  and  t  posters  were  displayed  to   adver]se  the  scheme.   •  Branded  giYs  were  displayed  at  an  annual  management  event,  to  show   exactly  how  the  items  would  look  when  delivered.’    
  28. 28. The  Co-­‐opera2ve  Group  -­‐  Assessing  the  benefits     •  The  Co-­‐opera]ve  Group’s  recogni]on  scheme  was  fully  launched  in   November  2009  and  con]nues  to  be  a  great  success  today     •  Managers  have  reported  they  love  it     •  Now  the  message  is  if  you  do  extra  work  and  delivery  the  brand  values   you  will  get  a  thank  you.  It’s  really  driving  forward  that  recogni]on  culture   throughout  all  of  our  businesses  and  improving  our  employee   engagement  beyond  expecta]ons  
  29. 29. The  Co-­‐opera2ve  Group  -­‐  Evolving  the  scheme       •  Although  on  the  whole  the  project  team  believed  the  scheme  was  working   well,  it  was  con]nually  seeking  to  make  improvements.  The    introduc]on   of  team  giYs  so  managers  can  acknowledge  a  number  of  staff  at  the  same   ]me.  Cakes,  sweets  and  fruit  hampers  have  been  par]cularly  popular  and   are  much  more  cost-­‐effec]ve  than  buying  a  whole  team  of  people   individual  giYs.’   •  We  got  feedback  that  a  lot  of  the  available  items  were  very  female-­‐ orientated,  so  we  added  some  electronic  gadgets  and  golf  accessories  that   should  appeal  more  to  male  employees.  We  also  incorporated  “mul]-­‐ giYs”,  such  as  chocolate  and  wine  together,  or  a  bouquet  of  flowers  and   wine,  to  try  and  create  something  extra-­‐special.     •  The  HR  project  team  has  also  been  asked  to  extend  access  to  the  online   site  beyond  the  authorising  line  manager,  so  that  employees  can  browse   the  available  giYs  without  prices  being  visible  
  30. 30. The  Co-­‐opera2ve  Group  –  STY  Web  Technology      
  31. 31. The  Co-­‐opera]ve  Group  –  STY  Web   Technology       6  Sub  sites  behind  main  home  page  
  32. 32. The  Co-­‐opera]ve  Group  –  STY  Web  Technology       •  Simply  Thank  You’s  technology  allows  for  mul]ple  sites  behind  a  single  home  page   •  In  the  case  of  the  Co-­‐opera]ve  there  are  6  sites   •  System  allows  for  HR  data  and  company  address  data  to  be  stored  for  ease  of   accessibility     •    •  STY  manage  all  of  the  client  data,  refreshing  weekly  to  ensure  accuracy   The  site  is  extremely  flexible  in  that  it  can  allow  a  manager  to  place  orders  fro:   –  –  –  –  –  Mul]ple  GiYs  to:   Mul]ple  Staff  members  at:   Mul]ple  addresses  with   Mul]ple  messages  and     Mul]ple  delivery  op]on  for  each  giY   –   In  one  session  
  33. 33. The  Co-­‐opera2ve  Group  –  Conclusion     Co-operative Group   Shirley Champion Human Resources - Employee Relations & Reward Employee Benefits Officer 4th Floor New Century House, Corporation Street Manchester M60 4ES STY endorsement. We were looking to launch a brand new employee recognition scheme across our family of businesses that would provide a consistent approach to recognition that could be accurately tracked and properly budgeted for. We also wanted to give our managers a strong engagement tool that meant recognition could be made quickly with the minimum of bureaucracy and the maximum impact on staff loyalty and commitment. Simply Thank You have enabled us to meet all of our objectives by helping us to create a bespoke scheme that was right for the diverse retailing businesses operated by The Co-operative Group. STY have shown considerable flexibility and willingness to adapt their standard offering to make it appropriate for us and have worked to develop an attractive and comprehensive range of gifts that have met our budget and quality requirements.
  34. 34. STY  -­‐  Engagement  Driven  through  Recogni2on     q     STY  can  provide  exis]ng  technology  to  new  clients  ‘Free  of  Charge’   q     STY  will  manage  the  websites  and  user  uploads  ‘Free  of  Charge’   q     STY  will  provide  detailed  Monthly  MI  ‘Free  of  Charge’   q     STY  make  their  money  out  of  the  margin  in  the  giY  prices  which  are   compe]]ve.   q     Only  charges  made  are  those  for  development  costs  above  our  exis]ng   func]onality  
  35. 35. QUESTIONS  &  ANSWERS       CONTACT : COLIN EGLINGTON MANAGING DIRECTOR SIMPLY THANK YOU LTD RICHMOND COURT MORTON ROAD DARLINGTON DL1 4PT colin@simplythankyou.co.uk Telephone: 01325 355165
  36. 36. Employee  Engagement   Wendy  Leedham     Engage  for  Success  
  37. 37. WELCOME   What  is  Engagement?     Engage  for  Success   The  business  case  for  Engagement   The  Four  Enablers  of  Engagement   What  gets  in  the  way?     Engagement  through  change   Q&A     @engage4success   02/12/2013 ENGAGE FOR SUCCESS 2012 37
  38. 38. WHAT  IS  EMPLOYEE  ENGAGEMENT?   “Employee  engagement  is  about  how  we  create  the   condi7ons  in  which  employees  offer  more  of  their   capability  and  poten7al”  –  David  Macleod     02/12/2013 SUSTAINING EMPLOYEE ENGAGEMENT & PERFORMANCE 38 38
  39. 39. It’s  not…..   39
  40. 40. THE  BIGGER  PICTURE   The  context  for  WHY  Employee  Engagement  is  cri2cal:   The  20th  Century  model  was  “Business  as  Usual”.   MAKE  EFFICIENT  –  aligned  but  not  engaged,  central   direc]on,  command  and  control.   02/12/2013 ENGAGE FOR SUCCESS 40
  41. 41. ENGAGE  FOR  SUCCESS  -­‐  BACKGROUND   PRESENTATION TITLE IN FOOTER 41
  42. 42. MOVEMENT  STRUCTURE   02/12/2013 PRESENTATION TITLE IN FOOTER 43
  43. 43. ENGAGE  FOR  SUCCESS  PROJECT  &  COMMUNITY  GROUPS   02/12/2013 ENGAGE FOR SUCCESS 44
  44. 44. GET  ENGAGED  FILM!   02/12/2013 SUSTAINING EMPLOYEE ENGAGEMENT & PERFORMANCE PRESENTATION TITLE IN FOOTER 45
  45. 45. THE  BUSINESS  CASE  FOR  ENGAGEMENT  
  46. 46. WHY  IS  IT  IMPORTANT?   70%   6%   20%   30%   Percentage  of   employees   who  do  not   trust  their   managers   The  UK  has  6%   lower  average   engagement   levels  than   other  large   economies   (Kennexa,  2011)   Percentage   below  G7   produc]vity   levels   (Interna]onal   comparison  of   produc]vity  gap)   Percentage  of   employees   ac]vely   engaged  
  47. 47. IMAGINE  IF  ONLY  ONE  THIRD  OF  OUR  COMPUTERS   Imagine  30%  of  lights  didn’t  work…   WORKED  PROPERLY….  
  48. 48. 02/12/2013 PRESENTATION TITLE IN FOOTER 49
  49. 49. 02/12/2013 PRESENTATION TITLE IN FOOTER 50
  50. 50. ENGAGED  EMPLOYEES:       Perform  be]er,  work  harder,  longer,   smarter   Work  more  vigorously,  offer  innova2ve   sugges]ons  
  51. 51. THE  FOUR  ENABLERS  OF  ENGAGEMENT   02/12/2013 ENGAGE FOR SUCCESS 2012 52
  52. 52. TRANSACTIONAL  AND  TRANSFORMATIONAL  ENGAGEMENT   LEVEL  1  –  TRANSACTIONAL:      We  act  on  employee  feedback  through  surveys   Compartmentalised  Thinking   INCREMENTAL   IMPROVEMENT     STRATEGY  GETS  DONE   IN  SILO’S   PEOPLE  /  HR  STRATEGY   n  Survey  &  act  on  it,  a  process   n  CIPD:  75%  of  Employee  Engagement  focused  as  above   n  Reac]ve  engagement.  About  discre]onary  effort     NB:     LEVEL  2  –  TRANSFORMATIONAL:        It  is  a  way  of  doing  business   It’s  in  the  culture   WE  TRACK   PROGRESS,  IT’S   LONG  TERM   EVERYTHING  GETS  DONE  IN  AN   ENGAGING  WAY  -­‐  Values/Behaviours   TWO-­‐WAY   WE  MEASURE:  Concerns,   commitment,  feedback   NB:     n  CIPD:  25%  of  Employee  Engagement  focused  as  above   n  About  proac]ve  engagement   People  at  heart  of  delivery   and  at  heart  of  strategy   SETS  BIG   GOALS   People  give   con]nual   VOICE   53  
  53. 53. THE  FOUR  ENABLERS  FILM  –  IN  DAVID  AND  NITA’S   WORDS…..  
  54. 54. FOUR  ENABLERS  FILM   02/12/2013   PRESENTATION TITLE IN FOOTER 55  
  55. 55. What  get’s  in  the  way?   A{tudes:   >  ‘Spare  me  another  ****  HR/comms  ini]a]ve’   >  ‘Don’t  you  know  there’s  a  recession  on?’   >  ‘I’ve  not  got  ]me  for  the  soY  and  fluffy  stuff’   Not  sharing  good  prac]ce  –  where  it’s  working,  showcase  and  share   Leader  behaviours  don’t  model  the  VALUES   Command  and  control  –  it’s  easier!   Micro-­‐managing  –  it’s  s]fling  and  drains  everyone’s  energy   People  skills  for  the  line  –  this  is  tough,  they  may  need  help   Too  impa]ent  –  this  needs  ]me,  applica]on,  relentless  focus  and  effort   Transac]onal  around  a  survey,  rather  than  transforma]onal  around  the  culture   56
  56. 56. ENGAGING  THROUGH     TIMES  OF  CHANGE  –  4  THINGS   This  is  the  most                important  ]me  to  focus                on  engagement,  not  the                ]me  to  put  it  on  the              shelf   02/12/2013 PRESENTATION TITLE IN FOOTER 57
  57. 57. ENGAGING  THROUGH     TIMES  OF  CHANGE  –  4  THINGS   There  is  never  a  ]me  when  the   four  enablers  are  more  needed:     > Strategic  narra]ve     > Engaging  leaders     > Employee  Voice     > Integrity     02/12/2013 PRESENTATION TITLE IN FOOTER 58
  58. 58. ENGAGING  THROUGH     TIMES  OF  CHANGE  –  4  THINGS   Restructuring  is  the   ]me  when  the   organisa]on  is     closest  to  the   employees     personal  life   02/12/2013 PRESENTATION TITLE IN FOOTER 59
  59. 59. ENGAGING  THROUGH     TIMES  OF  CHANGE  –  4  THINGS   Great  examples  are   remembered  30   years  into  the  future   (cultural  symbols)   02/12/2013 PRESENTATION TITLE IN FOOTER 60
  60. 60. ENGAGE  FOR  SUCCESS      www.engageforsuccess.org     02/12/2013 ENGAGE FOR SUCCESS 2012 61
  61. 61. Employee Engagement – Serco’s Journe Advise | Design | Integrate | Deliver
  62. 62. Agenda 1 2 The Barriers 3 How 4 Why 5 63 The Journey so far The Tipping Point Serco Internal
  63. 63. The Journey So Far.... Serco Internal
  64. 64. The Barriers n  Engagement was just a survey n  No senior leader buy-in n  No accountability – it’s HR! n  No internal evidence n  No resources n  No sharing best practice – suspicion Serco 65 Internal
  65. 65. How? n  Reality check - get out and about in the business n  Creation of an Engagement Strategy n  Develop case studies n  Redesign and reposition the survey n  Set up a Global Engagement network n  Create resources to support managers n  Business Linkage analysis n  Develop an Engagement Master Class n  Utilise internal social media platform n  Build strong links with key stakeholders – internal and external Serco 66 Internal
  66. 66. Why…… …does Engagement matter to - Serco Internal
  67. 67. Engagement matters if we’re to become the World’s Greatest Service Company 6 8 Serco Internal
  68. 68. Serco has found that where employee engagement is high, there are more customers promoting Serco Serco Customer Net Promoter Scores (NPS) Contracts with high levels of employee engagement (65%+ engaged) Contracts with opportunity levels of employee engagement (45-64% engaged) Employee engagement is a tool that can help retain and win new customers Contracts with risk levels of employee engagement (30-44% engaged) Contracts with destructive levels of employee engagement (<30% engaged) 6 9 Based on analysis of 133 contracts and 489 customers in the UK and Europe division in 2011. Serco Internal
  69. 69. Immediate successes might tempt some to ignore engagement or say ‘what we’re doing now works and it doesn’t matter…..’ Contract Director’s view of their contract? Employees’ experience of Serco delivering the contract? Is this sustainable? 7 0 Serco Internal
  70. 70. ….but employee engagement will catch up with them if they neglect it The effects of employee engagement become stronger over time At Serco, trend analysis suggests high employee engagement predicts future customer satisfaction. The reverse relationship of customer satisfaction predicting future employee engagement does not appear to be as strong. *IMPORTANT: We need to acquire the next wave of customer survey data to begin establishing whether the trend is statistically significant or not. 7 1 Serco Internal
  71. 71. The five contract groups with notable relationships: How do employee engagement scores compare to operating profita High engagement contracts produced DOUBLE the operating profits of risk/ destructive engagement contracts. 16% 14% 12% 8% 7% 6% 4% 2% 0% 7 2 High employee Opportunity employee Risk / Destructive engagement (65%+) engagement (45-64%) employee engagement (<45%) Serco Internal UK and Europe SGS UK and Europe ASPAC Middle East 10% UK and Europe Justice and Corrections 11% Health Public Sector Education 14% Division reference Facilities Management Operating Profit (EBIT) as a % of revenues Contract groups represented SME
  72. 72. And it’s more than the numbers, it will make us stand out among competitors! Contract Bid: £10m 7 3 Contract Bid: £10m + Engaged employees + Governing Principles + Rapid engagement of TUPE employees Contract Bid: £10m Contract Bid: £10m Contract Bid: £10m + Specialist experience of similar contract + experience of having world’s largest contract portfolio + well known brand name in the market Serco Internal
  73. 73. Engagement will help us deliver on the core elements of our strategy To become the World’s Greatest Service Company Build a balanced portfolio Maintain high rebid and new win rates •  Engaged employees are committed to us. That reduces the risk that we lose our expertise that we can transfer to other markets. •  Engagement •  Engagement •  Engagement helps build our helps to can help us base of strengthen our collaborate customer brand and effectively. promoters. reputation. This will help That helps •  Engagement improve our make a better has been rebid and new case for found to win rates. acquisition by correlate with Serco. innovation and new ideas. 7 4 Make strategic acquisitions Serco Internal Develop new models
  74. 74. The Tipping Point Disengagement! Serco 75 Internal
  75. 75. The Tipping Point Serco 76 Internal
  76. 76. Questions? Advise | Design | Integrate | Deliver
  77. 77. Social  Media  &  the  Employee   Engagement  Opportunity   www.HRSocialMediaSummit.com    
  78. 78. Today   •  How  social  media  is  impac]ng  business   in  the  new  ‘social  world’   •  What  social  media  means  for  HR  and   employee  engagement   •  Next  Steps     www.HRSocialMediaSummit.com    
  79. 79. Who  am  I?   •   Social  Media  Specialist,  Speaker   and  Trainer   •   18  years’  experience  in  senior   level  corporate  retail  HR   •   7  years’  SME  consul]ng   •   Work  with  businesses  to  ensure   they  are  able  to  take  full  advantage     of  the  new  ‘social  world’   • Specialising  in  working  with  HR                                  jododds   Professionals                                  jododdspage   www.jododdssocialmedia.com www.HRSocialMediaSummit.com                                    jododds    
  80. 80. www.HRSocialMediaSummit.com    
  81. 81. How  social  media  is  impac]ng  business   in  the  new  ‘social  world’     www.HRSocialMediaSummit.com    
  82. 82. Mark  Zuckerberg   “Over  the  next  five  years  every   industry  will     have  to  redesign  itself     around  social.”   Web 2.0 Summit in 2010 www.HRSocialMediaSummit.com    
  83. 83. Markets  were  once  places  where   people  met  and  engaged  in   conversa2ons   www.HRSocialMediaSummit.com    
  84. 84. Markets  are  re-­‐connec2ng  online  and   conversa2on  is  back   Free  images  from  www.freedigitalphotos.net   www.HRSocialMediaSummit.com    
  85. 85. “Engagement  in  these  open  free-­‐ wheeling  marketplace  exchanges   isn’t  op2onal.  It’s  a  pre-­‐requisite   to  having  a  future.”     The  Cluetrain  Manifesto   Rick  Levin,  Christopher  Locke,  Doc  Searls  and  David  Weinberger   www.HRSocialMediaSummit.com    
  86. 86. Social  Media  Revolu2on   The  social  media  revolu]on  has   given  consumers  the  most  powerful   voice  they’ve  ever  had.       It’s  also  forced  companies  to  think   about  how  they  can  be  more   transparent  and  responsive   likeable social media by Dave Kerpen www.HRSocialMediaSummit.com    
  87. 87. Social  Media  Revolu2on   The  social  media  revolu]on  has   given  consumers  and  employees  the   most  powerful  voice  they’ve  ever   had.     It’s  also  forced  companies  to  think   about  how  they  can  be  more   transparent  and  responsive   likeable social media by Dave Kerpen www.HRSocialMediaSummit.com    
  88. 88. What  is  Social  Media?   Social  media  is  content  created  by  people  using  highly  accessible  and  scalable   publishing  technologies.  ...   en.wikipedia.org/wiki/Social_media       Social  Media  are  primarily  Internet-­‐  and  mobile-­‐based  tools  for  sharing  and   discussing  informa]on  among  human  beings.  ...   sprythink.com/glossary.html       Online  technologies  and  prac]ces  that  people  use  to  share  opinions,  insights,   experiences,  and  perspec]ves  with  each  other.   www.tvb.org/mul]pla•orm/Mul]pla•orm_Glossary.aspx       A  category  of  sites  that  is  based  on  user  par]cipa]on  and  user-­‐generated   content.  They  include  social  networking  sites  like  LinkedIn  or  Facebook,  social   bookmarking  sites  like  Del.icio.us,  social  news  sites  like  Digg  or  Reddit,  and  other   sites  that  are  centered  on  user  interac]on.   searchenginewatch.com/define       www.HRSocialMediaSummit.com    
  89. 89. www.HRSocialMediaSummit.com     Image courtesy of hinnamsaisuy http://www.freedigitalphotos.net
  90. 90. Business  Uses  for  Social  Media   •  Marke]ng   •  Customer  care   •  Recruitment   •  Internal  communica]on   •  Project  management   •  Collabora]on   •  Employer  branding   •  Learning   •  Produc]vity   •  Project  management   www.HRSocialMediaSummit.com     •  Research   •  Networking   •  Real  ]me  search   •  Reputa]on  management   •  Broadcas]ng  news   •  Building  community   •  Traffic  genera]on   •  Entertainment   •  Educa]on   •  Employee  Engagement  
  91. 91. Employee  Engagement   Engage  for  Success  -­‐  The  Four  Enablers     www.HRSocialMediaSummit.com    
  92. 92. The  Bigger  Picture   The  context  for  WHY  Employee  Engagement  is  cri2cal:   The  20th  Century  model  was  “Business  as  Usual”.   MAKE  EFFICIENT  –  aligned  but  not  engaged,  central   direc]on,  command  and  control.   www.HRSocialMediaSummit.com    
  93. 93. Key  Enabler  1:  Strategic  Narra2ve   Strong,  visible,  empowering  leadership  provides  a  strong  strategic   narra+ve  about  the  organisa]on,  where  it’s  come  from  and  where   it’s  going.   •  Communication •  Line of sight between job and vision •  Telling the ‘story’ •  Employer branding You are here The future •  The past www.glassdoor.com This gives a line of sight between the job and the organisation’s vision. The story is communicated clearly, consistently and constantly. www.HRSocialMediaSummit.com    
  94. 94. Key  Enabler  2:  Engaging  Managers   They:    •  Communication  •  Individualisation •  Connection •  Recognition •  Collaboration focus their treat their people • people, offer Leadership visibility as individuals scope and enable the job to get done www.HRSocialMediaSummit.com     coach and stretch their people
  95. 95. Key  Enabler  3:  Employee  Voice   There  is  employee  voice  throughout  the  organisa]on,  for  reinforcing   and  challenging  views;  between  func]ons  &  externally;  employees   are  really  seen  as  your  key  asset  –  not  the  problem.   •  •  •  •  •  •  Communication Feedback Collaboration Access to Leaders Recognition Employee Advocates www.HRSocialMediaSummit.com    
  96. 96. Key  Enabler  4:  Integrity   There  is  organisa]onal  integrity  –  the  values  on  the  wall  are   reflected  in  day  to  day  behaviours.   •  •  •  •  •  Communication Transparency Collaboration Authenticity Feedback www.HRSocialMediaSummit.com     These expected behaviours are explicit and bought into by staff. Keep it real – staff see through corporate spin quicker than customers or the public. Integrity enables trust: no engagement without trust
  97. 97. What  Social  Media  Means  for  HR     and  Employee  Engagement     www.HRSocialMediaSummit.com    
  98. 98. Opportuni2es  for  HR   •  Building  your  thought  leadership,  influence   and  personal  brand,  internally  and   externally   •  Become  the  ‘go  to  person’  internally  for  all   things  social   •  Use  social  media  tools  to  lead  and  drive   organisa]onal  development  and  HR   influence  and  capability   www.HRSocialMediaSummit.com    
  99. 99. Enterprise  Social  Networks   •  Collabora]on   •  Communica]on   •  Empowerment   •  Speed  of  service   •  Employee  voice   •  Real  ]me  feedback   •  Repository  of  knowledge   www.HRSocialMediaSummit.com    
  100. 100. Collabora2ve  Project  Tools   •  Collabora]on  is  the  most  popular  term  to   describe  social  media  inside  organisa]ons   •  Knowledge  sharing  is  the  main  reason  for   introducing  it   •  70%  of  comms  pros  say  their  companies   have  welcomed,  not  blocked,  internal  social   media   Research by simply-communicate.com & Rachel Miller of All Things IC 109 comms professionals, 20 question survey www.HRSocialMediaSummit.com    
  101. 101. Social  Business:  listens  in  real  2me   www.HRSocialMediaSummit.com    
  102. 102. The  Social  Employee   •  Employees  as  advocates  for  your   organisa]on  help  to  form  your  brand  and   your  EMPLOYER  brand.   •  Use  social  tools  to  get  feedback  from  staff   •  Facilitate  employee  voice   •  Crowdsourcing   •  Connect  your  employees  and  your   customers   www.HRSocialMediaSummit.com    
  103. 103. “The  current  challenge  facing   businesses  today  is  this:  you  can’t   communicate  externally  unless   you  communicate  internally.”     The  Social  Employee   Cheryl  Burgess   www.HRSocialMediaSummit.com    
  104. 104. Employer  Branding   •  Monitoring  social  media  pla•orms  to  see   what  is  being  said  about  your  organisa]on   •  Just  because  you  aren’t  listening  doesn’t   mean  people  aren’t  talking!   •  Real  ]me  feedback   •  Joining  in  and  encouraging  the  conversa]on   to  promote  your  employer  brand   www.HRSocialMediaSummit.com    
  105. 105. Recogni2on   •  Celebrate  success  of  colleagues  and  the   organisa]on   •  Listen  on  social  media  pla•orms  for   feedback  to  share  internally   •  Real  ]me  feedback   www.HRSocialMediaSummit.com    
  106. 106. Thought  Leadership   •  Let  your  employees  show  their  professional   personality,  knowledge  and  achievements   •  Build  cases  for  posi]ve  change   •  Create  and  curate  content  to  demonstrate   knowledge,  educate,  PR     www.HRSocialMediaSummit.com    
  107. 107. Your  Next  Steps     www.HRSocialMediaSummit.com    
  108. 108. What  Next   •  No  one  size  fits  all   •  Start  from  the  needs,  not  the  technology   •  Develop  personal  social  media  skills   •  Demonstrate  thought  leadership   •  Enable  transparent  execu]ve  leadership   •  Demonstrate  belief  in  social  ini]a]ves   from  the  top  and  across  the  organisa]on;     be  visible  and  engaged   www.HRSocialMediaSummit.com    
  109. 109. “Digital  is  very  horizontal,   whereas  management  is  s2ll   mainly  ver2cal.”     Gregory  Pouy  @gregfromparis   www.HRSocialMediaSummit.com    
  110. 110. Contact" Manners & Murphy! 111 Cannon Street! London! EC4N 5AR! ! T: 0207 929 4273! M: 07799876473! M: 07714781575! ! E: info@mannersandmurphy.co.uk! W: www.mannersandmurphy.co.uk! @MannersMurphy! ! 02/12/2013!
  111. 111. Manners & Murphy
 The Employee Engagement Event December 2013
 " 02/12/2013!

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