2. THE BIGGER PICTURE
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The context for WHY Employee Engagement is critical:
The 20th Century model was “Business as Usual”.
MAKE EFFICIENT – aligned but not engaged, central
direction, command and control.
3. TRANSACTIONAL OR TRANSFORMATIONAL?
Transactional engagement
>A set of activities or targets
>Usually focussed around a survey
Transformational engagement
>Employees integral to developing and delivering the
business strategy
>Requires deep belief in the power of people to contribute
- new and creative products/services
- outstanding customer/client service and efficiency
>A belief that our people are the solution, not the problem
4. THE EVIDENCE
>ENGAGEMENT LEADS TO PERFORMANCE
>Profit
>Income Growth
>Productivity
>Customer/Citizen Satisfaction
>Innovation
>Retention
>Wellbeing and Absence
6. 6
Key enabler 1: strategic narrative
Strong, visible, empowering leadership provides a strong strategic narrative about the organisation,
where it’s come from and where it’s going.
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
The past You are here The future
7. 7
Key enabler 2: engaging managers
They:
focus their
people, offer
scope and enable
the job to get
done
treat their people
as individuals
coach and stretch
their people
8. 8
Key enabler 3: employee voice
There is employee voice throughout the organisation, for reinforcing and challenging views; between
functions & externally; employees are really seen as your key asset – not the problem.
This voice is an informed one. Views are sought early and followed up; explanations are given if
ideas/views not adopted.
Trade unions/staff representatives are part of the engagement architecture – collective voice matters
9. 9
Key enabler 4: integrity
There is organisational integrity – the values on the wall are reflected in day to day behaviours.
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
10. ENGAGE FOR SUCCESS
OUR STRATEGIC NARRATIVE
One third of UK employees are fully engaged
Loss to UK economy, at least £60bn
Engaging employees is good for:
Organisational outcomes
For the UK Economy
For the well-being of people at work
So the Prime Minister launched a Task Force
To Raise the profile of the topic
To shine a light on good practises
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12. WHO WE ARE
It is a voluntary movement:
Our currency is belief and energy
It encompasses private, public and voluntary force members, experts in
the field and practitioners
Our belief:
People are the difference that makes the difference
People can be diminished or enabled to willingly offer their full capabilities
and potential
We will not:
Develop models or paint by numbers solutions
Try to align definitions
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14. ENGAGE FOR SUCCESS PROJECT & COMMUNITY GROUPS
29/07/2013 ENGAGE FOR SUCCESS 14
15. WE WILL
Offer a web with ideas and tools for people to choose
from as appropriate to their context
Bring practitioners together, locally to share and learn
from each other
Publish the evidence to convince partial believers that
this is important
Explain the four lenses or enablers that are present in
organisations doing this well
Launch a foundation which will grow and develop our
movement, to achieve ‘our purpose’
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18. WHAT NEXT…
• Go Live!
• CEO Breakfast – getting engagement on the business agenda
• ½ day event – arming our ambassadors to go out and spread the word
• Community led events – practitioner groups, master classes, webinars,
conferences…
• Join In
• Content
• Community
• Events
19. Senior leaders breakfast summit
12th November 2012
L TO R: Mark Elborne, CEO, North Europe GE; Ronan Dunne, CEO O2; Tanith Dodge, HR Director, Marks &
Spencer; Sir Win Bischoff, Chairman Lloyds Banking Group; Nick Creswell, VP, Technology Thomson Reuters; Andy
Harrison, CEO Whitbread; Frances O'Grady TUC; Martin Donnelly, BIS Permanent Secretary; Neil Bentley Deputy
Director General CBI; Ian Powell Chairman and Senior Partner PwC; Rob Devey CEO UK & Europe Prudential; Ian
King CEO BAE Systems; Richard Baker Chairman Virgin Active; Barbara Frost CEO Water Aid; Peter Cheese CEO
CIPD; Bernadette Malone CEO Perth and Kinross council; Marc Bolland CEO Marks & Spencer; Justin King CEO
Sainsbury's; Eric Collins Managing Director Nampak; Steve Mogford CEO United Utilities; David Evans Chairman
and CEO Grass Roots Group; Nita Clarke and David MacLeod, Co-Chairs of the Task Force
20. Lord O'Donnell, Former Head of Home Civil Service
Marc Bolland, CEO, M&S
Mark Elborne, CEO, General Electric, North Europe
Sir Martin Sorrell, CEO, WPP
Martin Temple, Chairman, EEF
Moya Greene, CEO, Royal Mail
Nigel Stein, CEO, GKN
Paul Drechsler, CEO, Wates Group
Peter Cheese, CE, CIPD
Sir Peter Housden, PS for Scotland
Peter Rogers, CEO, Babcock
Peter Sands, CEO, Standard Chartered
Peter Searle, CEO, Adecco Group UK & Ireland
Richard Baker, Chairman, Virgin Active
Rob Devey, CE, Prudential UK and Europe
Ronan Dunne, CEO , O2
Rona Fairhead, Group CE, Financial Times Group
Simon Walker, Director General, IoD
Sir Stephen Bubb, CE, Acevo
Stephen Howard, Chief Executive, BITC
Steve Elliott, Director General, CIA
Steve Mogford, CEO, United Utilities
Tim Melville-Ross, Chairman, HEFCE
Tim O’Toole, CEO, First Group
Will Hutton, Executive Vice Chair, Work Foundation
Sir Win Bischoff, Chairman, Lloyds Banking Group
Adam Balon, Innocent
Adam Crozier, CEO, ITV
Adrian Brown, UK and Western Europe CEO RSA
Alex Gourlay, CEO, Alliance Boots
Amyas Morse, Auditor General, NAO
Andy Harrison, CEO, Whitbread
Anthony Jenkins, CEO, Barclays
Dame Barbara Stocking, CEO, Oxfam
Barbara Frost, CE, WaterAid
Sir Bob Kerslake, Head of the Civil Service
Brendan Barber, General Secretary, TUC
Carolyn Downs, CE, Local Govt Assoc
Charlie Mayfield, Chairman, JLP
Chris Browne, MD, Thomson Airways
Chris Hyman, CEO, Serco
David Evans, CE, Grass Roots Group
Ed Sweeney, Chairman, ACAS
Ian King, CEO, BAE
Ian Livingston, CEO, BT
Ian Powell, Chairman & Senior Partner, PwC
Ian Sarson, CEO, Compass Group
Jane Wilson, CE, CIPR
John Cridland, Director General, CBI
John Hannett, General Secretary, USDAW
John Neill, Group CE, Unipart
John Walker, Chairman, FSB
Karen Boswell, MD, East Coast Rail
Engage for Success Sponsors
21. WAYS TO GET ‘SOCIALLY’ INVOLVED
29/07/2013
• Events coverage
• Go live events
• Community events, master classes, webinars etc
• Community activity
• Role model online activity on LinkedIn, Facebook, Twitter,
• Activate topic groups on E4S web
• Encourage others to get involved too
• Content sharing
• Articles for Voice - our online magazine
• Buddy up with a project group to help ‘socialise’ the work
• Blogging, tweeting, article writing, topic groups etc
• Insert your ideas here…
