• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Engagement June 2010
 

Engagement June 2010

on

  • 1,064 views

Second day of an in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer, following positive feedback from the previous event .

Second day of an in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer, following positive feedback from the previous event .

Statistics

Views

Total Views
1,064
Views on SlideShare
1,064
Embed Views
0

Actions

Likes
0
Downloads
54
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Engagement June 2010 Engagement June 2010 Presentation Transcript

    • Engagement
      by Fluid
      June 2010
    • Page 3
      Introduction
    • Page 2
      Contents
      3-4 Introduction to Fluid
      5-6 Maximising engagement
      7-8 Unleashing the concealed power
      9-10 Engagement and the community
      11-14 Linking engagement with business performance
      15-18 Employee surveys
      19-20 Succession planning
      21-22 Exercise A
      23-41 Real-life examples
      42-43 Measuring engagement at New Balance
      44-45 The MacLeod Review
      46-47 Exercise B
      48-49 Case studies
      50-51 Conclusion and questions
    • Page 4
      Introduction to Fluid
      Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD
      10 years in banking
      10 years in Human Resources consultancy
      Fluid trading since 2006
      The core services provided by Fluid are:
      • Retention
      • Selection
      - Attraction
      - Remuneration & Reward
      - Outplacement
      - Training & HR consultancy
    • Page 5
      Maximising engagement
    • Page 6
      • Let everyone known what is expected of them
      • Give people the tools for the job
      • Give people opportunities to learn and shine at what they are good at
      • Be generous but specific in your praise
      • Listen to your employees
      • Help them believe in the purpose or product of the organisation
      • Encourage friendships at work
      Maximising engagement
    • Page 7
      Unleash the concealed power
    • Page 8
      • CATERPILLAR TO BUTTERFLY-UNLEASHING THE CONCEALED POWER OF ITS STRATEGY
      • Step one-develop a unique strategy
      • Step two-support strategy with the appropriate environment
      • Step three-sell your strategy to win emotional commitment
      • Step four-keep strategy flexible
      Unleash the concealed power
    • Page 9
      Engagement and the community
    • Page 10
      • KEYS TO COMMUNITY
      • The global group
      • The locally loyal
      • The matrixed middle
      • HOW MUCH TO INVEST IN COMMUNITY?
      • What is the purpose of my community?
      • What business goals do I expect it to help with me with?
      • How much community can I afford?
      Engagement and the community
    • Page 11
      Linking engagement with business performance
    • Page 12
      • B&Q
      • Ensure your day to day HR function works
      • Gain the support of senior executives and the board
      • Ensure there is an honesty in your business culture
      Linking engagement with business performance 1 of 3
    • Page 13
      • DSG INTERNATIONAL
      • Keep it real
      • Know your motive
      • Don’t run before you can walk
      Linking engagement with business performance 2 of 3
    • Page 14
      • AVIVA
      • Analyse your date with care
      • Consider increasing the number of surveys you carry out
      • Never carry out a survey before you are about to give bad news
      Linking engagement with business performance 3 of 3
    • Page 15
      Employee surveys
    • Page 16
      • KEY ELEMENTS
      • Project analysis
      • Communication
      • Questionnaire
      • Analysis levels
      • Fieldwork
      • Response
      • Data processing, analysis and interpretation
      • Reporting and action planning
      Employee surveys 1 of 3
    • Page 17
      • ACHIEVING A SUCCESSFUL SURVEY
      • Senior management must be committed to the survey
      • Involve employee representatives at all stages
      • Tell people about it by publicising the survey through all available media
      • Keep it real by addressing issues of importance to employees
      • Give employees prompt and relevant feedback on the results
      • Act on the results
      Employee surveys 2 of 3
    • Page 18
      • If you ask a question, show you value the response
      • Managers’ reactions to a survey can be as telling as the results of the survey itself
      • Don’t try to use the results in isolation-they are a starting point for conversations
      • Don’t assume poor response rates or poor results are a departmental problem. Isolating individuals’ results will show the real hot spots that need action.
      • Don’t let people explain away the results-if they do, they miss the opportunity to improve
      Employee surveys 3 of 3
    • Page 19
      Succession planning
    • Page 20
      • CREATING A LAYER OF COMMUNICATIVE AND ENGAGING MANAGERS
      • Start at the top, as managers will adopt the behaviours of their leaders
      • Make sure your managers understand the purpose and plan of the organisation
      • Involve them in planning the detail
      • Include communication in managers’ job descriptions
      • Develop communication guidelines
      • Provide communication training
      • Reward effective communication
      Succession planning
    • Page 21
      Exercise A
    • Page 22
      Exercise A
    • Page 23
      Real-life examples
    • Page 24
      • IMPLEMENTED A CONSULTATION PROGRAMME TO LOOK AT BUSINESS PLANNING AND HIGH STAFF TURNOVER-bus operator, 1700 employees-WHAT IT DID
      • Defined its aims and objectives as a business
      • Developed an employee engagement strategy
      • Appointed an HR Manager, part of the senior team
      • Launched employee survey and award schemes
      • Introduced one-to-one reviews
      Abellio 1 of 2
    • Page 25
      • IMPLEMENTED A CONSULTATION PROGRAMME TO LOOK AT BUSINESS PLANNING AND HIGH STAFF TURNOVER-bus operator, 1700 employees-BENEFITS & ACHIEVEMENTS
      • Attrition rates fell from 42% in 2005 to 15% in 2008
      • All training is competency based and aligned to individual and organisational needs
      • Absence levels have fallen from 13% to 6%
      • Good relationships with trade unions
      • Achieved Investors in People status in November 2008
      Abellio 2 of 2
    • Page 26
      • IN 2006 ONLY 56% OF EMPLOYEES WERE MOTIVATED IN THEIR JOBS, AND THE CHALLENGE WAS TO ENGAGE EVERY EMPLOYEE-council, 60000 employees-WHAT IT DID
      • Brought in consultants to identify attitudes to be changed
      • Identified core values of belief, excellence, success and trust (BEST)
      • Involved the unions
      • Get senior buy-in from the outset
      Birmingham City Council 1 of 2
    • Page 27
      • IN 2006 ONLY 56% OF EMPLOYEES WERE MOTIVATED IN THEIR JOBS, AND THE CHALLENGE WAS TO ENGAGE EVERY EMPLOYEE-council, 60000 employees-BENEFITS AND ACHIEVEMENTS
      • 83% of employees motivated in their job(2008)
      • 76% of employees highly and frequently engaged
      • More than 6000 service improvements implemented, all generated by employees
      • £17M in increased productivity
      • Changed the BEST programme from a fixed-timescale project to be part of business as usual
      Birmingham City Council 2 of 2
    • Page 28
      • IMPROVE PERFORMANCE IN BEST COMPANIES SURVEY-charity, 170 employees-WHAT IT DID
      • Structured briefings led to suggestions on how the organisation could perform better
      • Senior management came up with a response and action plan based on these ideas and communicated the results
      • Through a progressive and well thought through HR strategy the charity has created a climate of engagement where 91% of the workforce believe they work with colleagues who are committed and professional
      Broadway 1 of 2
    • Page 29
      • IMPROVE PERFORMANCE IN BEST COMPANIES SURVEY-charity, 170 employees-BENEFITS AND ACHIEVEMENTS
      • 92% of the workforce believe Broadway makes a positive difference to people’s lives
      • 95% of external appointments are filled after the first attempt
      • Average length of stay for employees has increased from 2.2 years to four years
      • Sickness absence rate of 2% compared to the CIPD average for the voluntary sector of 4%
      • 71% of managerial appointments made internally
      • Broadway receives more requests for job packs and has the highest volume of applications compared to any other charity within its customer base
      Broadway 2 of 2
    • Page 30
      • A NEW APPROACH TO UNDERSTANDING ENGAGEMENT WAS INTRODUCED BY THE HR & COMMUNICATIONS TEAM-construction, 980 employees-WHAT IT DID
      • Identified 32 champions
      • Organised a workshop for the champions, asking them to spell out what they saw as a great place to work
      • Had the champions help design an ongoing programme of workshops, the results of which were fed back to other staff
      • Asked the champions to help develop a cost-cutting solution, resulting in a request for people to volunteer to take pay cust-84% of workers volunteered
      Everest Home Improvements 1 of 2
    • Page 31
      • A NEW APPROACH TO UNDERSTANDING ENGAGEMENT WAS INTRODUCED BY THE HR & COMMUNICATIONS TEAM-construction, 980 employees-BENEFITS AND ACHIEVEMENTS
      • £1.2M saved through salary reduction
      • Nearly £4M reduction in operating costs since the programme began
      • Additional activities were launched to support the programme, including the Everest Value Awards
      Everest Home Improvements 2 of 2
    • Page 32
      • RAPID EXPANSION BETWEEN 2004 & 2008 CO-INCIDED WITH HIGH ATTRITION AND ABSENCE PLUS LOW MORALE-fleet management, 440 employees-WHAT IT DID
      • Implemented a reward framework linking pay with performance
      • Improved operational training and introduced behavioural development programmes
      • Introduced leadership and management development programmes
      • Developed an internal communication platform
      FMG Support 1 of 2
    • Page 33
      • RAPID EXPANSION BETWEEN 2004 & 2008 CO-INCIDED WITH HIGH ATTRITION AND ABSENCE PLUS LOW MORALE-fleet management, 440 employees-BENEFITS AND ACHIEVEMENTS
      • Attrition has fallen from 27% in 2006-7 to 25% in 2007-8
      • The 2009 employee survey found that 94% of people are proud to work for FMG Support
      • 91% feel there is a real commitment to the company, and 90% still want to be working there in 12 months’ time.
      FMG Support 2 of 2
    • Page 34
      • IN 2008 SICKNESS ABSENCE AVERAGED 10.9 DAYS AND ONLY 65% OF THE WORKFORCE COMPLETED THE ANNUAL SURVEY-prison, 226 employees-WHAT IT DID
      • Implemented sick meetings for employees returning from sickness absence
      • Arranged for the HR business partner and the performance management team to manage employee sickness
      • Introduced one-to-one wellbeing clinics with an occupational health adviser
      • Set up an employee survey team
      • Arranged employee consultation events
      HM Prison Morton Hall 1 of 2
    • Page 35
      • IN 2008 SICKNESS ABSENCE AVERAGED 10.9 DAYS AND ONLY 65% OF THE WORKFORCE COMPLETED THE ANNUAL SURVEY-prison, 226 employees-BENEFITS AND ACHIEVEMENTS
      • By the year-end 2008-9 sickness absence had fallen to 5.2 days, the lowest of any UK prison
      • Attrition for the same year fell to 10
      • 103 employees did not take sick leave
      • 78% of employees completed the survey
      • 89% of employees were clear about what was expected of them in their job
      HM Prison Morton Hall 2 of 2
    • Page 36
      Heart of England NHS Foundation Trust 1 of 2
      • MERGER RESULTED IN THE NEED FOR A ‘ONE TRUST’ CULTURE-NHS, 10000 employees-WHAT IT DID
      • Series of events hosted by the Chief Executive, bringing together more than 3000 employees
      • On-site Q&A sessions hosted by the Chief Executive, plus a FAQ newsletter and regular email communication
      • Designing and implementing the first local employee survey in the NHS
      • Creating a dedicated jobs unit to support employees during the restructuring
    • Page 37
      • MERGER RESULTED IN THE NEED FOR A ‘ONE TRUST’ CULTURE-NHS, 10000 employees-BENEFITS AND ACHIEVEMENTS
      • The trust saved £750000 on redundancy costs making only six redundancies rather than an expected 50
      • Achieved £3M in efficiencies by reducing back-office posts
      • Engaged and developed leaders to effectively manage the human aspects of large-scale organisational change
      • Collected valuable intelligence on employee perceptions of the trust-75% of the workforce would recommend the hospital for treatment
      • The Trust was awarded ‘Top Employer’ status by The Guardian
      Heart of England NHS Foundation Trust 2 of 2
    • Page 38
      • IMPROVE ENGAGEMENT LEVELS TO ENCOURAGE RECOVERY OF THE BUSINESS-retail, 16000 employees-WHAT IT DID
      • Improved annual employee survey to monitor levels of engagement rather than satisfaction, allowing an independent company to manage it
      • Use of 360 degree feedback to ensure its leaders demonstrate the right behaviours and all employees must work towards key performance indicators
      • In addition there is a forum for retail employees where representatives from each store share concerns, with the information passed on to regional and national meetings where the Board of Directors attend to listen to views/ideas
      Iceland Foods 1 of 2
    • Page 39
      • IMPROVE ENGAGEMENT LEVELS TO ENCOURAGE RECOVERY OF THE BUSINESS-retail, 16000 employees-BENEFITS AND ACHIEVEMENTS
      • Employee survey response increased over three years from 74% to 91%
      • Focus groups were held to address areas of poor engagement
      • Latest survey gave an engagement score of 76% with 58% classed as highly engaged
      • Employees agree positively with statements such as ‘I feel a strong sense of family’, ‘My manager motivates me to give my best every day’ and ‘I feel proud to work for this organisation’
      • Reduction in absence and staff turnover
      • Accreditation in Best Companies to Work For
      Iceland Foods2 of 2
    • Page 40
      • DEVELOP VALUES TO DRIVE A DISTINCTIVE AND DIFFERENT STYLE OF SERVICE-hotels, 130000 employees-WHAT IT DID
      • Ran 70 workshops in 20 countries with more than 1000 people in just one month. This led to the creation of five core values called ‘Winning Ways’ which were launched at a leadership conference by the company’s CEO. The values were then communicated to the whole company using workshops designed to bring the values to life. Other initiatives included: a ‘jigsaw challenge’ where hotels could submit examples of Winning Ways behaviour a ‘chase the extraordinary’ tour of IHG hotels in the US, which invited more than 10000 people to pledge to live the Winning Ways
      Intercontinental Hotels 1 of 2
    • Page 41
      • DEVELOP VALUES TO DRIVE A DISTINCTIVE AND DIFFERENT STYLE OF SERVICE-hotels, 130000 employees-BENEFITS AND ACHIEVEMENTS
      • Employee engagement jumped by 8.5% over six months
      • Engagement among managers rose 6% over the same period
      • 80% of employees will put in extra effort based on the impact of the new values set
      • 80% said they see people around them living the Winning Ways, and 83% said they see their manager living them
      • 82% would recommend it to others as a good place to work
      Intercontinental Hotels 2 of 2
    • Page 42
      Measuring engagement at New Balance
    • Page 43
      • Each point is marked out of ten so that the overall index provides an engagement rating:
      • 100-120 Outstanding
      • 80-100 You are doing OK
      • 60-80 Halfway there
      • 40-60 Challenging times
      • 0-40 Dangerous times
      Measuring engagement at New Balance
    • Page 44
      The MacLeod Review
    • Page 45
      • RECOMMENDATIONS
      • National campaign on engagement
      • Senior sponsor group to raise awareness.
      • Support for employers, including case studies and coaching advice made available from March 2010.
      • Existing government resources including Acas, UKCES and Sector Skills Councils should be aligned to provide better support in developing skills needed for engagement.
      The MacLeod Review
    • Page 46
      Exercise B
    • Page 47
      Exercise B
    • Page 48
      Case studies
    • Page 49
      Case studies
    • Page 50
      Conclusion & Questions
    • Page 51
      Conclusion
      Summary
      Questions