6Handouts on tables for referenceSlide decks will be made available post eventSay cheese….photographer in the houseLet’s spread the word – Twitter #EngageEssexEvent essentials
7Employee engagement –a vital driver of economic successRobert OverallEssex County Council
8Getting to know each other –and the employee engagementingredient, what’s yours?
Engage for SuccessNita ClarkeEssex practitioner event26 April 2013
10KEEP IT SIMPLE….‘A workplace approach designed to ensure that employees are committed totheir organisation’s goals and values, motivated to contribute to organisationalsuccess and able at the same time to enhance their own sense of wellbeing.’Professor David Guest‘It’s the people, stupid!’with apologies to James Carville
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THE BIGGER PICTURE03/05/2013 Engage for success 13The context for WHY Employee Engagement is critical:The 20th Century model was “Business as Usual”.MAKE EFFICIENT – aligned but not engaged, centraldirection, command and control.
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BARRIERS‘Spare me another **** HR/comms initiative’‘Don’t you know there’s a recession on?’‘I’ve not got time for the soft and fluffy stuff’Spreading good practiceLeaders modelling behaviourCommand and controlMicro-managingPeople skills for the lineTakes time, application, consistency and effortTransactional – ie survey – rather than transformational – ie culture change17
DISENGAGEMENT IS NOT INEVITABLEResearch shows that how an organisation deals withredundancy has greater effect on employee engagement thanjob losses themselves (Roffey Park 2011)Engagement has stayed high in high performing companiesthrough the recession. Among results of engagement:improved product qualitymore technical innovationBetter internal co-operationmanagers encourage people to learn from their mistakesgoals clearly definedcareer opportunities and performance management strengthened(Towers Watson July 2010)
19KEY ENABLER 1: STRATEGIC NARRATIVEStrong, visible, empowering leadership provides a strong strategicnarrative about the organisation, where it’s come from and where it’sgoing.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
20KEY ENABLER 2: ENGAGING MANAGERSThey:focus theirpeople, offerscope and enablethe job to getdonetreat their peopleas individualscoach and stretchtheir people
21KEY ENABLER 3: INTEGRITYThere is organisational integrity – the values on the wall arereflected in day to day behaviours.These expected behaviours areexplicit and bought into by staff.Keep it real – staff see throughcorporate spin quicker thancustomers or the public.Integrity enables trust: noengagement without trust
22KEY ENABLER 4: EMPLOYEE VOICEThere is employee voice throughout the organisation, for reinforcing andchallenging views; between functions & externally; employees are reallyseen as your key asset – not the problem.
23A government sponsored, employer led Task Force (TF), to spearhead a movementto enhance levels of employee engagement across the U.K. workforce.Launched at No 10 Downing Street by the Prime Minister and BIS’s Ed Davey inMarch 2011.ENGAGE FOR SUCCESS - THE NEXT STAGESupported by a high level sponsorgroup and by Guru and practitionergroups.TF already looking in more depth atbarriers and practical challenges toengagement.Practitioners’ national network andmajor website
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Lord ODonnell, Former Head of Home Civil ServiceMarc Bolland, CEO, M&SMark Elborne, CEO, General Electric, North EuropeSir Martin Sorrell, CEO, WPPMartin Temple, Chairman, EEFMoya Greene, CEO, Royal MailNigel Stein, CEO, GKNPaul Drechsler, CEO, Wates GroupPeter Cheese, CE, CIPDSir Peter Housden, PS for ScotlandPeter Rogers, CEO, BabcockPeter Sands, CEO, Standard CharteredPeter Searle, CEO, Adecco Group UK & IrelandRichard Baker, Chairman, Virgin ActiveRob Devey, CE, Prudential UK and EuropeRonan Dunne, CEO , O2Rona Fairhead, Group CE, Financial Times GroupSimon Walker, Director General, IoDSir Stephen Bubb, CE, AcevoStephen Howard, Chief Executive, BITCSteve Elliott, Director General, CIASteve Mogford, CEO, United UtilitiesTim Melville-Ross, Chairman, HEFCETim O’Toole, CEO, First GroupWill Hutton, Executive Vice Chair, Work FoundationSir Win Bischoff, Chairman, Lloyds Banking GroupAdam Balon, InnocentAdam Crozier, CEO, ITVAdrian Brown, UK and Western Europe CEO RSAAlex Gourlay, CEO, Alliance BootsAmyas Morse, Auditor General, NAOAndy Harrison, CEO, WhitbreadAnthony Jenkins, CEO, BarclaysDame Barbara Stocking, CEO, OxfamBarbara Frost, CE, WaterAidSir Bob Kerslake, Head of the Civil ServiceBrendan Barber, General Secretary, TUCCarolyn Downs, CE, Local Govt AssocCharlie Mayfield, Chairman, JLPChris Browne, MD, Thomson AirwaysChris Hyman, CEO, SercoDavid Evans, CE, Grass Roots GroupEd Sweeney, Chairman, ACASIan King, CEO, BAEIan Livingston, CEO, BTIan Powell, Chairman & Senior Partner, PwCIan Sarson, CEO, Compass GroupJane Wilson, CE, CIPRJohn Cridland, Director General, CBIJohn Hannett, General Secretary, USDAWJohn Neill, Group CE, UnipartJohn Walker, Chairman, FSBKaren Boswell, MD, East Coast RailEngage for Success Sponsors
Finally…The crisis of today is the joke oftomorrow
48Let’s talk, listen, connect toengage – and share to take action
49Engagement to delight v disengagementto disappoint your customersBrian WestonInstitute of CustomerService
Institute of Customer ServiceEmployee Engagement:The Business ImpactBrian WestonDirector, Marketing and Communications
about the Institute of Customer Service• UKCSI• Benchmarking• Accreditation• Customer Service Training and Professional Qualifications• Research• Conference and networking• UK Customer Satisfaction Awardswww.instituteofcustomerservice.com
2013 UK Customer Satisfaction AwardsObjective HREmployee EngagementStrategy of the YearWinner• High retention rates• Ex-employees returning• Lower absence rates• Higher customer satisfaction• Productivity and growthFinalistsAgeas InsuranceLV=New Charter Housing Trust GroupRHPStar Technology - A Claranet Group CompanyUKFastcustomerserviceconference.co.uk
heightened importance of emotionalintelligenceEconomic insecurity Diverse customer segmentsLess deference Social Mediaexplosion
customer satisfaction is up65.669.471.272.075.2 75.676.777.3 77.478.0Jan 08 Jul 08 Jan 09 Jul 09 Jan 10 Jul 10 Jan 11 Jul 11 Jan 12 Jul 12UKCSI wave
the day to day service experience1 2 3 4 5 6 7 8 9 10FriendlyKnowledgeableHelpfulEnthusiasticInterested in meeting my needsPassionate about doing a good job for meEnjoying their workSeemed proud to work for the companyBoredBanksInsurersHigh St RetailersUtilitiesUsing a scale of 1-10, where 1 is completely disagree and 10 is completely agree, score these statements about customer service staff you regularly encounter at…
memorable customer experiences29% of customers said they had a memorable service experience
differentiators between “good” and“bad” customer experiencesEmployee behaviour Differential between customerswho had good and badexperiencesSeemed interested inmeeting the customers’needs6.1Seemed helpful 5.7Seemed passionate aboutdoing a good job5.6Seemed enthusiastic 5.3
outcomes of good and bad serviceexperiencesSince this experience, have you…
what customers complain about34.3%31.1%31.0%23.7%22.5%21.7%17.5%13.2%13.2%Quality or reliability of goods/servicesStaff attitudeStaff competenceLate delivery or slow serviceSuitability of goods/servicesCostAvailability of goods/servicesOrganisation not keeping its promises andcommitmentsOther
Definitions of EmployeeEngagement – the missing link• The psychological investment people have intheir organisation and its goals (ModernSurvey)• The employees drive to use all of theiringenuity and resources for the benefit of theorganisation (Best Companies)• Emotional and intellectual commitment totheir organisation and its success (WorkFoundation)
The Business Case for EmployeeEngagement……is well madeInnovation, Productivity, Customer Service,Sales, overall financial performance
The Business Case for EmployeeEngagement5,370,000 results2,005 books
www.gomadthinking.comEngagementCapabilityDirection4/26/13 75PeakOrganisationalPerformanceImpact on Performance
A Quick Quiz• What percentage of your managers truly understand theconcept of employee engagement?• Considering your Company’s employee engagementefforts, what percentage is directed towards surveyactivity versus genuinely improving engagement?• What percentage of employees in your organisationhave absolute zero interest in improving themselves ortheir situation versus those that will make the best of anysituation?• How many of your employees are disengaged right now?• How many of your employees appreciate that they have achoice about their engagement levels?
A Quick Quiz• What percentage of your managers truly understand the concept of employeeengagement?• 40%• Considering your Company’s employee engagement efforts, what percentage isdirected towards survey activity versus genuinely improving engagement?• Typically it is 80:20 – this needs reversing!• What percentage of employees in your organisation have absolute zero interestin improving themselves or their situation versus those that will make the best ofany situation?• 10% versus 5% - an 85% opportunity!• How many of your employees are disengaged right now?• Around 35% to 50% (McClean and Company)• How many of your employees appreciate that they have a choice about theirengagement levels?• ???
www.gomadthinking.com4/26/13 78Employee EngagementGroundhog Day
The link to resultsAssumed Imposed ExpectedTHINKING ACTIONS RESULTSChanging thethoughts andemotions thatpeople have aboutwork at anindividual andleadership levelChanging thethinking leads to anew set ofbehaviours andactionsNew and betterresults achievedthrough differentactions andbehavioursgeneratedthrough differentthinking
www.gomadthinking.comOriginal research (4000 hours in1998)Question:What is the simplest way of explaining thesuccess process that people naturally usewhen making a difference?Answer:Go M.A.D.® a Solution Focused Thinking™System104
www.gomadthinking.com 105Take Action& MeasureResultsSelfBeliefPersonalResponsibilityInvolveOthersPlanPrioritiesDefineGoalReasonWhyThe Go M.A.D.® Framework
Application levels for SolutionFocused Thinking™Helping youto think(Personal Effectiveness)Helping others to think(Coaching)Helping teams to think(Projects, meetings & team development)Helping organisations to think(Leadership thinking & cultural transformation)
www.gomadthinking.comThe Go M.A.D.® LeadershipThinking Framework107Culture(CollectiveBeliefs)LeadershipResponsibility PeopleOrganisationalReason WhyVision &ObjectivesManagementThinking &PlanningTake Action and MeasureResults
Client Experiences• Co-operative Pharmacy – 7 point shift inemployee engagement scores in 6 months,‘unexplained’ KPI uplift• Kraft - Over $15m difference• Lloyds Banking Group – 15 people identifiedsavings of £15m (300k implementableimmediately)• Vaultex – 30-40% uplift in engagement scoresand associated efficiencies and improvements tothe value of £500,000 identified in a 90 dayperiod
Possibility Thinking –MindstormingWhat could I possibly do to improve levels ofemployee engagement in my organisation ?
Taking Action…….• Employee Engagement Open Programme – 20%discount – 22nd & 23rd May 2013A taster of the things you will learn:• The Go M.A.D.® systems thinking approach to improvingemployee engagement• 65 High Quality Questions that enhance leadership thinking todrive increased employee engagement• How to think creatively and widely about employeeengagement...• ...to generate more than 100 new ideas to take away• How to create your bespoke employee engagement umbrellagoal with prioritised actions to apply instantly back in theworkplace
Go MAD Research & Consulting GroupSome free gifts from me as a thankyou• Over 100 “Thinking for Success” podcasts canbe accessed through iTunes business section• Free Go MAD Thinking App
www.gomadthinking.com4/26/13 113Book available –First come, firstserved.
A Closing Thought…….“Whistle while you work.” – The SevenDwarves
Employee voice matters – let’s getloud!Dr Martin ReddingtonEngage for Success Essex 26 April 2013
“…An insight-driven function…In this way HR uses much of thework from its core activities to further inform the organisationabout challenges, course correction and big opportunities.”“….A Business Savvy function.. We wanted to get into aconversation with practitioners about what they think businesssavvy is…”Four ‘foundations’ that help build business savvy in HRprofessionals and their teams…..(CIPD, 2011)High Performance HR
You, Your Team, YourOrganisation and EssexWhat’s going to stop?What do you need to consider?What are you going to do?
So What?What are the tangiblebenefits?How will I measure this?What investment will it require and whatreturn will my business get from theinvestment?What are the intangiblebenefits that I should behighlighting?