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VaLUENTiS Employee Engagement EE Summit pres 160413 final dist copy
 

VaLUENTiS Employee Engagement EE Summit pres 160413 final dist copy

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Recent presentation at the Employee Engagement Summit UK April 2014

Recent presentation at the Employee Engagement Summit UK April 2014

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    VaLUENTiS Employee Engagement EE Summit pres 160413 final dist copy VaLUENTiS Employee Engagement EE Summit pres 160413 final dist copy Presentation Transcript

    • Employee Engagement Conference Symposium Events London UK April 2013 Employee Engagement in Organisations: The first days for ambitious HR functions ‘ThinkNicholas J Higgins, DrHCMI MSc Fin (LBS) MBA (OBS) MCMI HR.CEO, VaLUENTiS Ltd & Dean, International ThinkSchool of Human Capital Management (‘ISHCM’) Human Capital.’ Tour 2013
    • Video version available through WTG on-demand service.All rights reserved. No part of this presentation may be reproduced, translated, stored in aretrieval system or transmitted in any form or by any means, electronic, mechanical,photocopying, microfilming recording or otherwise without the express permission of theauthor.Please e-mail nicholas.higgins@valuentis.com regarding any matters of reproduction/organisational distribution.© 2013
    • ‘Celebrating ten years 2003-13’
    • ‘A selection of previous relevant presentations…’
    • Part IBaselines… 5
    • 1. Which famous experiments took place at Western Electric Co in the 20th Century…?
    • Hawthorne Experiments (1924-1933) Illumination Studies (1924-27) • Inter-relationship of social and physical factors in determining productivity • Unintended consequences on artefacts of experimental setting Relay Assembly Test Room (1927-32) • Impact of supervision on worker behaviour • Employee participation • Development of group cohesiveness • Matching worker expectations and job characteristics Second relay assembly (1928) • Worker sentiments and values • Different wage incentives cannot account • Spill-over of non-work experiences into work life for all of test room productivity increases • Informal leadership • Worker attitudes and productivity • Multidimensional view of work motivation MICA Splitting Test Room (1929) • Autonomous work groups • Limits to wage incentive Bank Wiring Observation Interview Programme (1928-30) Room (1931-32) • Employee feedback • Informal system • Non-directive counselling • Group social strata • Status distinction and interpersonal perception • Anti-management group norms • Supervisor training • Coercive impact of group norms • Physical proximity and attitudesSource: Adapted from Shedding Light on the Hawthorne Studies, Sonnenfeld J.A. 1985Photographs: Harvard Baker Library
    • 2. Which US company is most associated with employee surveys and causal studies linking to performance …?
    • A look back at The original Sears E-C-P Chain…(an early forerunner of ‘employee engagement’ with causal performance link) A compelling A compelling place to work A compelling place to shop place to invest Customer Attitude Service recommendationsabout the Helpfulness job Return on assets Employee Customer Operating margin Behavior Impression Revenue growth Attitude Merchandiseabout the Valuecompany Employee Customer retention retention 5 unit increase 13 unit increase 0.5% increase in in employee in customer revenue growth attitude impression The Employee-Customer-Profit chain at Sears By Anthony J. Rucci , Stephen P. Kirn and Richard T. Quinn Harvard Business Review Jan-Feb 1998
    • 3. Which author, with an articlepublished in 1990, is attributed as being the first to use the term ‘employee engagement’…?
    • Psychological Conditions of PersonalEngagement and Disengagement at WorkWilliam A. KahnAcademy of Management Journal 1990“Personal Engagement is the simultaneous employment andexpression of a person’s ‘preferred self’ in task behaviors thatpromote connections to work and to others, personal presence(physical, cognitive and emotional), and active, full roleperformance.” 11
    • poorlycommunicatedreorganisation perceived short-staffed reward inequity interpersonal planned conflict training cancelled uncaring new incentive boss misalignmentenlarged Well-receivedrole performance appraisal hit personal targets/ hit team objectives targets/ objectives “A further, more up to salary enrolled on MD date interpretation…” increase programmeEmployee engagement as a sum of constant work‘forces’ (VaLUENTIS EESoF model) illustrative vectors
    • 4. What is ‘acknowledged’ as the single biggest factor in an individual’s engagement at work…?
    • Illustrating the management influence using VaLUENTiS 5D Employee Engagement Framework Line-of-Sight Work Environment Objectives awareness Cultural elements Behaviour alignment Team dynamics Role ‘fit’ Communication Performance management Organisation operating Resources culture Feedback Local management Capability Physical environment Organisation design Performance/talent management Remuneration equity ‘Corporate’ Leadership Career progression Communication Bonus/incentives Decision rights Competencies Benefits Work values Succession planning Trust Role equity Job/ Role architecture Recognition Training/ Learning Promotional aspects Coaching/ Mentoring Reward (equity) Development © VaLUENTiS Ltd 2002-13 A manager has influence in many areas of engagement, some more than others…
    • The concept of Employee Engagement: A synthesis of antecedent theories and empirical evidence with human capital management practice related to organisation performance – 100 years in the making •Leadership theory •Decision-making theory •Organisational ‘fit’ theory •Conflict theory •Organisation performance & measurement* •Commitment theory •Trust theory •High performance work systems •Goal setting and task theory •Teams theory •Group theory Human Capital Management practice/systems: •Expectancy theory •Talent management •Equity (justice) theory •Performance management •Motivation theory •Reward & recognition •Job satisfaction •Employer brand Individual Immediate Wider Organisation •Human capital retention •Needs theory Team Group •Resourcing & selection •Trait theory •Social cognitive/ •Training & Development self efficacy theory •Workforce diversity •Psychological contract •Leadership •Organisation Citizenship Behaviour •Organisation design •Taylor - Scientific management •Emotional Intelligence •Organisation communication •Munsterberg - Industrial psychology •Behaviourism •Organisation culture •Fayol - Principles of management •Cognitive dissonance •Follett - Management relations/integration •Learning theory •Mayo/Hawthorne studies •Wellbeing/Burnout •Lewin (MIT) - group dynamics/behaviour •Other I/O psychology •Likert – Management system/measurement scale contributions •Tavistock – Socio-technical systems •McGregor Theory X/Y •Hertzberg – Two factor theory •Drucker – Practice of managementSource: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003 •Kahn – Personal engagement
    • VaLUENTiS 5D Employee Engagement:Core empirical theories that combine to form the root structure of the VaLUENTiS model •Leadership theory •Decision-making theory •Organisational ‘fit’ theory •Conflict theory •Organisation performance & measurement* •Commitment theory •Trust theory •High performance work systems •Goal setting and task theory •Teams theory •Group theory Human Capital Management practice/systems: •Expectancy theory •Talent management •Equity (justice) theory •Performance management •Motivation theory •Reward & recognition •Job satisfaction •Employer brand Individual Immediate Wider Organisation •Human capital retention •Needs theory Team Group •Resourcing & selection •Trait theory •Social cognitive/ •Training & Development self efficacy theory •Workforce diversity •Psychological contract •Leadership •Organisation Citizenship Behaviour •Organisation design •Taylor - Scientific management •Emotional Intelligence •Organisation communication •Munsterberg - Industrial psychology •Behaviourism •Organisation culture •Fayol - Principles of management •Cognitive dissonance •Follett - Management relations/integration •Learning theory •Mayo/Hawthorne studies •Wellbeing/Burnout •Lewin (MIT) - group dynamics/behaviour •Other I/O psychology •Likert – Management system/measurement scale contributions •Tavistock – Socio-technical systems •McGregor Theory X/Y“But all the others have a part to play…” •Hertzberg – Two factor theory •Drucker – Practice of managementSource: The antecedents of Employee Engagement, Nicholas J Higgins - VaLUENTiS technical paper 2003 •Kahn – Personal engagement
    • 5. What is the connection between job satisfaction and job performance…?
    • 6. Complete this ‘well-known phrase’: “If employee engagement was the answer, …………………………......?”
    • Observation 101Absenteeism, turnover, ill-discipline, managerresistance, communication and/or trust issuesetc are all, to a great degree, manifestationsof poor employee engagement in someform.“Many case studies and indeed academic comment, however,seem to ignore this fact. Thus, we’re seemingly praising ourselvesfor putting a fire out – the very one we started as anorganisation! What happened to the ‘Why’ in the first instance?As an industry practitioner question - What’s going on here?” 19
    • Part IIThe first 100 days… 20
    • Back to the ‘Six Pillars’… 1. Grounded understanding of Employee Engagement 2. Working definition of Employee Engagement 3. Measurement wisdom 4. Actioning infrastructureEE PLAYBOOK 5. Dynamic EE-Performance ‘playbook’DELETE 6. Competent leadership/management
    • Organisations and employee engagement:The ‘4-ball’ practice model ‘We don’t...’ ‘It’s all about PR…’ Play down Play act ‘At least we audit/ benchmark...’ Play safe ‘We do it…’ Play make The four progressive states of employee engagement embeddedness in organisations
    • The ‘4-ball’ Employee Engagement reality matrixPillar ‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’ Grounded I Exists in pockets with Good working knowledge understanding of Limited. Little. variation in line embedded across employee engagement Mostly ephemeral in nature. management. organisation. Maybe borrowed with II Working definition of Most likely borrowed Distributed ‘ownership’, internalisation or adapted employee engagement No definition in use. without any real ownership, whether borrowed, adapted after some organisational or ‘false’ ownership. or created. focus. Probably undertaking Will do measurement basics, People managementIII Limited to absenteeism Measurement wisdom surveys but with no valid even to the extent of evaluation/measurement metrics, employee surveys construct; response rate/PR engagement index etc. seen as ‘core’ on a par with seen as event driven if done. main focus. Tick box is main focus. CRM , finance etc. Probably in the form of basic Will have a number of Will have necessary ‘toolkit’IV Probably in the form of basic Actioning management courses. Most actioning elements in place to hand with ongoing training/management Infrastructure likely carry out some form of but not necessarily joined programmes to suit courses. branded programme. up. organisation focus. May have something Playbook in the form of Easy access in different e- V EE-Performance Playbook Does not exist. articulated on ‘strategies’. Most likely collection of ‘manager manual’ or on-line knowledge-share. Still being /physical formats at different levels. Signals irrelevant case studies. developed. ‘embedded’ intent. Will have varied mix of Will have varied mix of Will have varied mix of Cohort of well-trainedVI Competent leadership/ management skilled people managers. Existing good performers skilled people managers. Existing good performers skilled people managers but level of competency higher people managers exists with talent pools. Regular more through luck. more through luck. than Play-Act organisations. evaluation/reinforcement.
    • Human capital management practice andemployee engagement contributing to improved organisational performance (‘POP’ system) More effective human capital management Higher Higher organisation productivity performance Higher employee engagement
    • VaLUENTiS Management Pathfinder®:Client example (extended version) LEARNING & DIVERSITY DEVELOPMENT TALENT EMPLOYEE MANAGEMENT 813 CENTRICITY EMPLOYER REWARD BRAND 674 599 416 657 615 HR RETENTION GOVERNANCE 742 431 684 487 HR RESOURCING 642 OPERATIONAL 603 594 EXCELLENCE 628 ‘Out-performing’ (world class) ‘Out-performing’ PERFORMANCE LEADERSHIP (peer) ORIENTATION ‘Comparable’ 796 (peer) ORGANISATION ORGANISATION ‘Under-performing’ DESIGN CLIMATE (peer) ORGANISATION COMMUNICATIONS
    • Employee Engagement - Actioning Infrastructure 1 4 2 3
    • Actioning Employee Engagement Infrastructure(Purpose: ‘to embed’) ‘Live’ Employee Engagement adapted QFD Defined ‘how to’ (‘House of strategies around Quality’) People Manager engagement evaluation/ elements appraisal Supportive top (regular leadership and ‘practice runs’) OrganisationLinks into wider event logsorganisation ‘signalling’…intelligence EE relatedanalytics development/ Multi-survey learning mapping and programmes & workshops ‘Interactive’ people planning management evaluation overlay process map Nominated Wider People Manager communications/ Engagement line branding champions Dedicated internal focus team or nominated ‘on-point’ person “Spinning plates cogs…”
    • Performance/ Managementproductivity/ education,engagement assessment &‘holes’ reinforcement Employee survey ‘Game People information & management’ data other availability evaluations Management & quality ‘positional mapping’ Boiling it down…
    • Performance/ productivity/engagement ‘holes’…
    • Organisation Performance(as defined by organisation/unit scorecard measures and derivative metrics)Examples of organisation performance areas: Sales Service Patient delivery Operational Organisation Revenue Customer care risk satisfaction Procurement Product support Quality development Safety Cost…
    • ‘P12 modes of productivity’ More likely to More likely to More likely to produce higher achieve goals set embrace set grade/quality of values work (less errors) More likely to be More likely to give flexible to discretionary effort More likely to ‘own’ More inclined to More inclined toorganisation needs (if above contractual their development input into ideas/ share knowledge equitable) obligations innovation Less likely to suffer Less inclined to take Less likely to move stress days off employer (but more likely to suffer burn-out) Applied across all job roles in the context of the role specificity and environment which impact on individual and collective performance
    • Impaired Employee Engagement:Impact on individual and team productivity/performanceSub-optimal performance,i.e. less than achievableOrSub-optimal costs,i.e. higher than necessaryOrBoth 32
    • People data availability & quality…
    • Employee Engagement triangulation “Squaring the circle…” New (re)hire data Customer/client/ Performance patient/citizen appraisal data data Social media data Employee/management survey dataCritical Case dataincident data Organisation Other internal event log data survey/assessment data Exit data
    • “To this - The Engagement-Performance Matrix” Performance areaNew (re)hire dataPerformanceappraisal dataEmployee/manage “There isment survey data much thatCase data organisations can do forOther internal survey/assessment data themselves”Exit dataOrganisation event ‘Hawthorne’log data for the 21stCritical incidentdata Century organisation”Social media dataCustomer/client/patient/citizen data
    • Employee survey information & other evaluations…
    • The employee survey expertise modelHIGHHCM subject matter expertise Myopic 20/20 Foresight Result: Result: organisation has misleading or erroneous sufficient in-depth, robust interpretation knowledge to act upon Blind Unfocused Result: end up with ‘garbage in- Limited insight due to limitations garbage out’ syndrome of HCM knowledge Survey instrument design & measurement expertiseLOW HIGH © ISHCM 2006
    • Staff engagement: The challenge for organisations (The A-C Matrix) Fully congruent ‘Doing the right things the right way for the right reasons’ Knows what to do/achieve Could do Fully “Only one box in but unlikely to more productive achieve it nine reflects the constant ‘high bar’ Less than challenge forIndividual’s More likely to optimally organisations in degree of have Job gets performance/ productive - optimising Alignment capability issues done Could do more ‘well’ engagement across the workforce on a Likely to have performance, More likely to High probability daily basis” ‘Doing the wrong have objective attitudinal of wasted things/ wrong way/ and/or and/or effort/ wrong reasons’ ‘potential’ behavioural frustration issues Incongruent issues ‘Having to stay’ ‘Feeling of ought to stay’ ‘Wanting to stay’ Continuance Degree of Affective © VaLUENTiS Ltd 2002-13 Commitment
    • Staff engagement: The challenge for organisations (The A-C Matrix) Fully congruent ‘Doing the right things the right way for the right reasons’ Knows what to do/achieve Could do Fully 5% but unlikely to 15% more 15% productive achieve it Less than “TypicalIndividual’s More likely to optimally degree of have Job gets organisational 10% performance/ 25% done 10% productive - split” Alignment capability issues Could do more ‘well’ Likely to have More likely to performance, High probability ‘Doing the wrong have objective attitudinal of wasted things/ wrong way/ 10% and/or 5% and/or ‘potential’ 5% effort/ wrong reasons’ behavioural frustration issues Incongruent issues ‘Having to stay’ ‘Feeling of ought to stay’ ‘Wanting to stay’ Continuance Degree of Affective Commitment © VaLUENTiS Ltd 2002-13
    • Management ‘positional mapping’…
    • Embedding good employee engagement practice: ‘Mapping the management reality’ Let it happen Help it happen Make it happen Against embedding (Ambivalent/ (qualified (Actively (Status quo OK) non-committal) supportive) championing)Individual Board membersSenior managersMiddle managersLine managersSupervisors/Team leaders Remember ‘actions speak louder than words…’
    • 910 ‘Line Management’ engagement score by 860 percentile 813 790 760 “Often overlooked: Impaired manager engagement… And its impact…” Management client cadre sample 2010-11 Sample size: 1400 managers representing 20,000 employeesSource: VaLUENTiS Engagement database Score range 200-1000
    • ‘Line Management’ engagement scores ‘bell curve’“Same data as previous slide – different Management client cadre sample 2010-11graphic format… Sample size: 1400 managersLooking outside ‘norms’ that’s one in (employee population: 20,000)seven line managers posing serious Score range 200-1000concern…” 14.5% below one 13.9% above one standard deviation standard deviation 200 738 1000 “And so…”Source: VaLUENTiS Engagement database
    • Management education, assessment & reinforcementManagement education, assessment & reinforcement…
    • The common default mental model for senior managers and OD/HR practitioners… ‘Challenged’ ‘Good’ People People Manager Manager ‘Good’ Operating Manager ‘Challenged’ Operating Manager
    • Should be… ‘Good’Manager
    •  Awareness of objectives/goals 27 35 15 12 8 3  Local management/leadership role model 28 25 24 11 12 1 Individual’s behaviour aligned 30 31 11 15 10 3  Intra-team relations/cohesiveness 15 28 13 23 18 3 Individual ‘fit’ with assigned roles 28 44 12 9 5 2  Have resources to carry out job 21 32 7 33 13 4 Performance management effectiveness 21 29 7 19 22 2  Team effectiveness/trust 18 31 9 23 15 4 People receiving timely feedback/acted on 24 25 14 22 12 3  Physical environment/facilities 24 37 19 12 7 1 Know capabilities for promotion 14 25 6 20 27 8  Work-life balance 9 22 10 32 22 5 SMART targeting/goals 24 33 11 24 6 2  Sense of accomplishment 22 33 5 18 17 5 Values alignment 20 21 9 21 25 4  Team diversity 21 20 19 17 17 6Line of Operating culture Work  Inter-team relations/cohesiveness 11 18 15 26 22 8Sight  Organisation decision rights  Performance/talent management 13 15 24 28 18 10 19 23 16 15 10 9 Environment OVERALL   ‘Corporate’ leadership 8 21 14 26 26 5 OVERALL OVERALL   Pride with organisation 24 31 14 17 11 3  OVERALL   Effective decision-making 11 17 13 29 26 4 OVERALL Reward &  Work values Learning & 18 29 11 25 14 3  Organisational trust & openness 9 20 14 30 21 6 This is an example where front-line client projects meet management learning.Recognition Development ‘5D’ Employee Engagement case study diagnostic sheet © 2004-12 VaLUENTiS has customised Harvard/ECCH case studies by adding employee 5 21 Reward equity intra-organisation 22 31 6 21 17 3  Individuals possess requisite competencies 23 42 6 3 engagement profiles along with32 24 2 capital data and analytics to create a7 far Reward equity extra-organisation 13 20 9 human  Utilisation of individual skills 17 29 24 17 6 Benefits package component balanced practical learning experience for managers/practitioners.7 more enriched and 19 29 7 25 15 5  Pro-active training/ learning 18 25 26 19 5 Performance-reward link 20 20 10 26 21 3  Opportunities for personal development 14 22 12 29 20 3 Recognition for contribution  Structured coaching/mentoring It’s also unique and cheap to 8deliver (and also effectively on-demand). 14 21 31 21 5 12 25 8 25 22 8 Promotion for contribution/performance 19 29 15 21 12 4  Job/role architecture 14 32 15 20 13 6 Incentives encourage correct behaviour 7 24 10 29 21 9  Career progression paths 19 33 7 21 17 3 Incentives encourage achievement 17 28 16 18 16 5  Succession planning 13 24 6 29 21 7
    • ‘Game management’…
    • Game ManagementEE playbook example content Contents Strategies 1. Engagement strategies 2. Engagement operating ‘system’ models and analytics templates 3. Question-statement selection and construct Models design 4. Measurement index construction, maintenance and reporting 5. Engagement Driver Factor (EDF) analysis Implementation 6. Engagement ‘forcefield’ analysis 7. EE project management methodology and flowcharts 8. Engagement ‘issue work-through’ tools 9. Management learning programme design and evaluative criteria Learning 10. Engagement Transformation Programme (ETP) methodology 11. Core applied theory summary capsules 12. Human Capital Management framework 4 EE playbook
    • Performance/ Managementproductivity education,‘holes’ assessment & reinforcement Employee survey ‘Game People information & management’ data other availability evaluations Management & quality ‘positional mapping’ 100 day plan…
    • 100 Day plan (simplified) 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 1001. Performance/ productivity/ engagement ‘holes’2. People data availability & quality3. Employee survey information & other evaluations4. Management ‘positional mapping’5. Management education, assessment & EE PLAYBOOK reinforcement6. ‘Game management’
    • The ‘4-ball’ Employee Engagement reality matrixPillar ‘PLAY DOWN’ ‘PLAY ACT’ ‘PLAY SAFE’ ‘PLAY MAKE’ Grounded I Exists in pockets with Good working knowledge understanding of Limited. Little. variation in line embedded across employee engagement Mostly ephemeral in nature. management. organisation. Maybe borrowed with II Working definition of Most likely borrowed Distributed ‘ownership’, internalisation or adapted employee engagement No definition in use. without any real ownership, whether borrowed, adapted after some organisational or ‘false’ ownership. or created. focus. Probably undertaking Will do measurement basics, People managementIII Limited to absenteeism Measurement wisdom surveys but with no valid even to the extent of evaluation/measurement metrics, employee surveys construct; response rate/PR engagement index etc. seen as ‘core’ on a par with seen as event driven if done. main focus. Tick box is main focus. CRM , finance etc. Probably in the form of basic Will have a number of Will have necessary ‘toolkit’IV Probably in the form of basic Actioning management courses. Most actioning elements in place to hand with ongoing training/management Infrastructure likely carry out some form of but not necessarily joined programmes to suit courses. branded programme. up. organisation focus. May have something Playbook in the form of Easy access in different e- V EE-Performance Playbook Does not exist. articulated on ‘strategies’. Most likely collection of ‘manager manual’ or on-line knowledge-share. Still being /physical formats at different levels. Signals irrelevant case studies. developed. ‘embedded’ intent. Will have varied mix of Will have varied mix of Will have varied mix of Cohort of well-trainedVI Competent leadership/ management skilled people managers. Existing good performers skilled people managers. Existing good performers skilled people managers but level of competency higher people managers exists with talent pools. Regular more through luck. more through luck. than Play-Act organisations. evaluation/reinforcement.Overall value to organisationperformance/competitive NEGATIVE NEGATIVE NEUTRAL POSITIVEadvantage 52
    • Something to ponder..“For a successful technology, reality must takeprecedence over public relations, for nature cannot befooled.Richard Feynman, Appendix F on the Challenger Disaster EnquiryThus with respect to employee engagement:“For a successful (human) technology, reality musttake precedence over public relations, for (human)nature cannot be fooled.” 53
    • Three phrases we constantly use… ‘Get with the programme.’ ‘Join them dots.’‘Watch out for the tank traps.’ 54
    • ‘Your mission should you choose to accept it…’ ‘Think HR. THANK YOU. Think Human Capital.’ Tour 2013
    • Nicholas J Higginsnicholas.higgins@valuentis.comVaLUENTiS Ltd, 2nd Floor, Berkeley Square House,Berkeley Square, London W1J 6BDHO: +44 (0)207 887 6108M: +44 (0)7811 404713www.valuentis.comwww.ISHCM.comwww.NicholasJHiggins.comwww.HCglobal.blogspot.com
    • Employee Engagement Solutions Evidenced based definition, understanding and application GlobalWhat we bring… reach Measurement wisdom Senior management and expertise feedback sessions Performance link Line of sight Reward (equity) ‘License to manage’ Work On-line tools programmes environment and analytics Development Operating culture Frontline blended Survey design learning expertise ActioningVaLUENTiS Ltd,2nd Floor, Berkeley Square House, strategies and ProjectBerkeley Square, London W1J 6BD tactics THE EE managementHO: +44 (0)207 887 6108/21 PLAYBOOK expertise ‘Ten years ofwww.valuentis.com innovation…’www.ISHCM.com
    • ManagementP athfinder® Think Human Capital.
    • Smart. Smarter. Smartest... Professional Services www.valuentis.com‘The leading human capital management specialists’ ‘PEOPLE SCIENCE®’ Organisation Intelligence to improve organisation performance • Human Capital Management Evaluation • Employee Engagement • Talent Management • Workforce Productivity & Performance • Predictive Analytics • HC Forensics & Risk • HR Function ROI Analysis • Organisation Measurement • Management Education • Organisation Strategy SOLUTIONS
    • 2nd Floor, Berkeley Square House,Berkeley Square, London W1J 6BDTel: +44 (0)207 887 6121 …+Fax: +44 (0)207 887 6100enquiries@ISHCM.comwww.ISHCM.com Think HR. Think Human Capital.™ Human Capital Only one place to learn Management. Being human is unique. Attaining an M Sc in HCM is even more so.