2017 UK Employee Engagement Conference in association with People Insight

LONDON MARCH 01, 2017
THE 2017 EMPLOYEE ENGAGEMENT CONFERENCE
IN ASSOCIATION WITH

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v
TOM DEBENHAM
MANAGING DIRECTOR, PEOPLE INSIGHT

WHAT’S COMING NEXT?
RUN ORDER – with breaks included
 10.00am- Case Study: Virgin Trains
 10.20am – Case Study: Lloyds Banking Group
 10.40pm – Employee Engagement’s Impact on Customer Experience
 11.20am – Case Study: PPL
 11.40am – Case Study: Heathrow Airport
 12.00pm – Case Study: Wales & West Utilities
 12.20pm – Driving Performance
 12.40pm – Dr. Bob Nelson
 2.00pm – Panel: The Future of Employee Engagement
 3.00pm – Case Study: First Bus
 3.20pm – Case Study: Trustford
 4.00pm – Workshop: Collborating on an Employee Engagement Standard

The 2016 Employee Engagement Company of the
Year
WINNER

FINALIST
2016 Employee Engagement Company of the Year

© 2017 Lloyds Banking Group plc and its subsidiariesConfidential
BUILDING RATIONAL AND EMOTIONAL
ENGAGEMENT IN THE WORKPLACE
David Littlechild
March 2017

LLOYDS BANKING
GROUP
Our Culture is defined by our Purpose, Vision and Values, helping us to create a low risk,
customer focused, UK retail and commercialbank.
Confidential © 2017 Lloyds Banking Group plc and its subsidiaries 1
3

CREATING A HIGHLY ENGAGED
WORKFORCE
Engagement alone is not enough to ensure great customer outcomes; we must energise colleagues
and create the right environment for them to reach their full potential.
Source: IBM High Performance Engagement Model
4

Confidential © 2017 Lloyds Banking Group plc and its subsidiaries
PROCESS
ORIENTATED
Focus: Engaging
colleagues
REQUIRES FOCUSED
ATTENTION
Focus: Prioritisation of
key actions
COMMITTED BUT NOT
ENABLED
Focus: Improve Processes /
Infrastructure
BUILDING SUSTAINABLE
ENGAGEMENT
HIGH PERFORMANCE
ENGAGEMENT
Focus: Continuous
improvement
HighPerformance ExcellenceLow
Building high levels of rational and emotional engagement are important ingredients to
delivering sustainable business results
High
EmployeeEngagement

DRIVING BEHAVIOURAL
CHANGE
It is important to provide line managers with the right skills, knowledge and information they need
to support high quality team conversations and effective actionplanning.
6

OUR RESULTS TO
DATE
We have continued to build high levels of emotional and rational engagement enabling us to make
good progress to be the best bank forcustomers.
7

© 2017 Lloyds Banking Group plc and its subsidiariesConfidential
THANK YOU
David Littlechild

The Impact of the
Employee Engagement
on the Customer Experience

Employee Engagement Matters!
Aimee Lucas, CCXP
CX Transformist & Vice President
Temkin Group
March 2017
How Employee Engagement Impacts Customer Experience

Copyright ©2017 Temkin Group. All rights reserved.
CX Leaders have more engaged employees
Base: 2,447 U.K. full-time employees
Source: UK Employee Engagement Benchmark Study, 2017
CX same or
worse than
competitors
CX
significantly
better than
competitors
CX leaders have 2.3X more engaged employees
28%
67%

“You can design and
create, and build the
most wonderful place
in the world. But it
takes people to make
the dream a reality.”
- Walt Disney

Is she an engaged employee?

Engaged employees…
• Understand the overall mission of the company
• Feel the company provides the training and tools they need to be
successful
• Believe that the company asks for their feedback and acts upon
their input

The power of engaged employees
Employees who are likely
to do these things:
Do something that is good for your
company even if it is not expected
of you
Disengaged
Employees
Highly
Engaged
Employees
Recommend that a friend or relative
apply for a job within your company
16% 78%
Make a recommendation about an
improvement that can be made in
your company
11% 60%
4% 65%
+62 % pts.
+49 % pts.
+61 % pts.

Which employees are most engaged?
Senior
Leaders
Individual
Contributors65% 35%
Never
Interact With
Customers
Always
Interact With
Customers
28% 48%
Younger
employees
Older
employees48% 39%

Employee engagement virtuous cycle
Great
Customer
Experience
Engaged
Employees
Loyal
Customers
Strong
Financial
Results
Lower
Employee
Turnover
Prouder
Employees Investment In
Employees

The Five I’s of Employee Engagement
Inform
Provide employees the information they
need to understand what’s expected
Inspire
Connect employees to the company’s vision
and values so they believe those matter
Instruct
Support employees with the training, coaching,
and feedback they need to be successful
Involve
Take action with employees to improve
processes, solve problems, and shape change
Incent
Deploy appropriate systems to measure,
reward, and reinforce desired behaviors

At CX Leading Companies, HR Is More Involved
Base: 300 HR professionals who work in North American organizations with 1,000 or more employees
Source: Benchmarking HR’s Support of CX and Employee Engagement
To what degree are HR professionals involved in your
organization’s customer experience initiatives?
4%
11%
38%
36%
11%
3%
5%
18%
30%
43%
Not involved
Involved in a small way
Involved in moderate
way
Involved in a
considerable way
Significantly involved
CX Leaders
Other Firms

You have to engage your employees!
If you want engaged customers…

Thank you!
Aimee Lucas, CCXP
CX Transformist & Vice President
Temkin Group
www.temkingroup.com
Email: aimee@temkingroup.com
Twitter: @Aimee_Lucas
Visit our Employee Engagement Resources page:
www.tinyurl.com/TGCXEE

THANK YOU TO OUR SUPPORTERS

WINNER
Employee Engagement
SMB Company of the Year

What we planned to achieve?
41
Focus on action planning, involving and communicating
with staff
Pay and benefits review. The number one cause of
dissatisfaction & leaver motivation
Review & enhance personal development & customer
engagement

PPL’s Approach to
Improve Employee
Engagement

Benefits Review – Approach and Findings
43
Young
demographic
Equal split
of male and
female
84%
Not aware of
monetary value
of benefits
Our benefit offering was
appropriate for a middle
aged, married male with
children.

Benefit Changes
44
Launched
online benefits
platform and
host monthly
benefits
inductions
Weekly fruit
baskets
implemente
d
Contribution
up to £120
towards a
music related
activity
Increased
holiday with
length of
service

Why improve Internal Communications?
45
No internal
voice
Lack of
Technology
49%“Communications
are good between
different teams and
departments”
Promote cross-
departmental
interaction

Internal Communications Changes
46
Unifying
PPL’s
Internal
Voice
Create an
Internal
Communication
Platform
PULSE
Your Voice. Our Stories.
Bringing PPL together

Internal Communications Changes
47
Social
Committee
formed with
regular
events
Theme PPL
Comms
Events
Comms Day is now a
consistently excellent
event that we are really
lucky to have. I think all
involved can be very
proud of it!

48
Enhance Development Customer Engagement
Implement new
e-learning
system
Development
Album
Improve
Quality
monitoring
processes

• Tailor offering to workforce demographics and
passions
• Continually communicate back to employees how
their feedback has shaped improvements
• Greater focus on coaching and development
49
Key Learnings
Good feedback is the key to improvements

Results
51
Increased Survey
Results
Increased
Revenue
74%
77%
81%
68%
72%
76%
80%
84%
2011 2013 2015
Overall Employee Engagement Score
Improved
Engagement
Results

WINNER
Employee Engagement Enterprise
Company of the Year Award

Welcome to Heathrow
Jane Smith – Head of Performance and Engagement
Heathrow Airport Ltd

Heathrow’s Engagement Journey
 Facts about Heathrow Airport
 Where our Journey started - the case for change
 It’s all about Mojo!!
 How it’s making a difference?
 The next steps in our Journey
 Mojo in action

Facts about Heathrow…UK’s gateway to the world

• World's best airport terminal (T5)
fifth year in a row
• Best airport in Western Europe -
second year in a row
• World's best airport for shopping -
for the seventh year
• Best Major Airport in Europe 2015 and
2016
• Eco Innovation Award 2015
Heathrow’s World Class Service
• Carbon Trust Award in 2016- four
certifications- First airport and
fifth organisation in the world
Our Successes

Interesting facts in our retail operation

Where our Journey started the case for change
Key challenges with engagement had arisen from a multitude of reasons:
 Change of ownership and a previous public sector culture with a strong TU voice to a
more resilient and commercially focused business
 ‘Snow gate’ – a heavier than anticipated snow fall led to closure of the airport and
significant reputational damage
 Sale of all other airports as required by the Competition Commission
 Refocusing the airport towards giving excellent service at all stages of the passenger
journey including through security
 Colleagues having great pride in working at Heathrow but with little emotional
connection and responsibility for the business outcomes
 Historical poor engagement survey response levels and results

Our promise to colleagues:
• Wanting 80% of colleagues to believe that Heathrow’s a great place to work.
• Helping our people fulfil their potential and work together to lead sustainable behaviour change with
energy and pride.
• We work with colleagues to be proud of where we are, excited and challenged by our environment.
• Building teams that people admire, want to join, and provide great career opportunities supported by
some of the best development.
It’s all about the Mojo!!

Purpose & Values
We started with the end in mind…………………….
• Our Exec went though Purpose and Values workshop
• Cross-functional Purpose and Values leadership teams convened
• We shared the work going on with the business
• We held Focus groups across the business
• We engaged a high level of colleagues 1,015 people
• The end point ….our new Purpose and Values
• We then trained 992 Leaders

“They said we did…”
We did:
Listened to your views through
focus groups across the company.
And subsequently:
- Developed a new voluntary
benefits package - Advantage
- Overhauled the Heathrow Star
recognition scheme
- Launched a new Share in
Success scheme
- Introduced the Deal
“We want to be rewarded and
recognised for a job well
done”
Reward point card
Saver Plan
Recognition scheme
Benefit Scheme
Psychological Contract
Performance approach

• Heathrow partners ‘Life Time achievement’ award
• Our Calendar of event - our officially birthday
• Duke of Edinburgh - Diamond Anniversary fit bit challenge has
created a great ground swell of activity and Community spirit
• Our new Induction and on-boarding - over 350 new colleagues
attended in 2016
• Well being is now a hot topic -‘Being well’ calendar has been
positively received. Also experiencing new Mindfulness room in
Compass center
• Trial of massage chairs in the terminals…
“First of all thanks for sending the massage chair to
- Terminal 4. We have put the massage chair in the main
- security rest room and all the colleagues are using
- the chair. All the feedback from the security officers
- has been very positive.”
- Ash Sharma, T4 Health & Safety Lead
What else do we do?

Heathrow’s World Class Service
Passengers who rate their experience through
Heathrow as ‘very good’ or ‘excellent’:
2007 2016
47%
82%
T5 opens T3 & T4
upgraded
London
2012
T1 closesT2 opens

71%
77%
72%
3%
65% 65%
80% 80% 80%
2013 2018 2014 2015 2016 2017 2018
60%
70%
80%
Stretch
% respondents who strongly or slightly agree
2014 supporting KPI:
“I am proud to say I
work at Heathrow”
Top KPI: “Heathrow is a great place to work”
2014 entry level
target for new
KPI. No actuals
available
KEY
Actual
Target
Outturn
at Sep-15
V6.0
Colleague engagement KPI– “Great place to work” 80%

Next Steps in our Journey …. Using technology
Increase our culture of
open dialogue
“Building confidence that
feedback is listened to and
acted upon”
Greater connection
between our colleagues &
passenger experience
“Where a service culture will
flourish”
Build a more Empowered
culture built on trust and
recognition
“Building belief in our future
together”
Digital platforms will
help provide real-
time feedback
More meaningful
connection between
colleague & passenger
feedback
Greater freedom to make
a difference and ‘speak
up’ about our change
Extending our
Passion for
Mojo!

Mojo in Action
All 2Gether Now video
24,000 people from over 160 organisations are
keeping Terminal 2 running smoothly every
day. All together. Watch the video below
http://heathrow.kulu.net/view/By1jl7OvI5Z

Employee Engagement Employer Brand Award
HIGHLY COMMENDED

Sarah Hopkins
People & Engagement Director
EE Conference
March 2017
CONNECTING WITH COLLEAGUES

Who are Wales & West Utilities?
• Regulated gas distribution business with around 35,000 kilometres of gas pipes covering
Wales and the south west of England
• Our network covers 1/6th of the UK, taking care of 2.5 million gas supply points in homes
and businesses, covering a catchment area with 7.5 million people.
• Responsible for the Gas Emergency Service, new connections, replacement of ageing gas
pipes and maintenance of our network
• Directly employ 1,380 people and have a contractor workforce of circa 600

What will I be talking about today?
• How and why we developed our business priorities and values
• Our engagement programme to launch, embed and develop our priorities and values
• How our engagement strategy has contributed directly to great results – both internally and
externally

People power
• We work in a highly specialised, regulated environment with a diverse workforce – ranging from new colleagues
to those with 45 years experience
• To help us achieve our current and future goals, we know that we need to engage with all colleagues, providing
clarity for now and the future
• Colleagues must be clear on our business strategy – where our business is
heading and how we must deliver. Critically they must understand their role in
helping us achieve this
• Following extensive feedback to review existing levels of colleague
engagement in our business strategy, we decided to make some important
changes…

Refreshing our business strategy
• Acting on feedback – we reformulated our refreshed business strategy based on the things that
really matter to our key stakeholders
• Consultation and collaboration were at the heart of developing this work
• Using a mix of inputs from our business plan, key stakeholder interactions and in-depth consultation
with over 600 colleagues via surveys, workshops and interviews…
• …we are were able to launch our refreshed business strategy- and our engagement programme
‘Moving forward together’ with complete confidence

Making our strategy accessible and engaging
• Our approach was to make sure that our business strategy became engaging and accessible
• Created an internal brand to make communications more appealing and inspire a stronger
internal identity for everyone – a personality!
• Internal brand strategy is to use more informal language and tone of voice to make our
messages easy to understand and consistent
• Refreshing our internal communications channels to allow better ‘connections’ – a new team
briefing process and a social intranet

Our ambition, priorities and values

Engagement and comms programme
• We began with senior management workshops to inspire our leaders to effectively engage their own teams
• Interactive sessions and a colleague cascade pack made sure our leaders were fully equipped and supported to
communicate this work successfully and create aligned departmental actions plans…
• Followed this up with a series of company-wide Roadshows – led by our Executive team with interactive round
table discussions and Q&As

Engaging colleagues
• Articles from our Chief Executive and Chairman
A ‘view from the top’ on the importance of this work
• Also showcasing some ‘Everyday Heroes’ – colleagues who bring to life our values by the way they
work with each other
• Followed by a bespoke ‘Moving forward together’ microsite
Blogs, Q&A’s and materials
• All managers uploaded their team action plans so everyone could share ideas
• And continued by:
• Refreshed communications channels
• Quarterly roadshow programme
• Focus on values and behaviours
• Programme of 19 roadshows around our geography
• Overview of our ambition, priorities & values in a series of ‘Moving forward together’ newspapers

Our values
89
• Further developed in 2016
• Values campaigns by quarter – key communications and initiatives
• Colleague Ambassador nominations
• We Bring Energy – 85 nominations, 6.1%
• We Take Pride – 123 nominations, 8.9%
• We Put Customers First – 265 nominations, 19.2%
• We Work as a Team – 270 nominations, 19.5%

Our behaviours
• Next came a review of our behavioural competency framework
• Taking direct quotes from the colleague action plans…
I treat my
customer’s homes
as if they were my
own
I say thank you
I strive to be the
best I can be at
work
• … and working with our trade unions and a management group to refine them
• Behaviours training based on neuroscience for our managers
• Developing the new framework and creating a buzz around the launch…

Living our values movie premiere
91
Movie Premiere

So what ?
• It’s getting us great results
– BITC Cymru ‘Responsible Business of the Year’ 2016
– Highly Commended Colleague Engagement Strategy 2015 and Employer Brand 2016 
– Strong internal scores from Institute of Customer Service
• 84% on basket of measures
– In the top 6 UK companies for customer service – ICS all sectors
– Really positive auditor feedback
– Colleague engagement improved from 78% to 84% in 12 months
• It underpins everything
– Recruitment and development
– Customer service
– Recognition and reward
– Our approach to wellbeing
9292

The future ….
• Updating our internal communications channels to reflect our progress
• Changing all of our recruitment programmes to recruit for values
• Testing our engagement programmes and plans against generational ‘personas’
• More focus on social collaboration and expanding internal social networks
• Aiming for Investors in People accreditation …. And an EE win next year !!!!

Get in touch
If you are interested in talking to us or collaborating – please get in touch:
Sarah Hopkins, People & Engagement Director, Wales & West Utilities
Email - sarah.hopkins@wwutilities.co.uk
Twitter – @sasshop

helping the business world to think, prepare and perform like elite athletes
high performance, engagement
&
the boulevard of broken dreams

whotrusts us?
www.planetk2.com …because talent is not enough

human performance experts
www.planetK2.com …because talent isnot enough
• high performancearenas
• rooted in science, research & application
• the art of performance
• shared expertise approach

truth and honesty
“Today’s trend is to label every successful
team as high performance. Whilst these
teams must be recognised for their success
a high performance team isuniquely
different.
Use the words too loosely and they will lose
their power as did empowerment,
participative management andquality”

performance & results
performance means doing the things you need to do to
get the results you want

human performance experts
performance results
✓ ✓
✓ ✗
✗ ✓
✗ ✗

out of the darkness
• stop chasing engagement
• stop owning engagement
• stop asking happy questions

into the light
• take performance seriously
• everyone’s their own performanceexpert
• rituals that matter

the performance room

thank you
keithh@planetK2.com
07831 704319
www.theperformanceroom.co.uk
www.planetK2.com/blog
twitter: @planetK2

Creating a
Global Employee
Engagement Model
#EEModel

Creating a Global Employee Engagement Model
#EEModel
Kimberly Abel-Lanier
Vice President, General Manager
CultureNext

What we’ll cover today:
Why a Global Standard is Important
The World is Changing…and Work is Changing
How You Can Inform the Model
#EEModel

Why
is a Global Standard Important?
#EEModel

Engagement by the numbers
#EEModel
Only of employees
believe leaders listen to and
care about employees
12%
2011 Maritz Poll

#EEModel
of employees
are not engaged in their work
17%
2014 Maritz Poll

#EEModel
Only of employees
believe leaders listen to and
care about employees
65%
2016 Aon Hewitt

#EEModel
Meaning nearly
employees around the globe are
not able to reach their full potential
35%
2016 Aon Hewitt

A Clear and Important Need
#EEModel
2015 Human Capital Trends by Deloitte reported:
Culture & Engagement
are among the most important needs for
HR leaders

A Clear and Important Need
#EEModel
2016 Human Capital Trends by Deloitte showed:
Culture & Engagement are still a top trend,
and there’s a need to define the
relationship between the two

The World is Changing…
and Work is Changing
#EEModel

Rise of
multinational
companies
5 generations
in the
workforce
Virtual
employees
Technology
Flexible
schedules
#EEModel
Complexity. Velocity. Convergence. Sustainability. Connectivity.

Current Models for Engagement
#EEModel

Consultant
Models
Academic
Models
Practitioner-
influenced
Models
…and you!
A Balanced Approach
#EEModel

The Dimensions
of Engagement
Creating a Global Employee Engagement Model #EEModel

Values
Mission
Meaningful Work
#EEModel

Physical Environment
Total Rewards
Benefits & Perks
Work Content
Processes & Practices
Innovation
#EEModel

5 Generations
Multi-Culturalism
Productive
Relationships
Communications
Onboarding
#EEModel

Skills
Leadership
EQ
Career Advancement
Actualization of
Purpose
#EEModel

360º Feedback
(Peers, Leaders,
Customers)
Recognition
Rewards
Self-Reporting
#EEModel

Brand
Ambassadors
eNPS
Referrals
#EEModel

Health
Growth
Mindfulness
Happiness
#EEModel

Viewing Engagement
in a Bigger Context
#EEModel

5 Generations
Multi-Culturalism
Gender
Lifestyles
Flourishing People
#EEModel

Growth
Human Capital
Culture
Results
Flourishing Companies
#EEModel

Financial Markets
Governments
Market Factors
Sustainability
Flourishing World
#EEModel

Model Creation Timeline
#EEModel
2016 June 2016 Initial draft of model
2017
July – December Socialize with Academics
July – December Socialize with Practitioners
January – December Research Candidates
Spring Update & Launch Model
Fall/Winter Finalize Model
2018 2018 Launch Certification Program

I’dliketotakethesurveyand
weighinonthemodel
I’dliketoparticipateinaninterview
I’dliketohelpontheEngagement
Modelteam
I’dlikemycompanytobea
researchcandidatetotestthe
model
Havemycontactinformationatthe
bottomoftheslideforthemto
reachoutto:email,cell
phone,etc.
Categories and judging standards for Awards
Tools to develop engagement strategies
Certification and education programs
Content at future conferences
Measurement models
A Global Standard will inform:
#EEModel

What we covered today:
Why a Global Standard is Important
The Dimensions of Employee Engagement

Share your thoughts by taking the survey:
go.maritzmotivation.com/EEModelSurvey
For questions contact:
Kimberly.abel@maritz.com

This model is for you.
Please help inform it.
Thank you!

WINNER
Employee Engagement Unsung Hero Award

1 March 2017 Ant Green – Unsung Hero 2017
Our not-so-Unsung
Hero
Ant Green – Employee Director, First Bus (Essex)
Hayley James – Internal Comms Lead @haylo_pr

Our winner….
167
Ant collected top prize at this year’s
Employee Engagement Awards 2017.
First Bus was also shortlisted for the Best
Use of Tech for our First Aberdeen Colleague
App.

About Us – FirstGroup plc
▪ We provide train, bus and transit services in the UK and North America
▪ We have 110,000 employees across the Group
▪ We have revenues of approximately £5bn a year
▪ We carry around 2.2 billion passengers a year
▪ We operate, manage or maintain combined fleets of 69,000 vehicles
▪ We have five divisions
− First Bus
− First Rail (Great Western, Hull Trains, Transpennine Express)
− First Student
− First Transit
− Greyhound
168

About Us – FirstGroup plc
169

About us – First Bus
▪ 17,500 employees: 13,500 drivers and supervisors
▪ 15 businesses including Aircoach (Ireland) and First Travel Solutions (B2B)
▪ 1.6m customers a day, most popular form of public transport
▪ 6,200 buses
▪ We have about 20% of the total bus market in the UK
▪ Each ‘OpCo’ has an elected Employee Director (separate to the TU)
170

About us – First Essex
▪ Formerly part of First Eastern Counties
▪ Split into separate Operating Companies 2014
▪ Employs around 1000 drivers, engineers and support staff
▪ Essex has five depots: Basildon, Chelmsford, Clacton-on-Sea, Colchester, Hadleigh
▪ Ant stood for election in September 2014
171

Challenges
▪ Hard to reach workforce
▪ High levels of disengagement
▪ No budget
▪ Outdated role profile
▪ Employee Director culture
▪ Allocated one day per week… can he really make a difference?
172

What Ant did
▪ Made the role his own while reflecting expectations of his colleagues
▪ Spends own time creating materials, visiting depots and reporting back to the Leadership Team about
the views and opinions of colleagues.
▪ Promoted his visits using traditional channels (posters and notice boards), as well as a blog which
since being set up in 2015 has received over 1000 views.
▪ Took a proactive role in the staff survey.
− He got out and about right across the business to help encourage colleagues to complete the
survey
− Demonstrated the ease of access for colleagues to have a say on the things that mattered to them
− Promoted the donation to Prostate Cancer UK
173

What Ant did
▪ Focused on the issue of safety: affects everyone at First and front line colleagues see and feel every
day
▪ Became a Be Safe ambassador; a recognised face championing safety and ‘one of us’
▪ Set up a blog and regularly posts insights into his role, the things he’s up to and how he’s supporting
his constituents
− Organic with no IC support
▪ Regularly shadows drivers on ‘run outs’ and ‘run ins’ demonstrating our ‘supportive of each other’
value
▪ Continues to bring employee voice direct to the leaders of the business. Reports back to the
leadership so they understand the ever changing landscape the drivers work in outside the depot.
174

What Ant did

Outcomes
▪ Your Voice 2015 staff survey response rate at 81% (20% the previous year).
− Breaking News: 85% in 2017
▪ Engagement scores went up two percentage points from the 2014 survey and was three percentage points higher than
the First Bus UK average.
▪ Ant’s approach to being Employee Director being built into a wider framework for FirstGroup.
▪ Role change, he’s become a full time Be Safe Ambassador and trainer for the division
176

Summary
▪ Driving a bus has never been more difficult, with city centre roadworks, pedestrianisation of town centres and increasing
numbers of cars and motorbikes on the road
▪ Drivers in particular are the text book hard to reach group, engineers aren’t far behind
▪ Ant ensures drivers and engineers are heard at the top of the business so decisions are taken with front line colleagues
in mind
▪ He advocates the things that matter, takes responsibility for his own communication and supports the corporate
initiatives that he feels make a genuine difference to the lives of colleagues
▪ He does it for the love of the job – an unsung hero until we shouted about him
177

He’s an Unsung Hero in good company…..
178
Tony Clegg, Driver and Employee Director – Greater
Manchester, Highly Commended, 2016
Joanne Spagnol, Team Performance
Manager, Winner 2015

Best Use of Technology Award
HIGHLY COMMENDED

ABOUT TRUSTFORD
Many sites throughout the UK and Channel Islands.
Wholly owned by Ford Motor Company and operating as an independent dealer group
with its own board of directors and operating strategies, TrustFord is part of the Ford
Retail Group which also owns and operates TrustFirstParts.
Accredited as one of the Sunday Times Top 30 Companies to work for, TrustFord
operates a network of 65 dealership sites throughout the UK and Channel Islands. It
employs 3,500 staff all of whom are focused on Driving the Standard in Customer Care.

THE PROBLEM
OVER 3,000
PEOPLE
65 LOCATIONS MANY
DIVERSE
ROLES
MANY DIFFERENT PLATFORMS CAUSING
INCONSISTENT & UNTIMELY COMMUNICATION
THIS HINDERED OUR ATTEMPTS TO
GROW, INSPIRE & DEVELOP OUR
PEOPLE
FEW COLLEAGUES COULD EASILY
ACCESS INFORMATION & TAKE UP
OPPORTUNITIES

THE PEOPLE
THE PROJECT WAS INITIATED BY TRUSTFORD HR
DIRECTOR, SHARON ASHCROFT.
ALSO INVOLVED IN THE PROJECT WERE:
VICKY THORNTON – TRUSTFORD
EMILY TURNER – TRUSTFORD
BECKI ROBERTSON – TRUSTFORD
AND MANY OTHER TRUSTFORD COLLEAGUES

THE AMBITION
“Part of our company Ambition is to stay ahead
in a changing world by investing in innovative
technology and one of our strategic goals is to
foster a spirit of innovation.’’

THE SOLUTION
TRUSTFORD CONNECT – CONNECTING ALL
TRUSTFORD COLLEAGUES, IN ALL LOCATIONS,
IN AN ACCESIBLE AND FAMILIAR MANNER.

SCOPING IT OUT
TRUSTFORD CONNECT WAS
SCOPED OUT SELECTING A SERIES
OF FEATURES THAT ACTED TO
RESOLVE THE ISSUES.
HR documents
Onboarding Documents
Company Information
Contacts
News & Social
Calendars
Training & Development
Awards & Benefits
Two Way Engagement

TRUSTFORD CONNECT
TRUSTFORD CONNECT WAS POSITIONED
ENTIRELY AS ’THE COLLEAGUES APP’.
EASY TO USE, COLLEAGUES LOG IN TO A
‘CENTRAL HUB’ GIVING THEM THE ABILITY TO
ACCESS ALL THE INFORMATION THEY NEED,
MEANING ANYONE ANYWHERE CAN ACCESS
CONISTENT CONTENT AT ANY TIME OR ANY
PLACE.

KEY FEATURES
LATEST NEWS,
UPDATES
& SOCIAL MEDIA
COMPANY
CONTACT
DIRECTORY
AWARDS AND
BENEFITS
INTERNAL
VACANCIES
EMPLOYEE JOB
INFORMATION
PUSH
NOTIFICATIONS

EXAMPLE CONTENT
ALSO INCLUDED WERE MANY
OTHER KEY DOCUMENTS,
FORMS AND PROGRAMMES,
INCLUDING:
EMPLOYEE HANDBOOK
COMPANY POLICIES
PAY AND BENEFITS
DEPARTMENTAL INFORMATION
CONTACT DETAILS & LOCATIONS
PEOPLE NEWS
IGNITION MAGAZINE
INTERNAL COMMS POSTERS
KEY COMPANY INFORMATION

GO LIVE!
Whether you’re at work or at
home, keep in touch with us
with your brand new Connect
app - it’s everything you need in
the palm of your hand.
To download, simply visit
www.employeeapp.co.uk/
trustford/gettheapp/
on your smartphone or scan
the QR code below.
Ask your manager for more
details on how to download.
Connect with us!
MONDAY 4TH JANUARY 2016
POSTER CAMPAIGNS DISTRIBUTED
THROUGHOUT ALL LOCATIONS AND SITES.
TEXT MESSAGE CAMPAIGN SENT OUT TO ALL
EMPLOYEES WITH INSTRUCTIONS TO
DOWNLOAD AND LINK TO DOWNLOAD PAGE.

RESULTS
74% of General Managers.
79% of Dealership Secretaries.
The number of active users continues to grow.
Pages with the most hits include:
‘Holiday Requests’
‘Privilege Scheme Rules’
‘‘Our Awards Winners and Finalists’
‘Our Diamond Event Announcement’
‘Benefits & Discounts’
‘Awards for Excellence’
‘Refer a Friend’.
Schemes had previously been difficult to access.
Users actively seek involvement in the rewards and
recognition programmes.

THE NEXT STEP
KEEPING IT FRESH WITH CONTINUOUS IMPROVEMENTS
VERSION 2 IS SET TO HAVE
PLENTY OF NEW & ENGAGING
FEATURES, INCLUDING:
LONG SERVICE AWARDS
MESSAGE BOARDS
MOOD BOARDS
NOMINATION BUTTONS
SEARCH FACILITY
NEW SURVEY FEATURES
THANK YOU CARDS
PAYSLIPS
PUSH NOTIFICATION SCHEDULING
CMS IMPROVEMENTS
MANDATORY READ TICK BOXES
PERSONAL INFORMATION

PANEL DISCUSSION :
THE FUTURE OF EMPLOYEE ENGAGEMENT

Malcolm Cotterell,
DS Smith
THE PANEL
Joanna Martorana,
Engage & Grow
Tony Latter,
Happiness Index
Lisette Nicholson
Hive HR
Ruth Dance,
The EEA

v
FINAL THOUGHTS
TOM DEBENHAM, PEOPLE INSIGHT

DRINKS AT THE CAVENDISH
powered by THE EEA

2017 UK Employee Engagement Conference in association with People Insight

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