1. Welcome to Unlocking Growth &
Innovation in the South West.
8.00 – Breakfast & Networking
8.15 – Welcome & Introductions
8.20 – David MacLeod Presentation & Q&A
9.20 – Interactive Session to take this forward
9.50 – Closing remarks
10.00 – Close

2. Unlocking Growth and
Innovation in the South
West.
Tuesday 17th October
David MacLeod

3. 8ENGAGE FOR SUCCESS 201326/11/13
Get Britain Engaged Video

4. 4
AN EXAMPLE OF ACTIVE DISENGAGEMENT:

5. THE BIGGER PICTURE
14/12/2017 PRESENTATION TITLE IN FOOTER 5
The context for WHY Employee Engagement is critical:
External pressures
on workplaces
Pressures from
people at work
21st CENTURY
CUSTOMERS
AND CITIZENS
MORE
DEMANDING
RAPID CHANGES
IN TECHNOLOGY
GLOBAL
COMPETITORS
AND NEW
COMPETITORS
SHORT
TERMISM
AND COST
PRESSURES
MEANING
AND PURPOSE
AT WORKTO BE
EMPOWERED
INCREASINGLY
DIVERSE AND
DECREASINGLY
DEFFERENTIAL
FAIRNESS
AND TRUST
PRODUCTIVITY
IMPROVES
ENGAGED
WORKFORCE
COMPETE
AND GROW

6. Linkages to Employee Engagement

7. 7
Alignment – knowing what to do
Engagement – wanting to do it
ONE ISSUE:

8. THE FOUR KEY ENABLERS
Date

9. KEY ENABLER 1: STRATEGIC NARRATIVE
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
Strong, visible, empowering leadership provides a strong strategic narrative
about the organisation, where it’s come from and where it’s going.
THE PAST
YOU ARE HERE
THE FUTURE

10. MANAGERS:
KEY ENABLER 2: ENGAGING MANAGERS
HR
treat their
people as
INDIVIDUALS
coach and
stretch their
people
focus their
people, offer
scope and
enable the job
to get done

11. The Employee voice permeates the organisation
KEY ENABLER 3: EMPLOYEE VOICE

12. KEY ENABLER 4: INTEGRITY
There is organisational integrity – the values on the wall are reflected
in day to day behaviours.
Behaviours are explicit
and bought into by staff.
Keep it real – staff see
through corporate spin

13. THE FOUR ENABLERS OF ENGAGEMENT
Visible, empowering leadership, providing a strong strategic narrative
about the organisation, where it has come from and where it is going.
Engaging managers who:
• Focus their people and give them scope
• Treat their people as individuals
• Coach and stretch their people.
There is employee voice throughout the organisation, for reinforcing and
challenging views, between functions and externally, employees are seen
as central to the solutions.
There is organisational integrity - the values on the wall are reflected
in day-to-day behaviours. There is no ‘say-do’ gap.

14. 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

15. Your Questions…?

16. Interactive Session – How can we
take this forward locally?
On Post It’s:
1. What are the key EE issues for you / your org?
2. What would persuade you to attend meetings?
3. What would you be able to contribute, however
small, that would add value?
To be followed by plenary discussion

17. 8
For more information
ENGAGE FOR SUCCESS 201326/11/13
www.engageforsuccess.org or just speak to us 
Next event
Before you can engage employees, you must really
understand them
How to understand employees, from a psychological point of view
Dr Simon Moore & Tim Dowling Innovationbubble
6pm - 8pm on Thursday the 14th of December
The Oak Tree, Desk Lodge, Fourth Floor 1 Temple Way Bristol, BS2 0BY
Joint event with The People Forum

18. Thanks for coming!
Please tweet & tell people about this
& add you name to our email list
Mark, Sarah, Janice, Robert
Engage for South West