Engage For Success
Hudson HR Breakfast Briefing
4th February 2014
David MacLeod OBE
Richard Baker MBA
#engageforsuccess
OUR REPORT
 A report to Government

 About engagement across
the UK economy

 About engagement for
performance

 What ...
AN EXAMPLE OF ACTIVE DISENGAGEMENT
THE BIGGER PICTURE
The context for WHY Employee Engagement is critical:
The 20th Century model was “Business as Usual”.
MA...
THE CASE FOR ENGAGEMENT
TRANSACTIONAL OR
TRANSFORMATIONAL?
Transactional engagement
>A set of activities or targets
>Usually focussed around a sur...
KEY ENABLER 1: STRATEGIC NARRATIVE
Strong, visible, empowering leadership provides a strong
strategic narrative about the ...
KEY ENABLER 2: ENGAGING MANAGERS
They:

focus their
people, offer
scope and enable
the job to get
done
8

treat their peop...
KEY ENABLER 3: EMPLOYEE VOICE
There is employee voice throughout the organisation, for reinforcing
and challenging views; ...
KEY ENABLER 4: INTEGRITY
There is organisational integrity – the values on the wall
are reflected in day to day behaviours...
THE FOUR ENABLERS OF ENGAGEMENT
Task Force Launch
Senior leaders breakfast summit
12th November 2012

L TO R: Mark Elborne, CEO, North Europe GE; Ronan Dunne, CEO O2; Tanit...
www.engageforsuccess.org
Twitter – www.twitter.com/engage4success
Linked In – http://www.linkedin.com/company/engage-for-s...
‘Business done Better’
CSR and Employee Engagement
Richard Baker MBA MCIPD MCIPR FInstLM
Senior Engagement & Communication...
@theintrapreneur
The Trust Deficit

www.engageforsuccess.org
04/02/2014

Slid
e
18
The Trust Drivers
The Trust Deficit
“People trust
business to
innovate, unite and
deliver across
borders in a way
that government
can’t.
Tha...
“CEOs must become
chief engagement
officers.”
- Richard Edelman, President & CEO of Edelman
WHAT WE’RE REALLY
TALKING ABOUT IS

CORPORATE
SOCIAL
RESPONSIBILITY.
3 out of 4 ‘millenials’ i.e. people aged
between 16 and 36 want to work for a
company that “cares about how it

impacts an...
“Corporate social
responsibility
encompasses not only
what companies do with
their profits, but also how
they make them.”
1. People give more if their donation is matched.
2. Over half of employees think their employer
should do more for charit...
csr

www.engageforsuccess.org
04/02/2014

Slid
e
28
How does it work?
1. Employees register
2. Choose a charity
3. Create a page

4. Share via social media
5. Get sponsored a...
What’s happened?

£16k+

60+

7k+
What’s happened?

84%

"It felt great to know
that the company I work for
really appreciated

what I did, and

demonstrate...
Engage for
Success and CSR
ENGAGE FOR SUCCESS
THE MOVEMENT
Support and endorse the
movement

51

Focus on specific issues
identified by the Task Forc...
The wellbeing
sub-group

Chaired by: Wendy Cartwright
– former HRD of the ODA
1. Built on previous work
2. Collate informa...
engageforsuccess.org/join-in
You can view and download the
engage for success video at our
website.
In Summary

• Trust is one of the key issue for organisations today – and is
critical to engagement

• We’ve looked at the...
Thank you.

Questions?
twitter.com/engageforsuccess
linkedin.com/company/engage-for-success
facebook.com/EngageForSuccess
...
Useful documents
http://www.slideshare.net/Edelman_UK/edelman-trust-barometer-2014-uk-data
http://www.gn-cc.org/sites/gncc...
Business Done Better - CSR and Employee Engagement
Business Done Better - CSR and Employee Engagement
Business Done Better - CSR and Employee Engagement
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Business Done Better - CSR and Employee Engagement

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This presentation was given by Richard Baker, Senior Engagement & Communications Manager of London Midland and David MacLeod of the Engage for Success movement at a Hudson HR briefing on 4 Feb 14

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Business Done Better - CSR and Employee Engagement

  1. 1. Engage For Success Hudson HR Breakfast Briefing 4th February 2014 David MacLeod OBE Richard Baker MBA #engageforsuccess
  2. 2. OUR REPORT  A report to Government  About engagement across the UK economy  About engagement for performance  What is it, does it matter, what enables it
  3. 3. AN EXAMPLE OF ACTIVE DISENGAGEMENT
  4. 4. THE BIGGER PICTURE The context for WHY Employee Engagement is critical: The 20th Century model was “Business as Usual”. MAKE EFFICIENT – aligned but not engaged, central direction, command and control.
  5. 5. THE CASE FOR ENGAGEMENT
  6. 6. 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
  7. 7. KEY ENABLER 1: STRATEGIC NARRATIVE 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 This gives a line of sight between the job and the organisation’s vision. The story is communicated clearly, consistently and constantly. 7
  8. 8. KEY ENABLER 2: ENGAGING MANAGERS They: focus their people, offer scope and enable the job to get done 8 treat their people as individuals coach and stretch their people
  9. 9. KEY ENABLER 3: EMPLOYEE VOICE There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem. 9
  10. 10. KEY ENABLER 4: INTEGRITY There is organisational integrity – the values on the wall are reflected in day to day behaviours. These expected behaviours are explicit and bought into by staff. Keep it real – staff see through corporate spin quicker than customers or the public. Integrity enables trust: no engagement without trust 10
  11. 11. THE FOUR ENABLERS OF ENGAGEMENT
  12. 12. Task Force Launch
  13. 13. Senior leaders breakfast summit 12th November 2012 L TO R: Mark Elborne, CEO, North Europe GE; Ronan Dunne, CEO O2; Tanith Dodge, HR Director, Marks & Spencer; Sir Win Bischoff, Chairman Lloyds Banking Group; Nick Creswell, VP, Technology Thomson Reuters; Andy Harrison, CEO Whitbread; Frances O'Grady TUC; Martin Donnelly, BIS Permanent Secretary; Neil Bentley Deputy Director General CBI; Ian Powell Chairman and Senior Partner PwC; Rob Devey CEO UK & Europe Prudential; Ian King CEO BAE Systems; Richard Baker Chairman Virgin Active; Barbara Frost CEO Water Aid; Peter Cheese CEO CIPD; Bernadette Malone CEO Perth and Kinross council; Marc Bolland CEO Marks & Spencer; Justin King CEO Sainsbury's; Eric Collins Managing Director Nampak; Steve Mogford CEO United Utilities; David Evans Chairman and CEO Grass Roots Group; Nita Clarke and David MacLeod, Co-Chairs of the Task Force
  14. 14. www.engageforsuccess.org Twitter – www.twitter.com/engage4success Linked In – http://www.linkedin.com/company/engage-for-success Facebook – http://www.facebook.com/#!/EngageForSuccess Google+ - http://gplus.to/employeeengagement YouTube - http://www.youtube.com/user/Engage4Success Pinterest - http://pinterest.com/engage4success/ BlogTalkRadio - http://www.blogtalkradio.com/engage-for-success
  15. 15. ‘Business done Better’ CSR and Employee Engagement Richard Baker MBA MCIPD MCIPR FInstLM Senior Engagement & Communications Manager, London Midland Guru & Practitioner, Engage for Success www.ethical.ly @theintrapreneur
  16. 16. @theintrapreneur
  17. 17. The Trust Deficit www.engageforsuccess.org 04/02/2014 Slid e 18
  18. 18. The Trust Drivers
  19. 19. The Trust Deficit “People trust business to innovate, unite and deliver across borders in a way that government can’t. That trust comes with the expectation and responsibility to maintain it.” - Richard Edelman, President & CEO of Edelman
  20. 20. “CEOs must become chief engagement officers.” - Richard Edelman, President & CEO of Edelman
  21. 21. WHAT WE’RE REALLY TALKING ABOUT IS CORPORATE SOCIAL RESPONSIBILITY.
  22. 22. 3 out of 4 ‘millenials’ i.e. people aged between 16 and 36 want to work for a company that “cares about how it impacts and contributes to society.” 65% of employees say their employers social and environmental activities make them feel loyal to their company.
  23. 23. “Corporate social responsibility encompasses not only what companies do with their profits, but also how they make them.”
  24. 24. 1. People give more if their donation is matched. 2. Over half of employees think their employer should do more for charity. www.engageforsuccess.org
  25. 25. csr www.engageforsuccess.org 04/02/2014 Slid e 28
  26. 26. How does it work? 1. Employees register 2. Choose a charity 3. Create a page 4. Share via social media 5. Get sponsored and matched in real time
  27. 27. What’s happened? £16k+ 60+ 7k+
  28. 28. What’s happened? 84% "It felt great to know that the company I work for really appreciated what I did, and demonstrated that by matching what I raised for the charity“ Craig, Conductor Manager, Worcester 33%
  29. 29. Engage for Success and CSR
  30. 30. ENGAGE FOR SUCCESS THE MOVEMENT Support and endorse the movement 51 Focus on specific issues identified by the Task Force as being current employee engagement issues worth exploring Sponsors Support and co-ordinate the movement 15 7 TASK FORCE Core Team Sub Groups The energy centre of the movement Provide the movement with extensive experience in the theory and practice of employee engagement 582 1368 Gurus Practition -ers www.engageforsuccess.org Support employee engagement in their own organisations and share good practice
  31. 31. The wellbeing sub-group Chaired by: Wendy Cartwright – former HRD of the ODA 1. Built on previous work 2. Collate information and evidence on the links between Wellbeing, Engagement and Organisational Performance 3. Create an evidence-based paper, supported by useful infographics and case studies www.engageforsuccess.org
  32. 32. engageforsuccess.org/join-in
  33. 33. You can view and download the engage for success video at our website.
  34. 34. In Summary • Trust is one of the key issue for organisations today – and is critical to engagement • We’ve looked at the link between CSR and engagement and shared an example of an initiative • 60 per cent of our current and future workforce think CSR is important • If you want to know more about how to make it work for yourself then engage for success is a good place to start!
  35. 35. Thank you. Questions? twitter.com/engageforsuccess linkedin.com/company/engage-for-success facebook.com/EngageForSuccess gplus.to/employeeengagement youtube.com/user/Engage4Success pinterest.com/engage4success/ blogtalkradio.com/engage-for-success
  36. 36. Useful documents http://www.slideshare.net/Edelman_UK/edelman-trust-barometer-2014-uk-data http://www.gn-cc.org/sites/gncc.org/files/Mirvis_Employee%20Engagement%20and%20CSR_2012.pdf http://www.slideshare.net/engage4success/e4-s-sustaining-ee-perf-why-wellbeingmatters Upcoming events http://www.engageforsuccess.org/events-2/ www.engageforsuccess.org

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