Employee Engagement, Trust and Corporate Social Responsibility


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On 4 February 2014 David MacLeod OBE and Richard Baker MBA presented a special session on Engage for Success, CSR and the importance of Trust in organisations.

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Employee Engagement, Trust and Corporate Social Responsibility

  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
  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.
  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
  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
  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