This document discusses an employer's approach to people engagement and development. It is a customer-owned business with 500,000 customers and 200 employees. They have focused on taking a holistic approach to employment, considering employees' work, life, and sleep. Surveys show their engagement scores improving year-over-year and being above industry norms. Going forward, each employee will have a personalized "living portfolio" to help guide their skills development, objectives, and growth at the organization.

1. the customer as our conscience
• What impact does being a customer owned business have on us as
an employer?
• Our customers hold great importance on mutuality, they make
buying decisions because of our mutual status
• They have certain expectations of how we should behave

2. who we are
• In existence since 1980
• 500,000 customers
• £1bn Assets under management
• Selling Life Insurance, Regular Savings,
Health Insurance
• c200 employees
• 1 location, Harrogate

3. are there any challenges in this ideal?
• Harrogate is traditionally a negative unemployment
area
• Located in striking distance to Leeds and York, major
competitor organisations vying for the same skills
• House prices are at a premium
• Long terms careers vs. flat structure
• The biggest challenge of all…

4. 2007 - Our first venture into testing employee satisfaction

5. no-one wants to play anymore?
• Legacy? What legacy? 2012 Olympic Stadium in danger of
being shut for years

6. behaviours, much more than HR speak

7. Integrating people measures
• Monthly balanced scorecard now features
• Reviews
1. Community
2. People
1. Appraisal and 121 recording
2. Structural skills assessment
3. Staff turnover and absence
4. Staff tenure & recruitment effectiveness
5. Headcount & budget costs
3. Infrastructure & Service delivery
4. Finances

8. taking a holistic approach to employment
Whole person employer practices
Work

9. taking a holistic approach to employment
Whole person employer practices
Work
Life

10. taking a holistic approach to employment
Whole person employer practices
Work
Life
Sleep

11. working to peoples’ strengths

12. knowing where I fit in
enigma/
new to role
growth
dilemma core
UNDER performer effective trusted professional
h.i.p
n.g.l
external opportunities promotion
opportunities
cross-functional
opportunities
current role

13. improving our communications
internal
comms
physical
formalinformal
employee
survey
Engage Forum
Friday breakfast
briefings
coffee mornings
business lunches
floors, walls & ceilings…
we’ll work hard on listening this year

14. are we getting it right?
86%
66%
68%
73%
59%
65%
62%
62%
72%
73%
73%
73%
50% 60% 70% 80% 90%
Overall I would
recommend this
organisation as a great
place to work
Overall I am satisfied
with my job
I am not actively
looking to leave the
organisation in the next
12 months
Overall Engagement
Score
Upper Quartile Norm
Global Norm
Engage Mutual Overall 2011
Engage Mutual
2010-11
Engage Mutual
2011-12
Peer 2011-12
Industry 2011-12
76
78
80
82
84
86
88
90
92
ABI Survey results in relation to
overall customer service satisfaction from Engage Mutual
• Recruitment – reputation as a good employer
• Retention of staff improving
• Skills of staff increased
• Value of what we offer recognised by staff

15. looking ahead
Each staff member will have a living portfolio
containing:
The Strategy document & annual objectives of the
Society together with their:
• Current job description
• Strengths Finder 2.0 profile
• Annual objectives
• Skills assessment
• 121 monthly notes
• Development plan
• Recognition & achievements

16. summary
• Our customers determine our behaviours because of who
we have identified ourselves to be
• Managers & team leaders are instrumental
• We have had to get serious about people engagement
• The results of our work are encouraging
• We’ve started down the road where it just becomes what
we do
• The journey continues…
Thank you for listening