Beyond the rhetoric

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Beyond the rhetoric

  1. 1. Successful Employee Engagement: beyond the rhetoric 15th April 2010
  2. 2. MacLeod’s enablers Leadership ensures a strong, transparent and explicit organisational culture which gives employees a line of sight between their job and the vision and aims of the organisation. Engaging managers offer clarity, appreciation of employees’ effort and contribution, treat their people as individuals and ensure that work is organised efficiently and effectively so that employees feel they are valued, and equipped and supported to do their job. Employees feeling they are able to voice their ideas and be listened to, both about how they do their job and in decision-making in their own department, with joint sharing of problems and challenges and a commitment to arrive at joint solutions. A belief among employees that the organisation lives its values, and that espoused behavioural norms are adhered to, resulting in trust and a sense of integrity.
  3. 3. Olympic Delivery Authority CIPR Conference John Armitt, Chairman, ODA Leadership
  4. 4. 4 Olympic Delivery Authority: Title of presentation here 00 Month 2007
  5. 5. 5 Olympic Delivery Authority: Title of presentation here 00 Month 2007
  6. 6. 6 Olympic Delivery Authority: Title of presentation here 00 Month 2007
  7. 7. 7 Olympic Delivery Authority: Title of presentation here 00 Month 2007
  8. 8. 8 Olympic Delivery Authority: Title of presentation here 00 Month 2007
  9. 9. Thank you The official Emblem of the London Organising Committee of the Olympic Games 9 Paralympic Games Ltd Authority: Title of presentation here and Olympic Delivery is protected by copyright. © London Organising Committee 00 Month 2007 of the Olympic Games and Paralympic Games Ltd 2007. All rights reserved.
  10. 10. Tanith Dodge HR Director Marks & Spencer Employee Voice
  11. 11. Where we are • Never a more important time to think about employee engagement • Last 12-18 months tough decisions • Our people at the heart of recovery
  12. 12. Consumer confidence hits rock bottom 8 6 4 2 0 July July Jan-05 Jan-00 Sept Jun Sep April Feb Feb Dec- May May Aug Nov Dec Nov Oct Mar -2 Apr Jun -4 -6 -8 -10 -12 -14 -16 D ifference YoY -18 Low est since -20 Low est-22  on -24 Consum er Confidence Barom eter record-26 -28 Low est-30 on G eneral Econom ic SituationN EXT 1 2 m onths  record-32 -34 Low est-36  Personal Financial SituationN EXT 1 2 m onths on -38 record-40 Index figure  Low est on Clim ate for M ajor Purchase record Savings Climate - ‘G ood time to Save’  Sept 2 0 0 4 SOURCE: GFK July 08 and BRC
  13. 13. Engaging for Success
  14. 14. The M&S story • Closed 30 under-performing stores • Cut capital expenditure investment by £400 million • Capped increases to our final salary pension scheme • Redundancies But employee morale and commitment increased over the year…
  15. 15. Two way communication
  16. 16. Channels of communication • M&S Intranet • Quarterly results broadcast • Top 100 briefing • Your M&S Employee magazine • Quarterly Retail Conference
  17. 17. Employee Voice • Director Breakfasts • In-store listening groups • Focus Groups • Business Involvement Group
  18. 18. Problems & Solutions • Shared approach with BIG • Work with them to canvas employee opinion • On shelf availability in food division • Implemented new „Food Fill‟ policy • Cost savings of over £4million
  19. 19. Responding to feedback • Employee opinions need to be heard and addressed • Public accountability fosters best practice • Builds relationship of trust
  20. 20. Employee Engagement The top three predictors of employee engagement: Opportunity and Wellbeing Pride in the Company/Brand Trust Source: Towers Perrin Survey of 100,000 employees in 18 countries
  21. 21. Engaging for Success • Opportunities & Wellbeing • Harnessing our employees passion and commitment for the brand • Using key events to bring employees together with a shared vision • Regularly celebrating employee successes • Incentivising staff to go the extra mile • Demonstrating responsible leadership • Fostering a relationship of trust
  22. 22. Opportunity & Wellbeing • Your Wellbeing Programme • Live Well Work Well Programme • Training and Development • Career Opportunities
  23. 23. Passion for the brand
  24. 24. Demonstrating Responsible Leadership
  25. 25. Fostering a Relationship of Trust
  26. 26. Busts 4 Justice
  27. 27. Doing the right thing
  28. 28. Engaging for Success • 94% response rate • Positivity results - 74% • Employee Engagement - 73% • Mystery Shopper scores
  29. 29. Q4 Business results Bernstein “M&S reported good Q4 LFL performance” JP Morgan “Q4 trading ahead of estimates” Ambrian “M&S enters a new era; it is starting in a stronger position …… …… he (SR) leaves M&S in a much healthier position than he found it.”
  30. 30. Conclusion • Listen and Act • Use your company DNA to fill employees with passion for your brand • Connect with employees through timely events or achievements • Keep the lines of communication open • Show you are committed to doing the right thing
  31. 31. The Unipart Group Engaging Managers Frank Nigriello, Director of Corporate Affairs
  32. 32. Unipart’s step change occurred when it privatised and placed the business in the hands of managers who were committed to change 1987 Management Buy Out “Britain‟s Worst Factory” “The Best place to sleep in Oxford” Single contract – with Rover Legacy of disputes Poor quality and unhappy people But a deep commitment to change
  33. 33. Over the past 20 years, the Group has recreated itself as a global logistics company Majority 10,000 £1.1b owned by people turnover employees Commitment Blue chip Recognised to engaging clients such as a leader in people & as implementing engaging Sky, Vodafone Lean customers and Jaguar
  34. 34. At the heart of that transformation was the codification of our approach to operational excellence which we called The Unipart Way A philosophy of working, underpinned by a set of tools and techniques that: Form part of our knowledge management systems We continuously improve based upon our experience Enable us to improve faster than the best alternative available to our existing and potential customers
  35. 35. Within the structure of The Unipart Way is a capability for introducing and sustaining high levels of employee engagement… which can be measured Engagement Metric Tool Engagement Levers Listening Skills Comm Cell I know what is expected of Empathy Key Performance me day-to-day Recognition and Respect Indicators Gate to Great I have the skills to do my development plan Coaching Skills job Competency Matrix Personal development planning Faculty on the Floor I’m encouraged to come Our Contribution Self Awareness, Listening Skills up with suggestions & Counts Circles Empathy, Recognition and Respect solve problems Insight Star Communication Cell Self Awareness, Listening Skills Commitment to improve Standard Work Empathy, Clarity of purpose and commitment continually Value Stream Mapping to vision
  36. 36. Today Unipart has developed a culture that promotes and practices engagement On-going High Unipart Way development employee pervasive programme engagement across Group for all recorded employees Rapid global Market expansion for differentiator consultancy ...but it took many years and deep commitment
  37. 37. The initial part of the journey to implement The Unipart Way took place over ten years 1994 2001 2003 Introduced in Unipart Way Pockets of manufacturing defined and expertise sites codified established Introduced in Company- Management distribution wide training Conference and offices programmes introduced 1997 2002 2004 ...represented a Tipping Point
  38. 38. How do we engage our managers and inspire ownership and commitment? Percentage Retention Rates Behaviour Five Stages of Learning 90 Personalisation 70 Acceptance 50 30 Understanding 10 Awareness
  39. 39. Our plan was to create a two-day learning event that would meet demanding criteria Fun Knowledge Speed Emotion Confidence
  40. 40. The impact was faster than expected and deeper than expected 2004 2006 2007 2008 Sustainable Improvement Introduced Trained Confident Leading
  41. 41. Managers now actively advocate employee engagement in a development framework to build expertise in a structured way Employees follow a five stage programme for personal development “If you have that existential quality of motivation you can begin at Unipart's Front Gate and with hard work and deliberate practice over many years you can become great” John M Neill, Group Chief Executive
  42. 42. Lessons learned… We had to The learning stretch our We never set experience own out to engage integrated imagination managers, we knowledge before we wanted to with could capture develop belief…and the leaders fun imagination of our colleagues
  43. 43. “Successful Employee Engagement: beyond the Rhetoric” Integrity CIPR Event 15 April 2010
  44. 44. “Bankers collectively occupy a place in public opinion significantly lower then a cannibalistic paedophile” Boris Johnson Mayor of London – March 3rd 2009
  45. 45. What is integrity ? • "integrity" stems from the Latin adjective integer (whole, complete). • In this context, integrity may comprise the personal inner sense of "wholeness" deriving from honesty and consistency of character. • As such, one may judge that others "have integrity" to the extent that one judges whether they behave according to the values, beliefs and principles they claim to hold. • Integrity as a concept has to do with consistency of actions, values, methods, measures, principles, expectations and outcome. • Some people use the term hypocrisy in contrast to integrity for asserting that one part of a value system demonstrably conflicts with another, and to demand that the parties holding apparently conflicting values account for the discrepancy or change their beliefs to improve internal consistency
  46. 46. Amazing People! Amazing Culture! Amazing Service!
  47. 47. first direct brand anatomy • Our mission: Pioneering Amazing Service • Our objective: To be the UK‟s most loved brand • Our brand essence: “Expect Respect” • Our customer benefit: Only first direct creates “Magical Rapport” between people • Our reason to believe: Only first direct understands that “People Matter More”
  48. 48. Our Values: passion always on... family pride original playful
  49. 49. Our “Totems” • Direction (pride) • Concierge (original) • Family day (family) • Memory wall (pride) • Name badges (pride) • “Pie & Ears” (passion) • Amazing People Dinner (passion & pride) • Employee awards, (pride) • Snowball fights (playful & always on!) • Fun Fair (family & playful) • New starters lunch (family) • Thank you trees (passion) • etc…..
  50. 50. Amazing People – Recruitment our people are recruited for their personality and communication skills - we teach them banking
  51. 51. Amazing People – Training
  52. 52. Amazing Culture: Playful Our Playful People ???
  53. 53. Amazing Culture: Original • Less than 60 sec • To make someone's day! • Once you see those familiar golden stars • You know you‟ve made a difference to someone.
  54. 54. Amazing Culture: Original

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