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 is it, does it matter, what enables it

AN EXAMPLE OF ACTIVE DISENGAGEMENT

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.

THE CASE FOR ENGAGEMENT

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

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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.

This gives a line of sight between the job and the organisation’s vision.

The story is communicated clearly, consistently and constantly.

The past You are here The future

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KEY ENABLER 2: ENGAGING MANAGERS

They:

focus their

people, offer

scope and enable

the job to get

done

treat their people

as individuals

coach and stretch

their people

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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.

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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

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; 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

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

‘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

@theintrapreneur

www.engageforsuccess.org

The Trust Deficit

04/02/2014

Slid

e

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The Trust Drivers

“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

The Trust Deficit

“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 and contributes to society.”

65% of employees say their employers social and environmental activities

make them feel loyal to their company. Source: Cone Inc.

“Corporate social responsibility

encompasses not only what companies do with

their profits, but also how they make them.”

www.engageforsuccess.org

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

csr

04/02/2014

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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

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

demonstrated that by matching what I raised for the charity“

Craig, Conductor Manager, Worcester

33%

Engage for Success and CSR

TASK FORCE

The energy centre of the movement

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Sponsors

7

Sub Groups

1368 Practition

-ers

582

Gurus

15

Core Team

Support and endorse the movement

Support and co-ordinate the movement

Support employee engagement in their own organisations

and share good practice

Provide the movement with extensive experience in the theory and practice of employee engagement

Focus on specific issues identified by the Task Force as

being current employee engagement issues worth

exploring

www.engageforsuccess.org

ENGAGE FOR SUCCESS THE MOVEMENT

www.engageforsuccess.org

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

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 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!

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

www.engageforsuccess.org

Useful documents

http://www.slideshare.net/Edelman_UK/edelman-trust-barometer-2014-uk-data

http://www.gn-cc.org/sites/gn-cc.org/files/Mirvis_Employee%20Engagement%20and%20CSR_2012.pdf

http://www.slideshare.net/engage4success/e4-s-sustaining-ee-perf-why-wellbeing-matters

Upcoming events http://www.engageforsuccess.org/events-2/