Driving Employee Engagement Gary Tomlinson Head of Human Resources 8th December 2011

What Makes The Difference?

Engagement

Disengagement

Kia Overview Hyundai-Kia 4th largest car manufacturer in the World 2010 sold over 5.7 million cars Worldwide 40,000 + employees in operations in 167 different nations Kia Motors UK Ltd is a wholly owned subsidiary of our HQ in South Korea Our engagement story starts in 2006… 5

WHAT IS EMPLOYEE ENGAGEMENT?

Ladder Of Engagement Discretionary effort Decisions & actions we take Behavioural Feelings connected to the organisation Pride, passion, commitment What do I do best? Emotional Rational understanding & belief in the company How do I fit in? Mental

Rosa Parks

Bob Geldof

DOES IT MAKE A DIFFERENCE?

Engagement Makes The Difference Source: Frank Russell Company Investing in employee engagement is not charitable, it makes financial sense

Employee Engagement = Customer Engagement Introduction of Global Survey

WHAT ARE THE BARRIERS OF ENGAGEMENT?

Barriers To Engagement Credit Crunch Integrity Expectations

HOW DO WE BUILD ENGAGEMENT?

What Are The Top Drivers Of Employee Engagement? 1) Senior Leadership 2) Understanding & belief in company direction 3) Direct line manager 4) Involvement/consultation on company decisions 5) Understanding of key business issues 6) Training & development Source: Towers Perrin Employee Engagement report 2005 16

Driving Engagement

Leadership

Internal Communications Commitment Leadership actions Performance Management Team briefings Involvement Two-way interventions Engages people in the ‘how’ Employee Forums Project involvement Understanding Communication interventions Clarifies ‘why’ Presentations Awareness Mass media Intranet Emails Mental - Where do I fit in? Emotional - What do I do best?

What Actions Are Key For Managers To Build Engagement? Communicating a clear vision for the future Building trust in the organisation Involving employees in decision making that will affect them Demonstrating commitment to the company’s values Being seen to respond to feedback Demonstrating genuine commitment to employees’ well being Source: Towers Perrin Employee Engagement report 2005 Managers drive employee engagement through their behaviour 20

Increased Internal promotions to 50% in 2011 Engaging Managers Increased Internal promotions to 50% in 2011

Stretch Assignments STEADY PACE OF CHANGE Low Medium High Danger Zone Degree of Challenge STEADY PACE OF CHANGE Danger Zone Success unlikely Excessive challenge inhibits Mismanaging top talent Smart Stretch Success probable, but not guaranteed Moderately high challenge and high development value Optimising ROI of top talent Stagnation High probability of success Minimal stretch and development value Underutilising top talent Low Medium High Degree of Risk Source: Growing Your Company’s Leaders, Fulmer & Conger

Key Lessons Engagement starts from the top Engagement is a process not an event Solutions more important than over analysis Take action!

KIA Motors - The Power to Surprise Thank you