1. LEADERSHIP AND RE- ENGAGEMENT Professor Patrick Flood ESRC Seminar, Lancaster University

2. EVOLUTION OF EMPLOYEE ENGAGEMENT Behaviour Science (intrinsic rewards) 2. Gallup studies 1980s Kahn (1990)3. Utrecht studies (2000s) 1. Industrial democracy & voice JD-R model

3. ORGANIZATIONAL PSYCHOLOGY PERSPECTIVE ON ENGAGEMENT ‘A positive, fulfilling work-related state of mind that is characterized by vigour, dedication and absorption’ (Schaufeli et al., 2002: 72). Engaged employees are: – Energetic, hard working and resilient (VIGOUR) – Enthusiastic and passionate about their work (DEDICATION) – Completely engrossed in their work activities (ABSORPTION) RE-ENGAGEMENT IS NECESSARY WHERE EMPLOYMENT RELATIONS ARE POOR, DURING AND AFTER MAJOR EPISODES OF CHANGE AND RESTRUCTURING

4. WHY BOTHER? ENGAGEMENT AND PERFORMANCE

5. SOURCE : SCHAUFELI (2012)

8. BCG SURVEY OF OVER 5000 CEOS IN 100 COUNTRIES (2010) BCG Survey of over 5000 CEO's in 100 countries (2010) 1/3 of companies issues with low engagement

9. A CEO TALKS ABOUT RE-ENGAGEMENT ’ In terms of buy-in to the change – people will notice when management change – this will give you a lot more credibility when you ask them/ suggest taking ownership themselves. They will buy-in more easily into change if you show them that you have changed as well. This is key and then it is really communication, communication. I will be uncomfortable with change if there is no change – because I know what the consequences / medium or long-term may be. I really think it is about change or die. In terms of my managers and change: middle management is key – if you don’t get buy-in from them – there is no way you get the organisation to change. You need to get your middle-management onboard. They are the ones that are going to drive the change. They are the pillars of execution of the change – if you do not get buy-in from them – forget about the rest of the organisation. The second point is again- because of the human challenge – they need to have manager qualities – to make in happen within their teams. They need to have human management skills – to drive the change. So number 1 is buy in and number 2 is execution competence through human management. It is human – it is not technical. Technical, who cares – we can get consultants to show the tools. The buy-in and the belief in that it is human, only human is crucial. For example – 10 years ago you had to move employees from handwriting things to computer. It was not about teaching the guy to do it on the computer (you can send him on a course to increase his technical proficiency) but if you do not get the buy-in and that desire to change he will go back to the handwriting – because he does not want to change – so it is the human factor. (Source: Coetsee and Flood (2013)Change Lessons from the CEO, Wiley-Josssey Bass

10. BUILDING SUSTAINABLE ENGAGEMENT

11. SUMMARY – Employee re-engagement and HR – Why CEOS should care about it? – Achieving re-engagement takes a lot of effort and investment – Video clip followed by questions