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

2. What Makes The Difference?

3. Engagement

4. Disengagement

5. 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

6. WHAT IS EMPLOYEE
ENGAGEMENT?

7. 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

8. Rosa Parks

9. Bob Geldof

10. DOES IT MAKE A
DIFFERENCE?

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

12. Employee Engagement = Customer Engagement
Introduction of
Global Survey

13. WHAT ARE THE
BARRIERS OF
ENGAGEMENT?

14. Barriers To Engagement
Credit Crunch
Integrity
Expectations

15. HOW DO WE BUILD
ENGAGEMENT?

16. 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

17. Driving Engagement

18. Leadership

19. 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 s
Mental - Where do I fit in?
Emotional - What do I do best?

20. 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

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

22. 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

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

24. KIA Motors - The Power to Surprise
Thank you