1. Your staff are your brand Mike Pounsford
What is engagement
Why is it important
How do you drive it – pragmatic tools including measures
Lessons

2. “I choose to perform”

3. “I choose to perform” HEAD HEART HANDS Engaged
“I know what I have to do”
“I feel valued”
“I know where we are going”

4. Why does it matter?
UK Government sponsored Engage for Success movement

5. What drives engagement?
Leadership
Narrative, purpose, line of sight, tough and tender
Engaging managers
Clear direction, facilitate and empower, respect, recognition, development
Voice
Peoples’ opinions count
Integrity
Say and do
Source: MacLeod Review

6. Creating great Places where people
Orbit ambition To build brighter futures for people and communities
Orbit objectives
Creating great Customer service by:
Becoming top quartile in key indicators
Being passionate about understanding our
customers needs
Treating every customer as an individual
Exceeding our customers expectations
Creating great Places where people
want to live by:
Creating places where people want to live
Offering a wide range of choice
Providing an innovative approach to the
development of new neighbourhoods
Being a great Organisation where we:
Run things well
Provide a great place to work
Have sound finances
Deliver value for money
Live our values
Have a strong external reputation
Orbit values:
Innovation, Excellence, Partnership, Honesty, Respect 6

7. The Orbit story

8. Group Executive Group Leadership Staff workshops Home Metaphor
Staff journey and residents
missing history bits SWHA – OHA – OHE - HOEC
Left hand side good place to start right hand side is fragmented with no direction
We are investing X million in communities
We have X extra care services
We have an award winning reward scheme for customers and residents
Too busy
To literal, should be more graphical eg add 3 stars
Where are we going after 2013?
No route map to achieving our tangible great ambitions – all lumped in to one
Doesn’t define this as specifically Orbit
Savings – VFM defined perhaps pound signs?
No outcome defined
Church should perhaps go – don’t reflect other cultures and religions
Residents are at the heart of making decisions – shaping services
Where are the values, priorities and objectives?
Need to be more outwards looking - where are our partners?
This picture is very middle English quaint village – not exactly representative of our communities
Where are the tangibles – customer satisfaction is x%
IIP Accreditation
We are recognised as 3 star organisation
Where are the first choice development partner – eco homes are provided – many customers housed – new homes built.
We deliver top quar5tile performance in key performance areas?
Happy customers - Happy staff
Need to define organisation as great including building with \IIP – top 100 companies
Current picture only shows Orbit in history – where are we in the future?
Range of generations and inter generation activities
Worklessness agenda
Performance
Clearer about who our customers are
More words
Demonstrate a journey beyond 2013 please
Overall journey good to great
Orbit Homes 2009
More on customers and place
OHoE
Transformation of call centre – external customers – expansions of services
Employer of choice
Going to Orbit!
What are our foundations CPO
Customer scrutiny and local standards
Selling off services and shared services
Happy people/ happy customers
Employee engagement
A transformation old fashioned – too futuristic? Needs some visual to rep this for customers and staff
Customers first treating customers as individuals
Exceeding expectations
Diversity of people (E&D) Young people ethnicity/durability, ect
Sector Leaders
Customer satisfaction
121 communication with Orbit staff
Orbit can point to successes we have made
Customer designing our services
Joint estate inspections
Customers accessing suppliers
Real people into cartoon?
Business growth - shared services -external customers
Engaging with our customers?
IIP
Orbit services fit?
Partnership and support to OUS – this is missing
You Matter – reference for staff
Financial Inclusion Agenda Credit Union addressing fuel poverty
Sustainability – Green agenda
Staff Reps? Great Employer
Group Leadership
Staff workshops

9. Measures Before After I understand the business strategy 54 82
Confident advocating purpose
Confident advocating policies
Before
After
I understand the business strategy 54 82
I feel that the business has an exciting future 43 68
I see how we need to change the way we work 64 81
I understand our customers’ expectations 79 92
Understand how my work contributes
Performance
Impact 9

10. Lessons “People will support what they help to create”
“People do not resist change, they resist being changed”
Leaders need to be curious about their people
Valuing people means listening to them
Simple tools are powerful
Leaders need to make meaning
Explain the rationale and the benefits of a strong reputation
Aid conversations between leadership, managers and staff
Evaluate and track the impact of change

11. Contact Us
T +44 (0)
M +44 (0)
F +44 (0) E W
Michael Pounsford
Couravel Limited
Riverside House
River Lawn Road
Tonbridge
Kent, TN9 1EP 11 11