1. 1 Engaging for Success CIPR 5 th May 2011

2. 2 An issue LEVEL 1 – TRANSACTIONAL; We act on employee feedback through surveys LEVEL 2 – TRANSFORMATIONAL Compartmentalised Thinking NB: CIPD: 75% of Employee Engagement focused as above Reactive engagement. About discretionary effort SERVICES AND SECTOR STRATEGY STRATEGY FOR: IT; ESTATES; CAPITAL ETC STRATEGY FOR: IT; ESTATES; CAPITAL ETC EMPLOYEE / HR STRATEGY Survey & act on it eg Performance management, communications, listened to etc EMPLOYEE / HR STRATEGY Survey & act on it eg Performance management, communications, listened to etc It is a way of running and doing business “ONE PAGE”: Services Strategy, Country, Positioning Strategy AND Values/Behaviours to deliver it WE TRACK PROGRESS OF STRATEGY WE MEASURE: Concerns, commitment, feedback People give continual VOICE People help shape strategy People at heart of delivery and at heart of strategy NB: CIPD: 25% of Employee Engagement focused as above About proactive engagement TWO-WAY

3. 3 ‘Key Enabler: 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 PastYou are HereThe Future

4. 4 ‘Key Enabler: Engaging Managers’ Engaging Managers: Managers focus their people and offer scope Managers treat their people as individuals Managers who coach and stretch their people

5. 5 ‘Key Enabler: Employee Voice’ There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are seen as part of the solution – not the problem. This voice is an informed one because information is widely shared early and often. Employees views are sought and followed up; explanations are given if ideas/views not adopted. Employees are involved in developing solutions early – not informed of the next initiative. Options for change are discussed.

6. 6 ‘Key Enabler: 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.

7. 7 The Next stage…  A Government Sponsored, Employer Led Task Force. To enhance levels of Employee Engagement across the U.K. workforce  Launched by the Prime Minister and Ed Davey, Minister in BIS at No 10, in March 2011.  A ‘’Movement’’ driven and guided by the Task Force, and supported by a Sponsor group and by Guru and Practitioner groups  Effective and open Communication is a vital enabler to organisation wide engagement!

8. 8 David MacLeod david.macleod@dmacleod.co.uk Nita Clarke nita@ipa-involve.com info@engagingforsuccess.org www.engagingforsuccess.org

9. 9 Sponsors Adam CrozierITVCEO Amyas MorseNAOAuditor General Brendan BarberTUCGeneral Secretary Charlie MayfieldJLPChairman Chris BrowneThomson AirwaysMD Chris HymanSercoCEO Clare ChapmanNHSHead of Workforce David FrostBritish Chamber of CommerceDirector General Ed SweeneyACASChairman Ian KingBAECEO Ian LivingstonBTCEO Ian PowellPWCChairman & Senior Partner Ian SarsonCompass GroupCEO Jackie OrmeCIPDCEO Jane WilsonChartered Institute of Public RelationsCE John CridlandCBIDirector General John NeillUnipartGroup CE John WalkerFSBChairman Jon WrightInnocentCo-Founder Martin TempleEEFChairman

10. 10 Sponsors Continued...... Miles TemplemanIoDDirector General Paul Drechsler Wates Group CEO Peter RogersBabcockCEO Philip GreenUnited UtilitiesCEO Rona FairheadFinancial Times GroupGroup CE Ruth SpellmanCMICEO Sir Gus O'DonnellCivil ServiceHead of Home Civil Service Sir Kevin SmithGKNCEO Sir Martin SorrellWPPCEO Sir Stephen BubbAcevoCE Sir Suma ChakrabartiMoJPermanent Secretary Sir Win BischoffLloydsChairman Stephen HowardBusiness in the CommunityChief Executive Steve ElliottCIADirector General Tim JonesFreshfieldsLead Partner Tim Melville-RossDTZ & HEFCEChairman Tom GlocerThomson ReutersCEO Will HuttonWork FoundationExecutive Vice Chair