Engagement – Managers as change agentsAl-Futtaim Motors journey of engagement

December 2014

• Al-Futtaim was established in the 1930s

• One of the largest and most progressivebusiness houses in the Middle East

• Headquartered in Dubai, Al-Futtaim operatesmore than 100 companies

• Employs over 40,000 people

OperationalDivisions

Al-Futtaim Group

Al-Futtaim Automotive Group

25,000

19

8

60%

94%

Our Video

Video

12

Why Engagement ?

Focused on Transformation

Managers as Change Agents

Localized Action and Ownership

Why Getting line managers onboard is critical to our engagementefforts.

Why

The single most important variable inemployee engagement is the quality ofthe relationship between employeesand their direct managers orsupervisors.”

70% of employee engagementand performance is driven by aperson's immediate manager.

Major Surveys Conclude

Showing care,concern and interestin people

Valuing people'sunique qualities

Giving positivefeedback andrecognition for workwell done

Encouraging andsupporting people'sgrowth anddevelopment

Setting clear andconsistentexpectations

What qualities people most value in theirimmediate managers?

Retaining theirpeople

Creating a high levelof engagementwithin their team

Higher CustomerSatisfaction andprofitability.

Managers who demonstrate theidentified qualities ?

Communicate what is expected from themas the main Change Agent

Set accountability measurement to monitorthe progress

Provide support, Training, Coaching andmentoring wherever and whenever required

Equipping Line Managers

Line managers have thecrucial responsibility ofcommunicating effectivelyleadership vision to thefront line and supportingemployees to achieve theirfull potential.

Most people who work in anyorganization report to first-line, hence the way first-linemanagers lead and managetheir employees, is a keydeterminant of organizationalperformance.

Equipping Line Managers – What is Expected !

Line Managers

Engagement Community

Equipping Line Managers – Training & Support

One on OneEngagementOrientation for NewManagers

Training onhow to createSMART PLANS

Train the Impact Planner and coach them toconduct impact planning session withManager’s team

Mentoringprogram forlow scoringManagers

Equipping Line Managers – Training & Support

Equipping Line Managers – Communicating Expectation

Communicating Clear Expectation

CSV Scores Boards

Engagement Notice BoardsSuggestion Box

Booklets

DMM Facebook Page

Newsletters

Communication Tools

Sustainability & Accountability

Driving Sustainability

Building Accountability

Strengthen Momentum

AFM measures individual accountability of Managers using the 3 questions below:

1) In my work group, we discussed the results of the last employee survey.2) In my work group, we implemented actions based on the results of the last

employee survey.3) Actions taken following the last employee survey have resulted in positive

change.

Wave 2 Wave 3 Wave 4 Wave 5 Wave 6

Accountability Index

Associate Engagement Journey

Wave 1 Wave 2 Wave 3 Wave 4 Wave 5 Wave 6