Welcome to Unlocking Growth & Innovation in the South West.

8.00 – Breakfast & Networking

8.15 – Welcome & Introductions

8.20 – David MacLeod Presentation & Q&A

9.20 – Interactive Session to take this forward

9.50 – Closing remarks

10.00 – Close

Unlocking Growth and Innovation in the South West.

Tuesday 17th October

David MacLeod

8ENGAGE FOR SUCCESS 201326/11/13

Get Britain Engaged Video

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AN EXAMPLE OF ACTIVE DISENGAGEMENT:

THE BIGGER PICTURE

14/12/2017 PRESENTATION TITLE IN FOOTER 5

The context for WHY Employee Engagement is critical:

External pressures on workplaces

Pressures from people at work

21st CENTURY

CUSTOMERS AND CITIZENS

MORE DEMANDING

RAPID CHANGES IN TECHNOLOGY

GLOBAL COMPETITORS

AND NEW COMPETITORS

SHORT TERMISM AND COST PRESSURES

MEANING AND PURPOSE

AT WORKTO BE EMPOWERED

INCREASINGLY DIVERSE AND

DECREASINGLY DEFFERENTIAL

FAIRNESS AND TRUST

PRODUCTIVITY IMPROVES

ENGAGED WORKFORCE

COMPETE AND GROW

Linkages to Employee Engagement

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Alignment – knowing what to do

Engagement – wanting to do it

ONE ISSUE:

THE FOUR KEY ENABLERS

Date

KEY ENABLER 1: STRATEGIC NARRATIVE

This gives a line of sight between the job and the organisation’s vision.The story is communicated clearly, consistently and constantly.

Strong, visible, empowering leadership provides a strong strategic narrativeabout the organisation, where it’s come from and where it’s going.

THE PAST

YOU ARE HERETHE FUTURE

MANAGERS:

KEY ENABLER 2: ENGAGING MANAGERS

HR

treat their

people as

INDIVIDUALS

coach and

stretch their

people

focus their

people, offer

scope and

enable the job

to get done

The Employee voice permeates the organisation

KEY ENABLER 3: EMPLOYEE VOICE

KEY ENABLER 4: INTEGRITY

There is organisational integrity – the values on the wall are reflected in day to day behaviours.

Behaviours are explicit

and bought into by staff.

Keep it real – staff see

through corporate spin

THE FOUR ENABLERS OF ENGAGEMENT

Visible, empowering leadership, providing a strong strategic narrative about the organisation, where it has come from and where it is going.

Engaging managers who:• Focus their people and give them scope• Treat their people as individuals• Coach and stretch their people.

There is employee voice throughout the organisation, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solutions.

There is organisational integrity - the values on the wall are reflected in day-to-day behaviours. There is no ‘say-do’ gap.

TRANSACTIONAL OR TRANSFORMATIONAL?

Transactional engagement

>A set of activities or targets

>Usually focussed around a survey

Transformational engagement

>Employees integral to developing and delivering the business strategy

>Requires deep belief in the power of people to contribute

- new and creative products/services

- outstanding customer/client service and efficiency

>A belief that our people are the solution, not the problem

Your Questions…?

Interactive Session – How can we take this forward locally?

On Post It’s:

1. What are the key EE issues for you / your org?

2. What would persuade you to attend meetings?

3. What would you be able to contribute, however small, that would add value?

To be followed by plenary discussion

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For more information

ENGAGE FOR SUCCESS 201326/11/13

www.engageforsuccess.org or just speak to us

Next eventBefore you can engage employees, you must really understand them How to understand employees, from a psychological point of view

Dr Simon Moore & Tim Dowling Innovationbubble

6pm - 8pm on Thursday the 14th of DecemberThe Oak Tree, Desk Lodge, Fourth Floor 1 Temple Way Bristol, BS2 0BY

Joint event with The People Forum

Thanks for coming!

Please tweet & tell people about this & add you name to our email list

Mark, Sarah, Janice, Robert

Engage for South West