Engage For Success

Motivate Europe Live22nd April 2015

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KEEP IT SIMPLE….

‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’

Professor David Guest‘It’s the people, stupid!’

with apologies to James Carville

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AN EXAMPLE OF ACTIVE DISENGAGEMENT:

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MEGATRENDS ACCORDING TO HAY THAT SHOULD KEEP US AWAKE AT NIGHT

Economic power is shifting to Asia, creating fearsome competition

Demographic pressures are escalating the war for talent

Deteriorating environmental conditions are putting financial stressors on organisations

Freedom of choice is eroding loyalty

Boundaries are blurring between private and working lives

Nanotechnology and biotechnology are merging, triggering the sharpest tech shift in history

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LABOUR MARKET TRENDS THAT SHOULD KEEP US AWAKE AT NIGHTACCORDING TO THE GUVNOR….Powerful demographic forces, notably the aging of the workforce, increases in longevity and rising participation of women in the workforce

How globalisation and new technologies are splitting production chains across companies and across borders.

How financial risk is steadily being shifted to employees from both employers and the state through changes to the structure of pensions and benefits, reduced job security and evolving labour market institutions, including the union movement

The sharp reduction in the employment share of middle skilled jobs, relative to more and less skilled jobs - so called job polarisation.

Speech to the TUC Congress, 9 September 2014 by Mark Carney,

Governor of the Bank of England

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BE VERY AFRAID…..

‘Reform and opening up in the past three decades have delivered better livelihoods for the Chinese people. And reform and opening up remain key to realise modernisation.

To achieve this goal, we need to stay the course on market oriented reform, energise the market, motivate the people, bring out their ingenuity and open China still wider to the outside world.’

Li Keqiang, Premier of the People’s Republic of China, article in the Times, 16 June 2014

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THE RISE OF BIG BROTHER DATA

‘The first machine age gave rise to the modern discipline of management: companies hired armies of managers to co-ordinate the workers who operated the machines, and to organise supply chains and distribution systems.

The second machine age will reconfigure the discipline: much of the work of bosses, from analysing complex data to recruiting staff and setting bonuses, will be automated.

Executives will increasingly focus on the two things that humans can still do better than machines – motivating the troops and producing game changing thoughts.’

Andrew McAfee, Massachusetts Institute of Technology

THE BIGGER PICTURE

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The context for WHY Employee Engagement is critical:The 20th Century model was “Business as Usual”.MAKE EFFICIENT – aligned but not engaged, central direction, command and control.

Linkages to Employee Engagement

THE CASE FOR ENGAGEMENT

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KEY ENABLER 1: 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 past You are here The future

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KEY ENABLER 2: ENGAGING MANAGERS

They:

focus their people, offer

scope and enable the job to get

done

treat their people as individuals

coach and stretch their people

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KEY ENABLER 3: EMPLOYEE VOICE

There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem.

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KEY ENABLER 4: 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.

Integrity enables trust: no engagement without trust

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

THE FOUR ENABLERS OF ENGAGEMENT

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LOGIC FLOW: Summary

Socio/Economic forces are driving change in the

workplace

• Talented people won’t join or will leave

• Reputational damage• Funders• Media

The attitudes you need

The themes to embrace

The attitudes and approaches these organisations adopt

The outcomes they achieve

IF COPING POORLY;

IF COPING WELL;

ABILITY OF MANAGEMENT TO COPE WITH, AND HARNESS, THESE FORCES WILL

BECOMEVERY TRANSPARENT

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NOBODY SAID IT WAS EASY……..

Poor management could be costing UK businesses over £19.3bn a year in lost working hours

43 per cent of UK line managers rate their own managers as ineffective

Four fifths of workers don’t think their manager sets a good moral example.

Less than one fifth are aware of their organisation’s values

Two thirds of employers give either no training or inadequate training to new managers

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Task Force Launch

Lord O'Donnell, Former Head of Home Civil ServiceMarc Bolland, CEO, M&SMark Elborne, CEO, General Electric, North EuropeSir Martin Sorrell, CEO, WPPMartin Temple, Chairman, EEFMoya Greene, CEO, Royal MailNigel Stein, CEO, GKNPaul Drechsler, Chairman, Teach FirstPeter Cheese, CE, CIPDSir Peter Housden, PS for ScotlandPeter Rogers, CEO, BabcockPeter Sands, CEO, Standard CharteredPeter Searle, CEO, Adecco Group UK & IrelandRichard Baker, Chairman, WhitbreadRonan Dunne, CEO , O2Rona Fairhead, formerly Group CE, FT.Simon Walker, Director General, IoDSir Stephen Bubb, CE, AcevoStephen Howard, Chief Executive, BITCSteve Elliott, Director General, CIASteve Mogford, CEO, United UtilitiesTim Melville-Ross, Chairman, HEFCETim O’Toole, CEO, First GroupWill Hutton, Executive Vice Chair, Work Foundation Sir Win Bischoff, formerly Chairman, Lloyds Banking Group

Adam Balon, InnocentAdam Crozier, CEO, ITV Alex Gourlay, CEO, Alliance BootsAmyas Morse, Auditor General, NAOAndy Harrison, CEO, WhitbreadAnthony Jenkins, CEO, BarclaysDame Barbara Stocking, CEO, OxfamBarbara Frost, CE, WaterAidFrancis O’Grady, General Secretary, TUCCarolyn Downs, CE, Local Govt Assoc Charlie Mayfield, Chairman, JLPChris Browne, MD, Thomson AirwaysIan King, CEO, BAEIan Powell, Chairman & Senior Partner, PwCJane Wilson, CE, CIPRJohn Cridland, Director General, CBIJohn Hannett, General Secretary, USDAWJohn Neill, Group CE, UnipartJohn Walker, Chairman, FSBKaren Boswell, MD, East Coast Rail

Engage for Success Sponsors

Senior leaders breakfast summit

L TO R: Mark Elborne, CEO, North Europe GE; Ronan Dunne, CEO O2; Tanith Dodge, HR Director, Marks & Spencer; Sir Win Bischoff, Chairman Lloyds Banking Group; Nick Creswell, VP, Technology Thomson Reuters; Andy Harrison, CEO Whitbread; Frances O'Grady TUC; Martin Donnelly, BIS Permanent Secretary; Neil Bentley Deputy Director General CBI; Ian Powell Chairman and Senior Partner PwC; Rob Devey CEO UK & Europe Prudential; Ian

King CEO BAE Systems; Richard Baker Chairman Virgin Active; Barbara Frost CEO Water Aid; Peter Cheese CEO CIPD; Bernadette Malone CEO Perth and Kinross council; Marc Bolland CEO Marks & Spencer; Justin King CEO

Sainsbury's; Eric Collins Managing Director Nampak; Steve Mogford CEO United Utilities; David Evans Chairman and CEO Grass Roots Group; Nita Clarke and David MacLeod, Co-Chairs of the Task Force

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info@engageforsuccess.org

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ENGAGE FOR SUCCESS