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The below presentation showreel includes presentations by: Graeme Martin - Organizational Trust: What is it and does it matter anyway? Ryan Cheyne - VIPs are both your employees and customers Robert Ordever - Engaging those on the edge Sarah Barrett - ‘Walk the talk’ Karine Del Moro - The Power of Linkage: Drawing Connections between Employee and Customer Engagement to Drive Business Performance Yves Duhaldeborde - Advances in linkage analyses: Bridging data sources to drive business performance Alison Innes-Farquhar - ‘Role of Learning and Development in delivering business Change’ Caroline Hopkins - Inspirational and Caring Leadership David Macleod - Engage for Success
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Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Perry Timms
Founder PTHR
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Professor Graeme Martin
Professor and Chair of ManagementDundee University
Re-visiting Organizational Trust: Reflections on What it Means and on Trust Repair
Graeme Martin (University of Dundee)
Branko Bozic (University of Glasgow)
Sabina Siebert (University of Glasgow)
Some Preliminary Comments on Conventional Views of Trust
• ‘Problematising’ the interest in organizational trust and its repair and why now?– The claim
• Trust is seen as an essential, but distinct, component of engagement - discretionary effort is contingent on trust
• Levels of trust in institutions and organizations are declining– ‘Where has all the Trust Gone’ (Hope-Hailey et al, 2012, CIPD)
– The aim (of organizations and their leaders)• To encourage more trust in organizations and in the ‘leadership brand’
– The task• To rebuild/restore/repair trust in our organizations and leaders
The Academic Problem: Leaders Might be Asking the Wrong Questions the Wrong Way Based on the Wrong Assumptions
• Current state of play in organizational trust repair research and practice – Dominant explanations of what we know
• The ‘functionalist paradigm’ and consensus/trust as natural, (we’re all in it together) and assumptions that trust is good (for everyone) if only we (and they) get it - communications are the key; ‘plant’ psychology and unconstrained managerial agency (rational choice and actions) – all contestable!
– Dominant ways of knowing what we know• cause and effect research (variance theory) in how we come to know about trust repair
– the what and why• No attempt to map out the ‘how’, history and context • Similar to engagement research and consulting
An Alternative View
• Need for more complex perspectives to address the questions: – Why do repeated transgressions of organizational trust occur? - The
RBS story as our starting point – The ‘paradox of embedded agency’
• How can we change what we are a part of and have created through our agency?
• Why don’t/can’t organizations/managers in financial services learn? – why, how and what kinds of work needs to be done to maintain
organizational trustworthiness over time, with whom and how?
Insights from Institutional Logics• Institutions logics matter in understanding trust and trust repair
• Patterns of cultural symbols and material practices, including assumptions, values and beliefs, that individuals and organizations socially construct to provide meaning to their daily activity and reproduce through their actions
– Managerial sensemaking and actions (agency) constrained by embedded levels of institutional logics
– Leading to the paradox of embedded agency - How can we change what we are a part of?– What we focus on, who and what our goals are, the identities and schemas we draw on, and
how we collectively act influence our sensemaking– Through our sensemaking and enactment of trust repair we recreate these institutional
logics/ constraints on trust relations– The role of leaders in reproducing these logics and ‘institutional entrepreneurs’ in changing
them
Embedded Levels of Institutional Logics
• Organizational trust and trust repair strategies and practice embedded in – Societal level logics– Field level logics– Organizational logics
Our Process Framework of Repeated Transgressions
• A cyclical process of organizational transgression and attempted repair, embedded in three levels of institutional logics (see Figure 1)
• A series of processes in which organizational mistrust is generated through but never fully recovered
• The importance of field (sector)-level logics in sensemaking • The importance of identity work, goals and how senior managers’ frame
issues
Processes in a Cycle of Trust Repair at RBS
Externally or internally-generated breach of trust
Repeated Transgressions and Trust Repair in RBS: A Case Illustration
• Thematic analysis of documentary evidence, TV coverage, academic evaluations, interviews with RBS HR managers
• Depicting the Cycles at RBS
Reflections on the Process of Trust Repair at RBS 1
• RBS caught up in a cycle of repeated transgressions – attempts to rebuild trust frustrated by further scandals
• A corporate/organizational culture, shaped by the Goodwin/Mathewson imprimatur – – Nationalism, growth thro’ acquisitions and strategy execution – “making things
happen”– Managerial identities – non-bankers/non-City/who they weren’t – project managers– Strong performance management culture– Managerial hubris/overconfidence as ‘masters of integration’/lack of responsible
‘followership’ by board/speaking up to power– Shaped by a field level logic in financial services that valued risk and rewards for risk
taking – ‘good to be bad’ – the more banks identified with shareholder value, the higher their status in the industry (Roulet, 2013)
Reflections on the Process of Trust Repair at RBS 2
• A partial change under Hester’s leadership– More open and regular communications, encouraging voice– New leadership framework and approach to measuring effective leadership– But changes are partial and unevenly spread across the Bank– Hester goes in 2013 – lack of trust in him to take RBS back into the private sector
• Industry pressures for rewards require new institutional framework, but resisted by nearly everyone in banking
• Speaks to the constraints on managerial agency and identities by field level logics of governance, risk and reliance on financial motivations at national and field levels
• But also speaks to inadequate leadership in failing to impact on organizational and field-level logics
Some Conclusions• Like engagement, we do not ‘problematise’ trust and trust repair, so we
remain trapped in our psychic prison – the paradox of embedded agency• Trust repair is based on a mechanical metaphor, which is a way of seeing but
also a way of not seeing• We should focus on creating and maintaining our trustworthiness over time
as managers rather than trust, which is the gift of others – trustworthiness has to be worked at constantly
• And that requires ‘institutional entrepreneurship’ – not leadership – to come up with novel sensemaking and collective action that challenges rather than reproduces existing logics
National Business System – the nature of corporate governance
Field level logics – industry recipes, move into investment banking and financial motivation
Managerial actions, sensemaking and mobilisation of resources
Organizational level logics – closed authoritarian leadership
Managerial sensemaking &
stakeholder responses re. breach
Limited Repair
Managerial sensemaking and
stakeholder responses re. breach
Managerial sensemaking and
stakeholder responses re breach
Positive signs?
2006 2010
Cycle 1 - Failure of the rights
issue
Cycle 2 - RBS failure and
bailout
Cycle 3 - Hester’s
performance bonus
PATH DEPENDENCY
Cycle Amplification
CycleReduction
An Illustrative Process Model of Recurrent Cycles of Trust Transgression and Attempted Repair in RBS
No Repair
What do We Mean By Trust and Trust Repair?
• Trust typically seen as the willingness of a someone (the trustor) to be vulnerable to the actions of another (trustees), based on the expectation that the other (the organization and its leaders) will act in a way that is important to the trustor, irrespective of their ability to control the trustees (Mayer et al, 1995)
• Three factors influence such perceptions of organizational trustworthiness – its in the gift of others!– Ability – e.g. are leaders competent?– Benevolence – e.g. are leaders motivated to do something positive for me?– Integrity – e.g. do leaders adhere to values that are important to me?
Attribution of Cause of Failed Expectations of Trustworthiness
• Locus – Is the failure by the organization a result of internal or external events/actions/outcomes?
• Controllability – could leaders have controlled events/actions/outcomes?
• Stability – is the cause likely to fluctuate (repeated) or remain stable (e.g. one off)
Trust Repair Strategies that Work• Damaged perceptions of ability can be repaired by demonstrating external cause, more
uncontrollable ability, or one off• Damaged benevolence can be repaired by demonstrating external cause, one off ability or
benevolence breach• Damaged perceptions of integrity can be repaired by demonstrating external cause or one off
internal cause• Trustworthiness will be repaired more effectively if anger and fear are reduced before attempts at
trust repair• Denials that reduce internal attributions will repair trustworthiness• Excuses that reduce internal attributions, controllability attributions and stability attributions will
repair trustworthiness• Apologies that reduce stability attributions will repair trustworthiness• Justifications that reduce the perceived negativity of outcomes will repair trustworthiness
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Ryan Cheyne
People DirectorPets at Home
Ryan CheynePeople Director
@ryskicheyne
Colleagues, Customers, Cats and Canines THE REAL V.I.Ps
Pets at Home
More than just a shop!
Think Simple
Our Values
Clarity of Purpose
Sales and LfL
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
0
100
200
300
400
500
600
700
FY7 FY8 FY9 FY10 FY11 FY12
SalesLFL
EBITDA and Store Nos
0
50
100
150
200
250
300
350
400
0
20
40
60
80
100
120
FY7 FY8 FY9 FY10 FY11 FY12
EBITDA Store Numbers
What Makes Pets at Home Special?
A Simple Equation
Engaged VIP Colleagues
Loyal VIP Customers
Sales, Profit and Growth
How do we do it?
• We recruit the right people• We bust a gut to train them• We reward and recognise their efforts
Matthew’s Tale
Quiz!
Before we treated Colleagues like VIPs, what was our LTO?
a) 38%b) 58%
c) 78%d) 108%
Pets at Home Recruitment
• We do it ourselves• We create the X Factor• Group Recruitment• Audition Process• Interview• Talent Champions
We Bust a Gut to Train Them
Recognition - Lucy’s Tale
We say Thanks
My manager thanks me when I have done a job well
95%
90%
85%
80%
75%
70%
2009
84%
2011
89%
2010
87%
2012
89%
2008
74%
2013
91%
We share the recognition
So What?
Quiz!
What was our Labour turnover at the start of 2013?
a) 16.5%b) 16.5%c) 16.5%d) David Beckham
16.5%!
VIPS Stay
78%
62%
55%
46%40%
27%
19% 17% 16.5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2004 2005 2006 2007 2008 2009 2010 2011 2012
Colleague Turnover
VIPS are Engaged
66%73%
89% 90% 90% 93%
0%
20%
40%
60%
80%
100%
2007 2008 2009 2010 2011 2012Colleague Engagement
CTO v Engagement
0%10%20%30%40%50%60%70%80%90%
100%
ColleagueEngagementColleagueTurnover
Customer VIPS
Fish 4 Opinion
High NPS = Higher Spend
As Colleague Engagement Increases, so Does Customer Loyalty
88% 96% 99%
78% - 92% 93% - 98% 98% - 100%
Average Score:
Range of Scores:
Net P
rom
oter
Sco
re
Top Drivers of Loyalty
Pet Care Knowledge Also Increases as Colleagues Become More Engaged
88% 96% 99%
78% - 92% 93% - 98% 98% - 100%
Colle
ague
Pet
Car
e Kn
owle
dge
Average Score:
Range of Scores:
And That’s Important?
4% increase
And Add in Colleague Friendliness?
6% increase
A Simple Equation
Engaged VIP Colleagues
Loyal VIP Customers
Sales, Profit and Growth
and there’s more…
Getting to know our customer VIPS
Quiz
A – Goldie x
B – CHARLIE C – Derek x
D – Nemo x
This stuff is not just for retail
Best Companies Lists
WL GorePenta ConsultingAdmiral GroupVirgin MoneyRoyal College of NursingRobert Half Int.PwCPenna PLC
Michael PageKPMGGoldman SachsAmerican Express UKAllianz Global AssistanceAdobe Systems
It’s all About the People
Engaged Colleagues
Loyal Customers
Sales, Profit and Growth
Ryan CheynePeople Director
@ryskicheyne
Colleagues, Customers, Cats and Canines THE REAL V.I.Ps
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Robert Ordever
People and Development DirectorFulham Football Club
Engaging those on the Edge
Fulham Football Club
A bit about us• Staff both employed and ‘casual’
• Strong values centric culture
• 13th Year in the Premier League
• Average 98% occupancy at Craven Cottage
Over 40m investment
4000 new premium seats
State of the art hospitality space
50% uplift in corporate covers
Conference & events space
7 day public boardwalk
Growth
• Financial Fair Play
• The missing generations
• Growing the fan base
• Engaging and creating ‘forever memories’
Engaging with what?
Fulham Football Club
Who wouldn’t be engaged?
Fulham Football Club
Meet ‘Steve’
Our approach so far
Shifting our focus to ‘the edge’Being closer and more personal
Being open and inclusiveCatching people doing the right things
Treating every interaction as an opportunityStart by recruiting attitudes
Shifting focus to the Edge
Investing and demonstrating commitment to the Frontline
Empowering those on the edge through strong Values focus
Closer more personal
Listening
Accessibility
Building relationships
Reduce ‘transactional’ nature of relationship
Open and inclusiveBehave as a ‘Club’ in every sense
Embracing agency staff as our own
Insight, Involvement, Trust
Finding ways to connect between shifts
Catch people doing the right things
Reinforcing positive behaviour
Being proud of unsung heroes
Celebrating success
Every interaction an opportunity
Assessment processInduction
Check-in & OutBriefingDe-brief
Every conversation
Start with great attitude
Find people with great energy
Attitude and enthusiasm rule
Do nothing to detract
Find managers who can light the fuse!
Game
We are only as good as our last
Questions
Current whereabouts of the Jackson Statue
Where Mohamed Al Fayed bought his shirts
Secret of Shahid Khan’s moustache
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Professor Graeme Martin
Professor and Chair of ManagementDundee University
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sarah Barrett
Head of Customer and Community Services
Mears Group Plc
Sarah Barrett
Walk the Talk
Sharing the journey so far……
About Mears Group Plcwww.mearsgroup.co.uk
Back Drop
Why is Walking The Talk Important?The average person in the UK spends 90’000 hours at work during their lifetime, that’s the
equivalent of 60’000 football matches!!Unhappy demotivated people don’t deliver great service - FACT
Happy, motivated employees
Happy customers
Money in the till
Job security &
career progress
Great place to
work
Employee Experience
6 key leadership behaviours to galvanise change1. Trust & Authority2. Walk the Talk3. Clear About What YOU Stand For4. Mix it up and LEAD the charge5. External Thinking6. People matter so share the love
@ChangeChatwww.worldofbusinesschange.co.uk
My Mantra
Growth & Acquisition
??
????????
????????????????????
???????
Sharing the Journey
Listening to Customers and Employees
Customer Insight Employee Survey Discovery
Call To ActionShopping!Red Thread Team
What Makes Us Great
Where Do We Want To Be
How Are We Going To Get
There
Senior Movers
and Shakers
Being Really Clear About What We Stand For
VisionMaking lives better
ROOTSTrusted to make a difference
Freedom to have ideas and fail but learn
Make our relationships matter
PASSIONHelping People to help
themselves
Engaging Everyone Behind a Common Cause & Leading the Charge
What is Red Thread?Mears at its best is brilliant!!!!!!How we make sure we deliver to the highest standard and create the environment to succeed every time is what Red Thread is all about.It recognises that every person and every branch is different but that there is a core way of doing things that runs across all our successful branches.The Red Thread bottles this magic across a number of different areas:
Clearing the Decks!Trust and Authority
MEARS 5 Behaviours that make Mears People Great at what we do!Motivational and is able to motivate and inspire others to succeed.Empowers colleagues and creates an environment of Trust.Ability to put the customer first.Role Models, respects and leads by example.Standards, sets, maintains and monitors high standards.
Measurable sub categories
Embedded into Job Descriptions
Embedded into performance
ReviewsTop Down
Lead the Charge- It’s not just what you do, its how you do it that really counts!
Top Down
BottomUp
We are all part of the Mears Red Thread
Walking The TalkProud to be Accountable
A simple tool to assess the environment of each branch
Can be used by all staff and visitors
Will be a Red Thread branch of the year award
Walking the TalkThe Red Thread Branch
Change Club Progress MeetingExternal Thinking
Walking the TalkNation Wide!!!!
The Mears Red ThreadRoad show UK tour
29th May- 9th August 2013
People Matter so Share the Love
Award winning contract Delivering firsts Exceptional levels of customer, client and employee satisfaction.
116
Walking the Talk in Partnership
Red Thread Mobilisation Outcomes based Community Network One Team
117
Growth & Diversification
25 years of serving tenants together!!!
118
TPAS (Customer) ACCREDITATION
Continued drive behind everything achieved on the journey so far. Commitment to ensure all branches nation wide are ‘red hot’. New Red Thread Leadership Development Programme. Relentless communication and engagement. Continued checking, measuring, assessing and adjusting where
necessary.
119
What’s next
Great ResultsEmployer of ChoiceCustomer Excellence (Beyond the Sector)Organic GrowthMarket Share
THANK YOU !ANY QUESTIONS
sarah.barrett@mearsgroup.co.uk07958877027
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Steven Weeks
Policy Adviser on employee engagement for NHS Employers
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sarah House-Barklie
Ho/O People Strategy and Insight
Royal Bank of Scotland (Insurance)
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Karine Del Moro
Vice President, Marketing
Confirmit
Yves Duhaldeborde, Director, Talent & Rewards Towers Watson
The Power of LinkageDrawing Connections between Employee and Customer Engagement to Drive Business PerformanceKarine Del Moro, Vice President, Marketing Confirmit
The evolution of Customer Engagement…
Customer Feedback
CustomerEngagement
Company Culture
Human Resources
Employee Engagement
Company Culture
Customer Feedback
CustomerEngagement
Company Culture
Just like employee engagement
So in the end, it’s all about…
Building the business case
© 2013 Towers Watson. All rights reserved. towerswatson.com
Advances in linkage analysesBridging data sources to drive business performance
Yves DuhaldebordeDirector, Talent and Rewards
8 October 2013
towerswatson.com
Agenda
1 Linkage case study
4 Questions
3 Augmenting linkage models with qualitative data
2 Comments trends around the world
137
© 2013 Towers Watson. All rights reserved. towerswatson.com
1. Identify employee behaviours and elements of store culture that have the biggest influence on key business performance metrics
2. Provide internal stakeholders with actionable people insights to enhance business performance
Case study: linkage research at a large retail organisation
• 24 banners• 3,500 stores• Over $90 billion sales• 340,000 employees
Objectives of the study
138
© 2013 Towers Watson. All rights reserved. towerswatson.com
The people performance linkage framework
The linkage framework defines the connections between business, people, and solutions in the context of national culture and business strategy
National Culture
Business Strategy
EMPLOYEE OPINIONEMPLOYEE
OUTCOMES/ BEHAVIOUR
CUSTOMER MEASURES
FINANCIAL PERFORMANCE
• Safety
• Shrink
• Efficiency
• Customer satisfaction • EBITDA margin
• Sales per square foot
• Selling gross % of sales
Survey Topics
• Customer Focus
• Career Development
• Communication
• Engagement
• Trust
• Work Environment
• Managing Performance
139
© 2013 Towers Watson. All rights reserved. towerswatson.com
66
58
50
55
60
65
70
Top 5% Engagement Stores Bottom 5% Engagement Stores
Illustrating the effect of engagement: Top 5% vs. Bottom 5% stores
3.55
3.22
4.30
3.38
3
3.5
4
4.5
5
EDITDA Margin Safety
Top 5% Engagement Stores Bottom 5% Engagement Scores
Top 5% Engagement Stores Bottom 5% Engagement Stores-3
-2.5
-2
-1.5
-1
-0.5
0
0.5
1
-1.78
-2.51
101.4
99.3
90
95
100
105
Top 5% Engagement Stores Bottom 5% Engagement Stores
Shrink (% of sales)
Efficiency (ELMS) Customer Satisfaction
EBITDA Margin & Safety
140
© 2013 Towers Watson. All rights reserved. towerswatson.com
Illustrating the effect of engagement on customer satisfaction
Outcome Measures ENGAGEMENT: Top 5% of Stores
ENGAGEMENT: Bottom 5% of Stores Raw Gap Percent Gap
Customer Satisfaction 66% 58% 8pp 13.8%
Top 5% Bottom 5%50
55
60
65
70
66
58
Customer Satisfaction
Business Performance Measure Correlation with EngagementCustomer Satisfaction .14***
Engagement
141
© 2013 Towers Watson. All rights reserved. towerswatson.com
**Correlation is significant at the 99% level.
Strong customer focus, effective training, integrity and an emphasis on values are associated with high customer satisfaction
Together, these items form a Service Climate index
Top Correlated Items – the “Service Climate Index” Correlation
My company provides the resources necessary for me to work effectively (tools, equipment, supplies, etc.). .170**
My company's focus on values supports how I do business with my customers and other associates. .168**
In my work group/department, we have the agility and the flexibility to respond to what our customers need. .166**
I understand that my work impacts our customers' shopping experience. .162**
I have access to the training I need to be productive in my current job. .162**
My company conducts its business activities with honesty and integrity. .155**
The customer satisfaction drivers tell a compelling story
142
© 2013 Towers Watson. All rights reserved. towerswatson.com
Service climate matters
There is a 3.2% advantage between top-quartile versus bottom-quartile stores on service climate
Top Q Q2 Q3 Bot Q55%
57%
59%
61%
63%
65%
Service Climate: Quartile Analysis
YTD Customer Satisfaction
88% 81% 76% 68%
Service Climate Score
143
© 2013 Towers Watson. All rights reserved. towerswatson.com
Building a business case: engagement influences store performance
The research findings indicate concrete gains in store performance from improved employee engagement
A 10% improvement in store engagement
Less shrink, equating to $20,000 saved/store
Improved efficiency ofover 0.5%
A 5% improvementin safety results
A 1% jump incustomer satisfaction
144
© 2013 Towers Watson. All rights reserved. towerswatson.com
The full picture: how employee drivers and behaviours influence customer satisfaction and business performance
Efficiency Selling Gross %
Sales per Square Foot
Shrink
EBITDA Margin
EMPLOYEE BEHAVIOURS OUTCOMESEMPLOYEE DRIVERS
Collaboration
Engagement “Feel” &
“Intention to leave”
Safety
Service Climate CustomerSatisfaction
A 10% improvement in the employee drivers is associated with a 0.3 percentage point increase in EBITDA margin
145
© 2013 Towers Watson. All rights reserved. towerswatson.com
Question: “If there was one thing you could change in your organisation, what would that be?
How would you change it?”
690,170 comments
captured in 2012
Over 50,000,000 words
Diving deeper with VERA
25global organisations8 million answers
in our 2012 Normative data, from over 900
companies
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© 2013 Towers Watson. All rights reserved. towerswatson.com
What are the most frequently discussed topics globally?
Operating Efficiency 17%
Pay 17%
Internal Communications 13%
Customer Focus 12%
Management 12%
Respect & Ethics 11%
Training 10%
Leadership 9%
Motivation 9%
Career & Mobility 8%
“If there was one thing you could change in your organisation, what would that be? And how would you change it?”
(Average frequencies -- Global)
147
© 2013 Towers Watson. All rights reserved. towerswatson.com
A (quick and partial) world tour of employee comments
Europe
US / Canada
LATAM
Afrique
APAC
148
© 2013 Towers Watson. All rights reserved. towerswatson.com
Comments trends: Europe
149
© 2013 Towers Watson. All rights reserved. towerswatson.com
Netherlands: Focus on what is really essential
Customer focus 18% (+6): “Always put the client first. Put in effort to find out what it is the client needs, what the problem is.”
Costs 8% (+4): “Don’t spend so much money on reorganizations and other internal and people changes. Focus on what is really needed.”
UK: Streamline processes, act on our input, manage poor performance/reward good performance
Operating efficiency 24% (+7): “We could be much more focused on streamlining processes and challenging the ways things were always done to gain more efficiency. Real resources should be available for the changes to be implemented quickly.”
Management 18% (+6): “Most employee issues arise from poor managers. Managers need to feel more supported to tackle difficult team issues and not shy away from them because they are too difficult/can’t be bothered to deal with .”
150
© 2013 Towers Watson. All rights reserved. towerswatson.com
Switzerland: Looking for more clear and efficient processes
Decision process 7% (+2): “Providing more autonomy and decision rights to country-level management can help us be more flexible and responsive to customer needs.”
Costs 6% (+2): “Stop the cost cutting. It is hurting the company. Under investment will hurt us in the long term.”
Germany: Optimising efficiency in all possible ways
Decision process 9% (+4): “Clear Strategy, Clear Decision, Stronger Communication, Clear Goals - The organization has an issue with executing decisions – nobody wants to take any ‘risk/responsibility’ and tries to avoid decisions.”
Costs 8% (+4): “I do not think it makes sense to reorganize constantly – to change the business process every year as it costs a lot of money, time and effort. Efforts that could be invested better differently.”
151
© 2013 Towers Watson. All rights reserved. towerswatson.com
Sweden: Empower leaders to lead, decisively yet thoughtfully, and involve employees in decision making
Innovation 3% (+1): “Empower the local management to handle resources and lead the organisation rather than centrally micromanage local conditions and priorities. This would increase dedication, creativity, teamwork and improve results.”
Decision process 6% (+1): “Involve team members to a greater extent in decisions that affect our work. Many decisions are taken by senior leaders and sometimes you wonder how well they understand the work we do. Also, I often lack justifications for decisions already made.”
Turkey: Make talent management fair and involve employees in the business
Pay 28% (+11): “Pay increases. Even though we worked with big target pressure, we did not see any reflection of our efforts in our pay. Also, the tax cuts from our bonus payments are almost 50%.”
Respect & ethics 21% (+10): “Our managers should be fair and shouldn’t discriminate against any employees. Transparency and regular feedback are very important.”
152
© 2013 Towers Watson. All rights reserved. towerswatson.com
Comments trends: APAC
153
© 2013 Towers Watson. All rights reserved. towerswatson.com
China: Clarify reward and make work arrangements more flexible.
Pay 32% (+15): “I worked here at XYZ for many years but I still do not fully understand my rewards, esp basic salary, I do not know how we determine each employee’s level and basic salary. Do we match salary with job? Compared with other companies, XYZ salary is not competitive. I feel less and less confident working here and less and less energized.”
Production 11% (+9): “Please use a milder way to deal with staff issues, including laying off blue collar staff. If we lay off workers in down time, it is possible that we get new orders and can not find enough labor. We should consider to retain staff in other ways, e.g. Working 4 days a week, take longer leave with only basic pay, etc.”
Japan: Role and responsibility of Manager / Management and HR on people related action should be reviewed and redefined.
Evaluation 13% (+8): “I got very positive verbal performance feedback from my manager but final rating is low and very limited pay raise. My manager said his manager and HR changed the rating though he evaluated highly”
Management 18% (+6): “There are huge skills gap among managers. They should have consistent standard people management and match their words with action.”
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Comments trends: US / Canada
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Most specific topics in North AmericaUnited States: Regain focus on customers rather than cost
Customer focus 21% (+9): ““Refocus on actually helping customers with their problems instead of how much time you are on a call and selling services customers don't need or want.”
“We have recently changed 'hats' and now it's all about sales. Feels like the customer service has been pushed to the back burner.”
Operating efficiency 22% (+5): “There is a lot of waste of resources due to inefficient processes or outdated organizational setup / changes. A lot of superficial organizational changes which appear to not address real challenges.”
“Increased focus needed on how teams can be more efficient…Less e-mails, fewer meetings, and more time to get projects, work done.”
Management 21% (+9): “Training for managers is insufficient. The managers don't know what requirements there are of them, and don't know what is truly expected. The expectation of managers / technicians change on a daily basis.”
156
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7971
818074
7879
67
7774
61
75
0
10
20
30
40
50
60
70
80
90
Company has a deepunderstanding of what
customers think is important
We do not promise customersthings we cannot deliver
My department is easy to dobusiness with
% A
gree
2009 2010 2011 2012
Growing discontent with customer focus in the U.S.
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Comments trends: LATAM
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Brazil: Pay fairly; support people development and work across boundaries
Pay 24% (+7): “I believe other firms in the market offer better salaries, performance bonuses, potential for career growth and incentives than this company does. The latest increase in employee turnover is a consequence of this. This is certainly an aspect that needs to be improved.”
Career & mobility 15% (+7): “Career plans are essential for professional development and growth. I believe offering more and better career plans would have a significant impact on employee satisfaction. Offering training courses relevant for each job is now a need.”
Mexico: Leaders & managers could collaborate and involve others more
Strategy 7% (+3): “The executive team has put forward great business changes, however these have not taken into account the views of clients and final users.”
Leadership 11% (+2): “Local leadership is too distant from employees. There should be closer communication between employees and local leadership. Top leadership should encourage this.”
159
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Comments trends: Africa
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Nigeria
Training 40% (+30): “I think staff should be encouraged to participate in training that would improve their overall productivity and personality. Managers should be made to understand the importance of this and it should be mandatory.”
Morocco
Pay 21% (+4): “Management should be transparent and provide clear explanations on remuneration and variable pay increases as it is insulting and demotivating.”Career 13% (+5): “The company must ensure that the right persons are in the right place. Management has to avoid the temptation of choosing friends and relatives.”
Algeria
Pay 38% (+11): “Insufficient wages, not at all in line with the standard of living and the real inflation rate or wage levels in other companies for the same position and the same seniority.” / “The difference in wages between employees is such that you wonder what these people do to deserve such privilege.”
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Back to our retail case study – how qualitative data enriches linkage research
The main barrier for me is having to constantly get passwords from supervisors. Whenever a coupon is short of the minimum even a couple cents we have to get a password in order to use it. When
the customer wants package protection removed we also have to get a password . Customers gets
annoyed because it takes so long for us to get the password. It would be a lot more efficient for our
talk time as well.
We really should carry [brand] in all of our UK stores. Placing sizable ranges of [brand] will boost profitability for a
majority of brick and mortar locations, and some locations which are currently
unprofitable will have the potential to come out of the red.
We need better market data, analyses and trend reporting to create more consumer-relevant products. I
am greatly concerned the current loss of traction of [brand] in the local and global marketplace. I would like to see more global consistency, focus and investment
behind [brand] stories and product launches.
At a previous employer, all shipments of new products were packaged in a way
that allowed for more efficient processing. It is much easier to sort
cartons by their number and then unpack them. This would save time by not having to sort the contents of each carton as it is
unpacked
I would change the systems that we use here. I find that given our business volume
and needs, the current systems are not adequate to
allow us to efficiently perform our jobs to meet the needs of
the business. Specifically, [system] is very outdated and could be made more efficient -
easier to look up stock availability, stock allocations
and price look up.
162
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How the augmented insights are helping develop a full talent management strategy and allocate resources
Talent Acquisition/
Sourcing
Performance Management
Compensation and Rewards
Career Management
Succession Management
Leadership and Capability Development
Workforce Planning
Clear decision-making/governance, minimal approvals required
One of the key focus areas for line managers training
Retention focus to encourage consistent support for customers
Consistent job architectureFocused succession management on
leadership levels (not necessarily pivotal roles)
Screening for EQ (e.g., personality tests, interview screening); group-based interview supplement
Focus on building talent in the organization to continue to foster customer relationships
Structure of HR Function HR Technology Manager Effectiveness Change Mgmt and Comms
Strong focus on the collaboration and support model within HR (COEs, BP and Shared Services)
User interface is a key factor in selection of HR technology
Managers spend more time managing than producing
Key messages always include link to the customer (what's in it for the customer)
Objective: to attract, retain and engage talent who build strong customer
relationships by empowering people, emphasizing teamwork and focusing
on long-term development
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Linkage research seeks to identify quantitative links across employee attitudes and behaviours,
organisational culture and organisational performance
Linkage models are a powerful way to establish the business case for employee engagement and inform
talent management strategies
Advances in qualitative research can now help organisations increase the ROI on their human capital
strategies, policies and programs
Summary
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Questions & Comments
165
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Yves Dulhaldeborde
DirectorTalent & Rewards at Towers Watson
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Perry Timms
FounderPTHR
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Perry Timms
FounderPTHR
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Alison Innes-Farquhar
Head of People Development and Engagement
HC-One
<Montage of headline newspaper stories re. Southern Cross demise>
<HC-One brand images, with logo and key figures over• 241 Homes• 10,000 Residents• 15,000 Colleagues>
1 November 2011 …
12 months later …
Everything we have done is informed by business and learner needs. Three principles guided development of touch ….
Our pilot project tested assumptions and built expectation.
<Photo montage with key number over:• 20 homes• 500 colleagues• 1,400 courses completed• 260 evaluation responses
Colleague responses
Headline outcomes from evaluation (Learner’s and managers)
What’s coming…
Performance Development
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Caroline Hopkins
Co-Founder and DirectorMindfulness at Work
Inspirational and Caring Leadership
“ What’s this all about?”
“Who Are We?”
“What is your story?”
In the words of Paloma Faith…
“Do you want the truth or something beautiful?”
The Essex
engagement mantra…
Listening is one of the greatest gifts we can give to our employees…
Your Essex, Let’s Talkroadshows…
Leader and
Chief Executive
roadshows…
Leadership visibility & walking the talk
Responsibility
To do something useful
Opportunity to engage in something new
Ability to influence decisions
Clarity/focus
VarietyRewards packageFulfil a purpose important to the workplace In a team where I am valued and we value each other
Enjoy what I do
Leaders as exemplars
Able to make a difference
Being busy
Belief in what I am doing Authority
Challenging Work I enjoySeeing relevance
Enthusiastic
team
Having someone to support/help/develop & recognise Empowerment
AccountabilityBusy day ahead
PurposeStimulatingHave a clear purpose
EnergisedPassionate
Supportive
Inspirational
Responsive
Motivational
Engagement...it’s a mix...
Line manager is the core ingredient
• 45% response rate • 60% EEI• Not understood• Focus on survey for
survey’s sake• Not part of managers’
expectations• No linkage between internal
comms and engagement
• 77% response • 59% EEI• Top 20 teams – EEI ranges
from 78% to 96%• 60% Wellbeing index• Managers accountable for
engagement – embedded in performance
2009/10
2012
• 64% response rate • 68% EEI• Employee communications
and engagement team join HR
• Understanding of engagement index
• ECC’s first Corporate Action Plan
• Team-based action planning• Links to sickness absence
2007/8
2010/11• 67% response rate• 56% EEI• 39 teams with 70% + EEI• Delivery of Corporate Action
Plan• Change and engagement skills
development • Supporting toolkits for
managers• Links to performance
Our council’s engagement journey - so far – a snapshot
Creating opportunities for REAL conversations…
So what…taking actions that matterRewarding people and saving money- Essex Extras- Buying extra holiday- Celebrating our people – You Make the Difference in Essex Awards
Technology- Modernising IT = more flexible working- Digital media encourages knowledge
sharing and cross organisational conversation
Collaborative change- New organisational values- Speak up!- Behaviours matter- Performance – more focus on howGreater focus on personal
development - Secondments- Online toolkits- E-learning- Job Shadowing
Focus on face-to-face - Employee Panel- Essex Engagers- Our Voice Forum- Your Voice Day- Leaders up close and
personal - Speed networking
Elevating and supporting line managers- Line Manager Community- Range of new training including ‘Engage
Space’- Accountability for engagement
It is common sense to take a method and try it. If it fails, admit it frankly and try another. But above all, try something.
The State of the “Deal” at LBBD
Inducements Contributions
How does Mindfulness work with this?
The Change ModelSensingNon-JudgingPatience
RealisingLetting Go
PresencingBeginners MindTrust
Accepting
Non-striving
Non-judging
Patient presence
Beginners Mind
Trust: Really?
Non-striving
Acceptance- Eau de Whelming
Letting go
The Change ModelSensingNon-JudgingPatience
RealisingLetting Go
PresencingBeginners MindTrust
Accepting
Non-striving
Question and Answers
Thank You
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Dr Nick Buckley
ConsultantSoShall Consulting
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Martin Rayson
HRDLondon Borough of Barking and
Dagenham
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Lisa Sibley
Employee Engagement ManagerEssex County Council
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
David MacLeod
ChairmanMacLeod Review
Engage For Success
The Focus Group8th October 2013
238
AN EXAMPLE OF ACTIVE DISENGAGEMENT:
THE BIGGER PICTURE
07/04/2023 ENGAGE FOR SUCCESS 239
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.
THE CASE FOR ENGAGEMENT
07/04/2023 PRESENTATION TITLE IN FOOTER 240
THE CASE FOR ENGAGEMENT
07/04/2023 PRESENTATION TITLE IN FOOTER 241
242
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
243
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
244
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.
245
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
THE FOUR ENABLERS OF ENGAGEMENT
07/04/2023 ENGAGE FOR SUCCESS 2012 246
247
Task Force Launch
MOVEMENT STRUCTURE
07/04/2023 PRESENTATION TITLE IN FOOTER 248
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, CEO, Wates GroupPeter Cheese, CE, CIPDSir Peter Housden, PS for ScotlandPeter Rogers, CEO, BabcockPeter Sands, CEO, Standard CharteredPeter Searle, CEO, Adecco Group UK & IrelandRichard Baker, Chairman, Virgin ActiveRob Devey, CE, Prudential UK and EuropeRonan Dunne, CEO , O2Rona Fairhead, Group CE, Financial Times GroupSimon 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, Chairman, Lloyds Banking Group
Adam Balon, InnocentAdam Crozier, CEO, ITVAdrian Brown, UK and Western Europe CEO RSA Alex Gourlay, CEO, Alliance BootsAmyas Morse, Auditor General, NAOAndy Harrison, CEO, WhitbreadAnthony Jenkins, CEO, BarclaysDame Barbara Stocking, CEO, OxfamBarbara Frost, CE, WaterAidSir Bob Kerslake, Head of the Civil ServiceBrendan Barber, General Secretary, TUCCarolyn Downs, CE, Local Govt Assoc Charlie Mayfield, Chairman, JLPChris Browne, MD, Thomson AirwaysChris Hyman, CEO, SercoDavid Evans, CE, Grass Roots GroupEd Sweeney, Chairman, ACASIan King, CEO, BAEIan Livingston, CEO, BTIan Powell, Chairman & Senior Partner, PwCIan Sarson, CEO, Compass GroupJane 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
www.engageforsuccess.org
Twitter – www.twitter.com/engage4success
Linked In – http://www.linkedin.com/company/engage-for-success
Facebook – http://www.facebook.com/#!/EngageForSuccess Google+ - https://plus.google.com/#communities/118419210283831602780
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07/04/2023 ENGAGE FOR SUCCESS 2012 252
www.engageforsuccess.orginfo@engageforsuccess.org@engage4success
ENGAGE FOR SUCCESS
Engage For Success
The Focus Group8th October 2013
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Perry Timms
FounderPTHR
Welcome to
Engaging for Growth
The Four Pillars of EngagementLeadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:
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