EFG 2013 - Presentations as a showreel

Welcome to

Engaging for Growth

The Four Pillars of EngagementLeadership, Trust, Skills and Communication

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Engaging for Growth


Perry Timms

Founder PTHR

Welcome to

Engaging for Growth


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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


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Engaging for Growth


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

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FY7 FY8 FY9 FY10 FY11 FY12

SalesLFL

EBITDA and Store Nos

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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


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


Ryan CheynePeople Director

@ryskicheyne

Colleagues, Customers, Cats and Canines THE REAL V.I.Ps

Welcome to

Engaging for Growth


Sponsored by:

Endorsed by:

Engaging for Growth


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?


Who wouldn’t be engaged?


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


Sponsored by:

Endorsed by:

Engaging for Growth


Professor Graeme Martin

Professor and Chair of ManagementDundee University

Welcome to

Engaging for Growth


Sponsored by:

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Engaging for Growth


Sarah Barrett

Head of Customer and Community Services

Mears Group Plc

Sarah Barrett

Walk the Talk

Sharing the journey so far……

About Me...

http://www.jlpfoodgroup.com/

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

http://www.worldofbusinesschange.co.uk/

Growth & Acquisition

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????????

????????????????????

???????

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

[email protected]

mailto:[email protected]

Welcome to

Engaging for Growth


Sponsored by:

Endorsed by:

Engaging for Growth


Steven Weeks

Policy Adviser on employee engagement for NHS Employers

Welcome to

Engaging for Growth


Sponsored by:

Endorsed by:

Engaging for Growth


Sarah House-Barklie

Ho/O People Strategy and Insight

Royal Bank of Scotland (Insurance)

Welcome to

Engaging for Growth


Sponsored by:

Endorsed by:

Engaging for Growth


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


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


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


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


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


**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


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


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


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


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

146


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


A (quick and partial) world tour of employee comments

Europe

US / Canada

LATAM

Afrique

APAC

148


Comments trends: Europe

149


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


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


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


Comments trends: APAC

153


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.”

154


Comments trends: US / Canada

155


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


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.

157


Comments trends: LATAM

158


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


Comments trends: Africa

160


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.”

161


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


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

163


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

164


Questions & Comments

165

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Yves Dulhaldeborde

DirectorTalent & Rewards at Towers Watson

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Perry Timms

FounderPTHR

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Perry Timms

FounderPTHR

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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 ….

Owen Rose

New image needed here! I wil provide brief.

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

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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

The serious stuff can be fun!

http://www.youtube.com/user/sportessexTV?blend=1&ob=5

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

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Dr Nick Buckley

ConsultantSoShall Consulting

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Martin Rayson

HRDLondon Borough of Barking and

Dagenham

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Lisa Sibley

Employee Engagement ManagerEssex County Council

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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


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


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

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07/04/2023 ENGAGE FOR SUCCESS 2012 252

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Engage For Success

The Focus Group8th October 2013

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