EFG 2013 - Presentations as a showreel

Welcome to
Engaging for Growth
The Four Pillars of Engagement
Leadership, Trust, Skills and Communication
Sponsored by:
Endorsed by:

Engaging for Growth
Perry Timms
Founder
PTHR

Engaging for Growth
Professor Graeme Martin
Professor and Chair of Management
Dundee 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
Macro
Micro
foundations
of trust
repair
Societal Inter-
Institutional
Logics, e.g. market,
corporate,
profession, state,
etc.
Field-level
Logics in
Banking &
Finance
Availability and
accessibility of
information regarding
transgression
Sensemaking
influences focus of
attention of
individual
managers
Identities, goals
and frames of
reference of
managers
Intra and inter -
action among
senior executives,
managers and
stakeholders
Collective
Decision-making,
Sensemaking and
Mobilisation of
resources
Managerial trust
repair strategies
and practices
Salience of
current practices
and identities
Activated by Individual social
skills lead to
Reinforce or
change the
System that gives
rise to trust
transgression
Bounded intentionality concerning selection of trust repair strategies
Organizational
Logics in 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
re. breach
Managerial
sensemaking and
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 Cycle
Reduction
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

Engaging for Growth
Ryan Cheyne
People Director
Pets at Home

Ryan Cheyne
People Director
@ryskicheyne
Colleagues, Customers, Cats and Canines
THE REAL V.I.Ps

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
Sales
LFL

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

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

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%

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 2012
Colleague Engagement

CTO v Engagement
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Colleague
Engagement
Colleague
Turnover

As Colleague Engagement Increases, so Does
Customer Loyalty
88% 96% 99%
78% - 92% 93% - 98% 98% - 100%
Average Score:
Range of Scores:
NetPromoterScore

Pet Care Knowledge Also Increases as
Colleagues Become More Engaged
88% 96% 99%
78% - 92% 93% - 98% 98% - 100%
ColleaguePetCareKnowledge
Average Score:
Range of Scores:

And That’s Important?
4% increase

And Add in Colleague Friendliness?
6% increase

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 Gore
Penta Consulting
Admiral Group
Virgin Money
Royal College of Nursing
Robert Half Int.
PwC
Penna PLC
Michael Page
KPMG
Goldman Sachs
American Express UK
Allianz Global Assistance
Adobe Systems

It’s all About the People
Engaged
Colleagues
Loyal
Customers
Sales, Profit and
Growth

Engaging for Growth
Robert Ordever
People and Development Director
Fulham Football Club

Engaging those
on the Edge

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?

Our approach so far
Shifting our focus to ‘the edge’
Being closer and more personal
Being open and inclusive
Catching people doing the right things
Treating every interaction as an opportunity
Start 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 inclusive
Behave 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 process
Induction
Check-in & Out
Briefing
De-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

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 Mears Group Plc
www.mearsgroup.co.uk

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, mo
tivated
employees
Happy
customers
Money in
the till
Job
security &
career
progress
Great
place to
work
Employee
Experience

6 key leadership behaviours to galvanise change
1. Trust & Authority
2. Walk the Talk
3. Clear About What YOU Stand For
4. Mix it up and LEAD the charge
5. External Thinking
6. People matter so share the love
@ChangeChat
www.worldofbusinesschange.co.uk
My Mantra

Growth & Acquisition
??
?????
???
??????????
??????????
???????

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
Vision
Making lives better
ROOTS
Trusted to make a difference
Freedom to have ideas and fail but
learn
Make our relationships matter
PASSION
Helping 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
Reviews
Top 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 Talk
Proud 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 Talk
The Red Thread Branch

Walking the Talk
Nation Wide!!!!
The Mears
Red Thread
Road 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 Results
Employer of Choice
Customer Excellence (Beyond the Sector)
Organic Growth
Market Share

THANK YOU !
ANY QUESTIONS
sarah.barrett@mearsgroup.co.uk
07958877027

Engaging for Growth
Steven Weeks
Policy Adviser on employee
engagement for NHS Employers

Engaging for Growth
Sarah House-Barklie
Ho/O People Strategy and Insight
Royal Bank of Scotland (Insurance)

Engaging for Growth
Karine Del Moro
Vice President, Marketing
Confirmit

Yves Duhaldeborde, Director, Talent & Rewards Towers Watson
The Power of Linkage
Drawing Connections between Employee and
Customer Engagement to Drive Business Performance
Karine Del Moro, Vice President, Marketing Confirmit

The evolution of Customer Engagement…
Customer
Feedback
Customer
Engagement
Company
Culture

Human
Resources
Employee
Engagement
Company
Culture
Customer
Feedback
Customer
Engagement
Company
Culture
Just like employee engagement

So in the end, it‟s all about…

© 2013 Towers Watson. All rights reserved.towerswatson.com
Advances in linkage analyses
Bridging data sources to drive business performance
Yves Duhaldeborde
Director, 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 OPINION
EMPLOYEE
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
-1.78
-2.51
-3
-2.5
-2
-1.5
-1
-0.5
0
0.5
1
101.4
99.3
90
95
100
105
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%
66
58
50
55
60
65
70
Top 5% Bottom 5%
Customer Satisfaction
Business Performance Measure Correlation with Engagement
Customer 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
55%
57%
59%
61%
63%
65%
Top Q Q2 Q3 Bot Q
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 of
over 0.5%
A 5% improvement
in safety results
A 1% jump in
customer 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
Customer
Satisfaction
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

79
71
8180
74
7879
67
7774
61
75
0
10
20
30
40
50
60
70
80
90
Company has a deep
understanding of what
customers think is important
We do not promise customers
things we cannot deliver
My department is easy to do
business with
%Agree
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 architecture
Focused 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

Engaging for Growth
Yves Dulhaldeborde
Director
Talent & Rewards at Towers Watson

Engaging for Growth
Alison Innes-Farquhar
Head of People Development and
Engagement
HC-One

<HC-One brand images,
with logo and key figures over
• 241 Homes
• 10,000 Residents
• 15,000 Colleagues>
1 November 2011 …

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)

Engaging for Growth
Caroline Hopkins
Co-Founder and Director
Mindfulness at Work

Inspirational and Caring Leadership

“ What‟s this all about?”

In the words of
Paloma Faith…

Listening is one of the greatest gifts
we can give to our employees…

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
• 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
• 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 matter
Rewarding 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 Model
Sensing
Non-Judging
Patience
Realising
Letting Go
Presencing
Beginners Mind
Trust
Accepting
Non-striving

Engaging for Growth
Dr Nick Buckley
Consultant
SoShall Consulting

Engaging for Growth
Martin Rayson
HRD
London Borough of Barking and
Dagenham

Engaging for Growth
Lisa Sibley
Employee Engagement Manager
Essex County Council

Engaging for Growth
David MacLeod
Chairman
MacLeod Review

Engage For Success
The Focus Group
8th October 2013

238
AN EXAMPLE OF ACTIVE DISENGAGEMENT:

THE BIGGER PICTURE
09/10/2013 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
09/10/2013 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
09/10/2013 ENGAGE FOR SUCCESS 2012 246

MOVEMENT STRUCTURE

Lord O'Donnell, Former Head of Home Civil Service
Marc Bolland, CEO, M&S
Mark Elborne, CEO, General Electric, North Europe
Sir Martin Sorrell, CEO, WPP
Martin Temple, Chairman, EEF
Moya Greene, CEO, Royal Mail
Nigel Stein, CEO, GKN
Paul Drechsler, CEO, Wates Group
Peter Cheese, CE, CIPD
Sir Peter Housden, PS for Scotland
Peter Rogers, CEO, Babcock
Peter Sands, CEO, Standard Chartered
Peter Searle, CEO, Adecco Group UK & Ireland
Richard Baker, Chairman, Virgin Active
Rob Devey, CE, Prudential UK and Europe
Ronan Dunne, CEO , O2
Rona Fairhead, Group CE, Financial Times Group
Simon Walker, Director General, IoD
Sir Stephen Bubb, CE, Acevo
Stephen Howard, Chief Executive, BITC
Steve Elliott, Director General, CIA
Steve Mogford, CEO, United Utilities
Tim Melville-Ross, Chairman, HEFCE
Tim O’Toole, CEO, First Group
Will Hutton, Executive Vice Chair, Work Foundation
Sir Win Bischoff, Chairman, Lloyds Banking Group
Adam Balon, Innocent
Adam Crozier, CEO, ITV
Adrian Brown, UK and Western Europe CEO RSA
Alex Gourlay, CEO, Alliance Boots
Amyas Morse, Auditor General, NAO
Andy Harrison, CEO, Whitbread
Anthony Jenkins, CEO, Barclays
Dame Barbara Stocking, CEO, Oxfam
Barbara Frost, CE, WaterAid
Sir Bob Kerslake, Head of the Civil Service
Brendan Barber, General Secretary, TUC
Carolyn Downs, CE, Local Govt Assoc
Charlie Mayfield, Chairman, JLP
Chris Browne, MD, Thomson Airways
Chris Hyman, CEO, Serco
David Evans, CE, Grass Roots Group
Ed Sweeney, Chairman, ACAS
Ian King, CEO, BAE
Ian Livingston, CEO, BT
Ian Powell, Chairman & Senior Partner, PwC
Ian Sarson, CEO, Compass Group
Jane Wilson, CE, CIPR
John Cridland, Director General, CBI
John Hannett, General Secretary, USDAW
John Neill, Group CE, Unipart
John Walker, Chairman, FSB
Karen 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
YouTube - http://www.youtube.com/user/Engage4Success
Pinterest - http://pinterest.com/engage4success/
BlogTalkRadio - http://www.blogtalkradio.com/engage-for-success

09/10/2013 ENGAGE FOR SUCCESS 2012 252
www.engageforsuccess.org
info@engageforsuccess.org
@engage4success
ENGAGE FOR SUCCESS

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