1. Engage For Success
Practitioner Event

2. Welcome
> Introduction & Welcome
> Engagement & Engage for Success
> The Practitioner Group
> The Four Enablers of Engagement
> Our Engagement Challenges
> How to get involved
> Q&A
> @engage4success
> #E4S
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3. The bigger picture
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.
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4. Movement structure
Engage for Success is a movement committed to the idea that there is a better way to work,
a better way to enable personal growth, organisational growth and ultimately growth for
Britain by releasing more of the capability and potential of people at work.
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5. What is engagement?
> ‘A workplace approach designed to ensure that employees are
committed to their organisation’s goals and values, motivated to
contribute to organisational success and able at the same time to
enhance their own sense of wellbeing.’
> Professor David Guest
> OR, IN OTHER WORDS…….
> ‘It’s all about the people!’
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6. It’s not…..
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7. Get Engaged!
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8. What gets in the way?
> Attitudes:
•
‘Spare me another **** HR/comms initiative’
•
‘Don’t you know there’s a recession on?’
•
‘I’ve not got time for the soft and fluffy stuff’
> Not sharing good practice – where it’s working, showcase and share
> Leader behaviours don’t model the VALUES
> Command and control – it’s easier!
> Micro-managing – it’s stifling and drains everyone’s energy
> People skills for the line – this is tough, they may need help
> Too impatient – this needs time, application, relentless focus and effort
> Transactional around a survey, rather than transformational around the
culture
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9. What’s happening right
now?
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10. Employee Engagement:
The Evidence
CEOs call on UK to deliver
GDP growth
by better engaging
employees at work.
A high-level task force of some of the UK’s most
recognisable organisations is calling for every
leader and manager across the economy to play
their part in tackling the UK’s employee
engagement deficit.
Analysis of the evidence shows that:
Only around a third of UK employees say they are
actively engaged at work.
20 million workers are not delivering their full
capability or realising their potential at work.
of people said they have more to
offer in
skills and talent than they are currently being asked
to demonstrate at work.
UK productivity was 20% lower than the rest of the
G7 in 2011.0
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11. Employee Engagement:
Statistics and Case Studies
PROFIT
Companies with
engagement
scores in the top
25% had twice the
annual net profit.
CUSTOMER
SATISFACTION
REVENUE
GROWTH
Companies with top
quartile engagement
scores average
12% higher customer
advocacy.
Organisations in the top
quartile of engagement scores
demonstrated revenue growth
2.5 times greater than those in
the bottom quartile.
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12. Employee Engagement:
Statistics and Case Studies
PRODUCTIVITY
Organisations in the top
quartile of employee
engagement scores had
18% higher
productivity.
INNOVATION
59% of engaged
employees said that their
job brings out their most
creative ideas.
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EMPLOYEE TURNOVER
Companies with high levels of
engagement show turnover rate
40% lower than companies with low
levels of engagement.
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13. Employee Engagement:
Statistics and Case Studies
EFFICIENCY
An insurance company found that teams with
higher engagement had 35% less down time
between calls – equivalent to one ‘free of charge’
employee to every eight employees.
HEALTH & SAFETY
Organisations with engagement in the bottom quartile
average 62% more accidents than those in the top.
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14. How can engagement help in times of change and
trouble?
> As part of the Employee Engagement Task Force, representatives from the Public and
Private sectors and the TUC came together to develop a toolkit for maintaining employee
engagement during restructuring, change and adversity.
> The video is freely available of the Engage for Success website at
www.engageforsuccess.org
> Case studies and good and bad experiences from councils, police forces, small
businesses and large corporates were explored and some key questions to ask yourself
and your organisation were highlighted.
> Everyone interviewed felt that times of change, if handled well, represented great
opportunities for their organisations to go from strength to strength. And that developing
cultures where engagement is ‘just the way we do things around here’ is how to do it
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15. Your company’s engagement journey, where are you?
TRANSACTIONAL
ENGAGEMENT
HIGH ENGAGEMENT
• Estimated by the CIPD to be
about 75% of organisations
currently running Employee
Engagement programmes.
TRANSFORMATIONAL
ENGAGEMENT
•Estimated by the CIPD to be
about 25% of organisations
currently running Employee
Engagement programmes.
• Engagement is associated
TRANSACTIONAL its
with the survey and
follow-up action plans. In
more capable organisations,
ENGAGEMENT
these are well integrated with
their business planning cycle
and performance
management tools, and with
high level sponsorship from
the top.
•There is a focus on
sustaining and growing
engagement that is integral to
the organisation’s culture.
•While the survey is a key
measurement tool, it is not at
the core of the engagement
programme, and more will be
made of techniques in the
workplace to instil a
culture of engagement
permanently.
• Communications around
engagement will relate
primarily to survey results or
action plans.
LOW ENGAGEMENT
Source: Towers Watson - adapted from MacLeod D & Clarke N (2009) Engaging for Success: A Report to Government. Dept for Business, Innovation and Skills.
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16. The practitioner group
>Why we’re here
>Share and help each other with engagement challenges
>Learn about the task force areas of focus and contribute
>Get connected – grow & accelerate our practitioner movement
Regional Ambassadors & regional steering groups
Support from the central E4S team
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17. Practitioner events
1
1
3
3
8
8
69 Practitioner Events to date
11 more by the end of 2013
12
12
1
1
2
2
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25
25
17
17
20-90 participants per event
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18. The four enablers of
engagement
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19. The four enablers video
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20. Your task
>Share your successes and barriers
in the context of the four enablers.
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21. The four enablers of engagement
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22. Engagement challenges
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23. Our engagement challenges
What are our engagement challenges?
Where are we?
Transactional to
transformational
High engagement
to low engagement
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What’s your
challenge?
Bringing it
together
1 minute
Don’t speak
Get feedback
5 mins
Move on
What’s common?
What’s
surprising?
Key themes
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24. Next steps
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25. What can you offer?
Buddying
Small, informal support
groups, meeting on a
regular basis to provide
support, challenge and
inspiration
Mentoring
Structured friendships
on a one to one basis
to gain expertise and
support
Open Days
Organisations opening their
doors to non-competing
organisations to come and
see how they work, sharing
their methods
> Let’s get talking…
> What you are looking for, what you have to offer
> Set up a date! Or two!
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26. Ways to get ‘socially’ involved
•
Events coverage
•
•
Community events, master classes, webinars etc
Community activity
•
Role model online activity on LinkedIn, Facebook, Twitter,
•
Activate topic groups on E4S web
•
Encourage others to get involved too
•
Content sharing
•
Articles for Voice - our online magazine
•
Buddy up with a project group to help ‘socialise’ the work
• Blogging, tweeting, article writing, topic groups etc
•
Insert your ideas here… 
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27. Resources
>
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28. How can I join in locally?
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29. Evaluation
> WHAT DID YOU ENJOY ABOUT THE EVENT?
> WHAT WILL YOU TAKE AWAY?
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30. Engage For Success
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