One day in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer.

1. Engagement by Fluid February 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-6 Definition 7-9 Dealing with poor performance 10-11 Dealing with a newcomer’s poor performance 12-13 Engagement and performance 14-15 Give feedback, get back performance 16-17 Five traps of performance measurement 18-19 Benchmarking performance 20-21 Conducting performance or performing conduct 22-23 The corporate prisoner 24-25 Fuelling the fire 26-27 How can HR and Training raise performance? 28-29 Case study-Mantech 30-34 High performing organisations 35-39 Finishers, maxperformers, elite performers and star teams 40-42 Crystal ball time 43-44 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Definition

8. Engagement is measurable and its drivers can be identified

9. Different employee groups and organisations will present their own particular challenges

10. The two key engagement drivers are job satisfaction/autonomy and feeling valued/involved

11. Reward may cause disengagement but not engagement

12. Long-serving employees typically have low engagementDefinition

13. Page 7 Benefits

15. Sabbaticals

16. Home working

17. Flexible benefits

18. Duvet days

19. Gifted daysBenefits

20. Page 9 Working in harmony

22. Communicate well and early

23. Work hard to get your message across

24. Induct employees properly

25. Don’t stop after the induction

26. Appoint a mentor

27. Avoid heroes

28. Treat employees as a separate audienceWorking in harmony 1 of 3

30. Organisation strategy and business goal

31. Products and services

32. Company interaction

33. Values and ethos

34. Performance expectationsWorking in harmony 2 of 3

36. Adopt a marketing mindset

37. Ensure information presented to employees is credible

38. Individuals need opportunities to step outside their comfort zones and speak to colleagues from other teams

39. Encourage dialogue and forward planning between managers

40. Capitalise on new technologyWorking in harmony 3 of 3

41. Page 13 Engagement drivers

43. Realistic job previews

44. Screening questionnaires

45. Ability tests

46. Personality and motivation questionnaires

47. Assessment exercises

48. Exit questionnairesEngagement drivers

49. Page 15 Top and bottom of the league

51. Animal welfare 67%

52. Charity/voluntary 66%

53. Architecture/art & design 64%

54. Business/professional services 61%

55. Property 61%

56. Archaeology 60%

57. New and online media 60%

58. Construction 57%

59. Education 57%

60. Arts and entertainment 55%Top and bottom of the league 1 of 2

62. Retail 42%

63. Distribution 42%

64. Automotive 44%

65. Wholesale trade 45%

66. Government and civil service 45%

67. Manufacturing 46%

68. Hospitality 46%

69. Travel and tourism 47%

70. Transport and storage 47%

71. Cleaning and waste services 47%Top and bottom of the league 2 of 2

72. Page 18 Real-life examples

74. Elected 140 individuals as representatives to ‘Colleague Councils’ for each trading or support group, giving employees at all levels involvement in the group’s business decisions since no more than a third of the posts on each council can be taken by management. Meetings take place each quarter and there is a biannual executive council chaired by the Chief Executive. The councils consider the most important issues for the workplace, focus on how they can implement changes and then communicate these actions and progress to colleagues after meetings. Training is provided and there is a ‘news and views’ newsletter which promotes communication of any decisions made. MidCounties Co-Operative 1 of 2

76. Carried out a review of carrier bag usage

77. Launched a paper recycling initiative

78. Put up new colleague noticeboards

79. Reviewed bonus payments

80. Held a review of support materials, such as benefits booklet

81. Achieved 89% participation in annual colleague surveyMidCounties Co-Operative 2 of 2

83. Developed a Dignity at Work charter

84. Set up a cross-organisational working group including union representation

85. Invited all employees to comment on results of the discussions of 22 focus groups

86. Launched Dignity at Work with a live webcast to all RCN officesRoyal College of Nursing 1 of 2

88. March 2009 showed 74% of employees were now engaged

89. 77% think the RCN respects individual differences

90. 82% feel happy to work for the RCN (17% up on 2007)

91. A reduction in absenteeism and attritionRoyal College of Nursing 2 of 2

93. Asked for employee feedback for a new vision, values and strategy

94. Created an employee brand ‘Be Social’

95. Aligned HR processes with the company vision

96. Developed communication channels to suit the company’s range of demographics and roles

97. Launched a ‘Work in Partnership’ initiative to give employees a role in the decision-making processTUI Travel 1 of 2

99. 15 months after the merger, 97% of the top 700 managers said they would work over and above what is expected of them

100. Decisions made in the ‘Work in Partnership’ forums meant that the deadlines for integration were achieved

101. ‘Be Special’ is now more than a brand, and has come to represent the newly merged entity’s culture TUI Travel 2 of 2

103. Cut the number of surveys from 14 to four

104. Ran an employee music competition with a touring recording studio

105. Published e-zines, posters, newsletters and a Chief Executive’s blog

106. Ran an internal football tournament with a main prize of Cup Final tickets

107. Developed and introduced tailored NVQs and apprenticeships

108. Held environmental roadshows and encouraged participation in community projectsVodafone 1 of 2

110. Its employee engagement index score is now 72.4/100-its highest yet

111. Made the Sunday Times 20 Best Companies to Work For list for the second year running

112. Made the Financial Times 50 Best Places to Work list in first year of entering

113. 80% of customer-facing staff have access to professional qualifications, and its 92% NVQ pass rate is one of the highest in the UK Vodafone 2 of 2

114. Page 27 Staying onside

116. Show that you have a plan

117. Be open but be realistic

118. Do it in person

119. Involve your people

120. Show your compassion

121. Redefine success

122. Offer recognition

123. Keep on celebratingStaying onside

124. Page 29 Views on engagement

126. Occupation dictates what is important

127. Women value relationships at work

128. Age doesn’t just bring experience, but different engagement

129. Ethnicity impacts career progression engagementViews on engagement

130. Page 31 Creating an engaging environment

132. Define your employee value proposition

133. Set your priorities, then focus on the key elements and deliver them to an outstanding level

134. Create a coherent story, not just a series of related initiativesCreating an engaging environment

135. Page 33 Communication

137. Involve as many of your HR team in the process as possible, so that the strategy becomes a shared story.

138. Spend one-to-one time with key senior managers to address their concerns and ensure they see the benefit to their part of the business.

139. Share the strategy directly with the wider management population-don’t assume they’ll read emails or that others will articulate your strategy clearly.

140. Bring the strategy to life-focus on the benefits for each group and on the role that managers will play in delivering it.

141. Ensure people have plenty of time to ask questions.

142. Keep revisiting the message and highlight the benefits as they become apparent.Communication

143. Page 35 Return on investment

145. Use a combination of business and HR metrics

146. Evaluate all aspects of the employee life cycle using a range of measurement sources

147. Ensure you can access reliable date when you need it.Return on investment

148. Page 37 Engagement in a recession

150. Cheer up the office mood by throwing a staff party or night out, or provide free food at work

151. Give constant praise, encouragement and recognition to employees

152. Reassure staff about job security where possible

153. Encourage more flexible working (reducing hours reduces pay)

154. Make sure senior management come across as involved, positive and honest

155. Communicate, even if there’s no new news, and enable employees to feed back concerns

156. Ramp up employee training; make sure they are comfortable in their roles and know the job inside out Engagement in a recession

157. Page 39 Management behaviours

159. Communicates, makes clear what is expected

160. Listens, values and involves team

161. Supportive, backs team/you up

162. Target focused

163. Clear strategic vision

164. Show active interest in others

165. Good leadership skills

166. RespectedManagement behaviours 1 of 2

168. Lacks empathy/interest in people

169. Fails to listen and communicate

170. Self-centred

171. Doesn’t motivate or inspire

172. Blames others, doesn’t take responsibility

173. Aggressive

174. Lacks awareness

175. Doesn’t deliverManagement behaviours 2 of 2

176. Page 42 Exit interviews

178. In the first instance, make sure the person is in the right job-match talent and training to the role

179. Provide feedback on performance-regular communication is critical

180. Be available to your team

181. Treat all employees with fairness and respect

183. Give exit interviews to people who were productive or eligible to return

184. Get to the bottom of why people leave-don’t accept soft soap

185. Let some time pass after departure and then…

186. Keep regular quarterly contact with leavers to gauge their happiness-or otherwise

187. Make sure if they know they have made a mistake you are there to advise-and would perhaps welcome them backExit interviews 2 of 2

188. Page 45 The MacLeod Review

190. National campaign on engagement

191. Senior sponsor group to raise awareness.

192. Support for employers, including case studies and coaching advice made available from March 2010.

193. Existing government resources including Acas, UKCES and Sector Skills Councils should be aligned to provide better support in developing skills needed for engagement.The MacLeod Review

194. Page 47 Case studies

195. Page 48 Case studies A-L

196. Page 49 Case studies M -Z

197. Page 50 Conclusion & Questions

198. Page 51 Conclusion Summary Questions