Second day of an in-house course delivered to line managers and departmental heads for a Midlands-based manufacturer, following positive feedback from the previous event .

1. Engagement by Fluid June 2010

2. Page 3 Introduction

3. Page 2 Contents 3-4 Introduction to Fluid 5-6 Maximising engagement 7-8 Unleashing the concealed power 9-10 Engagement and the community 11-14 Linking engagement with business performance 15-18 Employee surveys 19-20 Succession planning 21-22 Exercise A 23-41 Real-life examples 42-43 Measuring engagement at New Balance 44-45 The MacLeod Review 46-47 Exercise B 48-49 Case studies 50-51 Conclusion and questions

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

6. Page 5 Maximising engagement

8. Give people the tools for the job

9. Give people opportunities to learn and shine at what they are good at

10. Be generous but specific in your praise

11. Listen to your employees

12. Help them believe in the purpose or product of the organisation

13. Encourage friendships at work Maximising engagement

14. Page 7 Unleash the concealed power

16. Step one-develop a unique strategy

17. Step two-support strategy with the appropriate environment

18. Step three-sell your strategy to win emotional commitment

19. Step four-keep strategy flexible Unleash the concealed power

20. Page 9 Engagement and the community

22. The global group

23. The locally loyal

24. The matrixed middle

25. HOW MUCH TO INVEST IN COMMUNITY?

26. What is the purpose of my community?

27. What business goals do I expect it to help with me with?

28. How much community can I afford? Engagement and the community

29. Page 11 Linking engagement with business performance

31. Ensure your day to day HR function works

32. Gain the support of senior executives and the board

33. Ensure there is an honesty in your business cultureLinking engagement with business performance 1 of 3

35. Keep it real

36. Know your motive

37. Don’t run before you can walkLinking engagement with business performance 2 of 3

39. Analyse your date with care

40. Consider increasing the number of surveys you carry out

41. Never carry out a survey before you are about to give bad newsLinking engagement with business performance 3 of 3

42. Page 15 Employee surveys

44. Project analysis

45. Communication

46. Questionnaire

47. Analysis levels

48. Fieldwork

49. Response

50. Data processing, analysis and interpretation

51. Reporting and action planningEmployee surveys 1 of 3

53. Senior management must be committed to the survey

54. Involve employee representatives at all stages

55. Tell people about it by publicising the survey through all available media

56. Keep it real by addressing issues of importance to employees

57. Give employees prompt and relevant feedback on the results

58. Act on the resultsEmployee surveys 2 of 3

60. Managers’ reactions to a survey can be as telling as the results of the survey itself

61. Don’t try to use the results in isolation-they are a starting point for conversations

62. Don’t assume poor response rates or poor results are a departmental problem. Isolating individuals’ results will show the real hot spots that need action.

63. Don’t let people explain away the results-if they do, they miss the opportunity to improveEmployee surveys 3 of 3

64. Page 19 Succession planning

66. Start at the top, as managers will adopt the behaviours of their leaders

67. Make sure your managers understand the purpose and plan of the organisation

68. Involve them in planning the detail

69. Include communication in managers’ job descriptions

70. Develop communication guidelines

71. Provide communication training

72. Reward effective communicationSuccession planning

73. Page 21 Exercise A

74. Page 22 Exercise A

75. Page 23 Real-life examples

77. Defined its aims and objectives as a business

78. Developed an employee engagement strategy

79. Appointed an HR Manager, part of the senior team

80. Launched employee survey and award schemes

81. Introduced one-to-one reviewsAbellio 1 of 2

83. Attrition rates fell from 42% in 2005 to 15% in 2008

84. All training is competency based and aligned to individual and organisational needs

85. Absence levels have fallen from 13% to 6%

86. Good relationships with trade unions

87. Achieved Investors in People status in November 2008Abellio 2 of 2

89. Brought in consultants to identify attitudes to be changed

90. Identified core values of belief, excellence, success and trust (BEST)

91. Involved the unions

92. Get senior buy-in from the outsetBirmingham City Council 1 of 2

94. 83% of employees motivated in their job(2008)

95. 76% of employees highly and frequently engaged

96. More than 6000 service improvements implemented, all generated by employees

97. £17M in increased productivity

98. Changed the BEST programme from a fixed-timescale project to be part of business as usualBirmingham City Council 2 of 2

100. Structured briefings led to suggestions on how the organisation could perform better

101. Senior management came up with a response and action plan based on these ideas and communicated the results

102. Through a progressive and well thought through HR strategy the charity has created a climate of engagement where 91% of the workforce believe they work with colleagues who are committed and professionalBroadway 1 of 2

104. 92% of the workforce believe Broadway makes a positive difference to people’s lives

105. 95% of external appointments are filled after the first attempt

106. Average length of stay for employees has increased from 2.2 years to four years

107. Sickness absence rate of 2% compared to the CIPD average for the voluntary sector of 4%

108. 71% of managerial appointments made internally

109. Broadway receives more requests for job packs and has the highest volume of applications compared to any other charity within its customer baseBroadway 2 of 2

111. Identified 32 champions

112. Organised a workshop for the champions, asking them to spell out what they saw as a great place to work

113. Had the champions help design an ongoing programme of workshops, the results of which were fed back to other staff

114. Asked the champions to help develop a cost-cutting solution, resulting in a request for people to volunteer to take pay cust-84% of workers volunteeredEverest Home Improvements 1 of 2

116. £1.2M saved through salary reduction

117. Nearly £4M reduction in operating costs since the programme began

118. Additional activities were launched to support the programme, including the Everest Value AwardsEverest Home Improvements 2 of 2

120. Implemented a reward framework linking pay with performance

121. Improved operational training and introduced behavioural development programmes

122. Introduced leadership and management development programmes

123. Developed an internal communication platformFMG Support 1 of 2

125. Attrition has fallen from 27% in 2006-7 to 25% in 2007-8

126. The 2009 employee survey found that 94% of people are proud to work for FMG Support

127. 91% feel there is a real commitment to the company, and 90% still want to be working there in 12 months’ time.FMG Support 2 of 2

129. Implemented sick meetings for employees returning from sickness absence

130. Arranged for the HR business partner and the performance management team to manage employee sickness

131. Introduced one-to-one wellbeing clinics with an occupational health adviser

132. Set up an employee survey team

133. Arranged employee consultation eventsHM Prison Morton Hall 1 of 2

135. By the year-end 2008-9 sickness absence had fallen to 5.2 days, the lowest of any UK prison

136. Attrition for the same year fell to 10

137. 103 employees did not take sick leave

138. 78% of employees completed the survey

139. 89% of employees were clear about what was expected of them in their jobHM Prison Morton Hall 2 of 2

141. Series of events hosted by the Chief Executive, bringing together more than 3000 employees

142. On-site Q&A sessions hosted by the Chief Executive, plus a FAQ newsletter and regular email communication

143. Designing and implementing the first local employee survey in the NHS

145. The trust saved £750000 on redundancy costs making only six redundancies rather than an expected 50

146. Achieved £3M in efficiencies by reducing back-office posts

147. Engaged and developed leaders to effectively manage the human aspects of large-scale organisational change

148. Collected valuable intelligence on employee perceptions of the trust-75% of the workforce would recommend the hospital for treatment

149. The Trust was awarded ‘Top Employer’ status by The GuardianHeart of England NHS Foundation Trust 2 of 2

151. Improved annual employee survey to monitor levels of engagement rather than satisfaction, allowing an independent company to manage it

152. Use of 360 degree feedback to ensure its leaders demonstrate the right behaviours and all employees must work towards key performance indicators

153. In addition there is a forum for retail employees where representatives from each store share concerns, with the information passed on to regional and national meetings where the Board of Directors attend to listen to views/ideasIceland Foods 1 of 2

155. Employee survey response increased over three years from 74% to 91%

156. Focus groups were held to address areas of poor engagement

157. Latest survey gave an engagement score of 76% with 58% classed as highly engaged

158. Employees agree positively with statements such as ‘I feel a strong sense of family’, ‘My manager motivates me to give my best every day’ and ‘I feel proud to work for this organisation’

159. Reduction in absence and staff turnover

160. Accreditation in Best Companies to Work ForIceland Foods2 of 2

162. Ran 70 workshops in 20 countries with more than 1000 people in just one month. This led to the creation of five core values called ‘Winning Ways’ which were launched at a leadership conference by the company’s CEO. The values were then communicated to the whole company using workshops designed to bring the values to life. Other initiatives included: a ‘jigsaw challenge’ where hotels could submit examples of Winning Ways behaviour a ‘chase the extraordinary’ tour of IHG hotels in the US, which invited more than 10000 people to pledge to live the Winning WaysIntercontinental Hotels 1 of 2

164. Employee engagement jumped by 8.5% over six months

165. Engagement among managers rose 6% over the same period

166. 80% of employees will put in extra effort based on the impact of the new values set

167. 80% said they see people around them living the Winning Ways, and 83% said they see their manager living them

168. 82% would recommend it to others as a good place to workIntercontinental Hotels 2 of 2

169. Page 42 Measuring engagement at New Balance

171. 100-120 Outstanding

172. 80-100 You are doing OK

173. 60-80 Halfway there

174. 40-60 Challenging times

175. 0-40 Dangerous timesMeasuring engagement at New Balance

176. Page 44 The MacLeod Review

178. National campaign on engagement

179. Senior sponsor group to raise awareness.

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

181. 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

182. Page 46 Exercise B

183. Page 47 Exercise B

184. Page 48 Case studies

185. Page 49 Case studies

186. Page 50 Conclusion & Questions

187. Page 51 Conclusion Summary Questions