Slides from the Engage for Success Practitioner event in Essex

2. 2
A warm welcome
Perry Timms &
Lisa Sibley

3. 3
A day totally devoted to employee
engagement…
Network…talk, listen, connect to engage
Share knowledge and experience
Time out to reflect and have fun!

4. 4
Gratitude to today’s sponsors
and supporters

5. 5
10.50am - Cuppa/break
12.45pm to 1.30pm - Eat, drink, connect
3pm - Comfort break
4pm - Event closes
Event timings overview

6. 6
Handouts on tables for reference
Slide decks will be made available post event
Say cheese….photographer in the house
Let’s spread the word – Twitter #EngageEssex
Event essentials

7. 7
Employee engagement –
a vital driver of economic success
Robert Overall
Essex County Council

8. 8
Getting to know each other –
and the employee engagement
ingredient, what’s yours?

9. Engage for Success
Nita Clarke
Essex practitioner event
26 April 2013

10. 10
KEEP IT SIMPLE….
‘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
‘It’s the people, stupid!’
with apologies to James Carville

11. 11
IT’S NOT…..

12. THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 12

13. THE BIGGER PICTURE
03/05/2013 Engage for success 13
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.

14. THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 14

15. THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 15

16. THE CASE FOR ENGAGEMENT
03/05/2013 PRESENTATION TITLE IN FOOTER 16

17. BARRIERS
‘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’
Spreading good practice
Leaders modelling behaviour
Command and control
Micro-managing
People skills for the line
Takes time, application, consistency and effort
Transactional – ie survey – rather than transformational – ie culture change
17

18. DISENGAGEMENT IS NOT INEVITABLE
Research shows that how an organisation deals with
redundancy has greater effect on employee engagement than
job losses themselves (Roffey Park 2011)
Engagement has stayed high in high performing companies
through the recession. Among results of engagement:
improved product quality
more technical innovation
Better internal co-operation
managers encourage people to learn from their mistakes
goals clearly defined
career opportunities and performance management strengthened
(Towers Watson July 2010)

19. 19
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

20. 20
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

21. 21
KEY ENABLER 3: 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

22. 22
KEY ENABLER 4: 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.

23. 23
A government sponsored, employer led Task Force (TF), to spearhead a movement
to enhance levels of employee engagement across the U.K. workforce.
Launched at No 10 Downing Street by the Prime Minister and BIS’s Ed Davey in
March 2011.
ENGAGE FOR SUCCESS - THE NEXT STAGE
Supported by a high level sponsor
group and by Guru and practitioner
groups.
TF already looking in more depth at
barriers and practical challenges to
engagement.
Practitioners’ national network and
major website

25. MOVEMENT STRUCTURE
03/05/2013 PRESENTATION TITLE IN FOOTER 25

26. 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

27. CEO BREAKFAST
03/05/2013 CEO BREAKFAST 27

28. Nita Clarke
Nita.Clarke@ipa-involve.com
Employee Engagement report & recommendations:
Employee.engagement@bis.gsi.gov.uk
Engage for Success – www.engageforsuccess.org
03/05/2013 ENGAGE FOR SUCCESS 28

29. 29
Time for a break and
opportunity to network!

30. 30
Engaging leadership perspectives
Jon Salkeld
Anglia Ruskin University

31. Engaging Leadership Perspectives

32. The Context

33. Prediction

34. Reality
The future changes you, not you change the
future

35. Emergence
Strategy is considered as emergent or evolutionary
“a pattern in a stream of decisions”
(Mintzberg, 1978)

36. Leadership in Crisis

37. Dictate

38. Accelerate

39. Fixate

40. Overcompensate

41. Berate

42. Leadership on Track

43. Reframing

44. Recharging

45. Redirecting

46. Surfing

47. Finally…
The crisis of today is the joke of
tomorrow

48. 48
Let’s talk, listen, connect to
engage – and share to take action

49. 49
Engagement to delight v disengagement
to disappoint your customers
Brian Weston
Institute of Customer
Service

50. Institute of Customer Service
Employee Engagement:
The Business Impact
Brian Weston
Director, Marketing and Communications

51. about the Institute of Customer Service
• UKCSI
• Benchmarking
• Accreditation
• Customer Service Training and Professional Qualifications
• Research
• Conference and networking
• UK Customer Satisfaction Awards
www.instituteofcustomerservice.com

52. 2013 UK Customer Satisfaction Awards
Objective HR
Employee Engagement
Strategy of the Year
Winner
• High retention rates
• Ex-employees returning
• Lower absence rates
• Higher customer satisfaction
• Productivity and growthFinalists
Ageas Insurance
LV=
New Charter Housing Trust Group
RHP
Star Technology - A Claranet Group Company
UKFast
customerserviceconference.co.uk

53. heightened importance of emotional
intelligence
Economic insecurity Diverse customer segments
Less deference Social Media
explosion

54. customer satisfaction is up
65.6
69.4
71.2
72.0
75.2 75.6
76.7
77.3 77.4
78.0
Jan 08 Jul 08 Jan 09 Jul 09 Jan 10 Jul 10 Jan 11 Jul 11 Jan 12 Jul 12
UKCSI wave

55. the day to day service experience
1 2 3 4 5 6 7 8 9 10
Friendly
Knowledgeable
Helpful
Enthusiastic
Interested in meeting my needs
Passionate about doing a good job for me
Enjoying their work
Seemed proud to work for the company
Bored
Banks
Insurers
High St Retailers
Utilities
Using a scale of 1-10, where 1 is completely disagree and 10 is completely agree, score these statements about customer service staff you regularly encounter at…

56. memorable customer experiences
29% of customers said they had a memorable service experience

57. differentiators between “good” and
“bad” customer experiences
Employee behaviour Differential between customers
who had good and bad
experiences
Seemed interested in
meeting the customers’
needs
6.1
Seemed helpful 5.7
Seemed passionate about
doing a good job
5.6
Seemed enthusiastic 5.3

58. outcomes of good and bad service
experiences
Since this experience, have you…

59. what customers complain about
34.3%
31.1%
31.0%
23.7%
22.5%
21.7%
17.5%
13.2%
13.2%
Quality or reliability of goods/services
Staff attitude
Staff competence
Late delivery or slow service
Suitability of goods/services
Cost
Availability of goods/services
Organisation not keeping its promises and
commitments
Other

61. frequency of first point of contact
behaviours

62. impact of first point of contact behaviours

63. employee engagement is a driver of
business performance
“Good” and “bad” service experiences
• Customer satisfaction
• Complaints and complaint handling
• Recommendation
• Repeat purchase

64. 64
Eat, drink and connect!

65. www.gomadthinking.com4/26/13 65
Go MAD Thinking
Pocket Gate Farm
Off Breakback Road
Woodhouse Eaves
Leicestershire
LE12 8RS
T: 01509 891313
Go MAD about Employee
Engagement
A Results Focused Approach
Rob Huntington – Thinking Engineer

66. www.gomadthinking.com
Where in the world are we?
4/26/13 66
Europe
United
Kingdom

67. www.gomadthinking.com4/26/13 67
Go MAD Thinking Headquarters

68. Discovering 3 Things
1. How to create the conditions to release the
potential of people to think and act in a more
engaging and results focused way.

69. Discovering 3 Things
2. A guaranteed way to add value to the top and
bottom line of your organisation

70. Employee Engagement – what it
looks like

71. So what is employee
engagement?

72. Definitions of Employee
Engagement – the missing link
• The psychological investment people have in
their organisation and its goals (Modern
Survey)
• The employees drive to use all of their
ingenuity and resources for the benefit of the
organisation (Best Companies)
• Emotional and intellectual commitment to
their organisation and its success (Work
Foundation)

73. The Business Case for Employee
Engagement
……is well made
Innovation, Productivity, Customer Service,
Sales, overall financial performance

74. The Business Case for Employee
Engagement
5,370,000 results
2,005 books

75. www.gomadthinking.com
Engagement
Capability
Direction
4/26/13 75
Peak
Organisational
Performance
Impact on Performance

76. A Quick Quiz
• What percentage of your managers truly understand the
concept of employee engagement?
• Considering your Company’s employee engagement
efforts, what percentage is directed towards survey
activity versus genuinely improving engagement?
• What percentage of employees in your organisation
have absolute zero interest in improving themselves or
their situation versus those that will make the best of any
situation?
• How many of your employees are disengaged right now?
• How many of your employees appreciate that they have a
choice about their engagement levels?

77. A Quick Quiz
• What percentage of your managers truly understand the concept of employee
engagement?
• 40%
• Considering your Company’s employee engagement efforts, what percentage is
directed towards survey activity versus genuinely improving engagement?
• Typically it is 80:20 – this needs reversing!
• What percentage of employees in your organisation have absolute zero interest
in improving themselves or their situation versus those that will make the best of
any situation?
• 10% versus 5% - an 85% opportunity!
• How many of your employees are disengaged right now?
• Around 35% to 50% (McClean and Company)
• How many of your employees appreciate that they have a choice about their
engagement levels?
• ???

78. www.gomadthinking.com4/26/13 78
Employee Engagement
Groundhog Day

79. The link to results
Assumed Imposed Expected
THINKING ACTIONS RESULTS
Changing the
thoughts and
emotions that
people have about
work at an
individual and
leadership level
Changing the
thinking leads to a
new set of
behaviours and
actions
New and better
results achieved
through different
actions and
behaviours
generated
through different
thinking

80. Discovering 3 Things
3. Thinking with Ropes

81. THE RULES
•The rope must remain on your wrists exactly
as it is at the moment
•You cannot cut or break the rope

82. 82
What were you saying to yourself /
your partner?
There must be a way..

83. Some Thinking Statistics
Q. People talk to themselves, on
average, how often?
A. Every 11 seconds

84. Some Thinking Statistics
Q. How many thoughts do we have
each day?
A. Approximately 6,000

85. Some Thinking Statistics
Q. Of those 6,000 thoughts, what
percentage of those are the same
as previous thoughts?
A. 90%

86. Some Thinking Statistics
Q. Of the things that people worry
about, what percentage are actually
real?
A. 8% - although 4% are out of
your control

87. www.gomadthinking.com
The 4 thinking components
4/26/13 87
Statements
Recalled Experience
Questions
Imagined
Future
• Self
• Others
• Situation
Helpful
• Focus

88. www.gomadthinking.com
The 4 thinking components
4/26/13 88
Statements
Recalled Experience
Questions
Imagined
Future
• Self
• Others
• Situation
Hindering• Focus

89. www.gomadthinking.com
The 4 thinking components
4/26/13 89
Statements
Recalled Experience
Questions
Imagined
Future
• Self
• Others
• Situation
Helpful

90. Helpful or Hindering?
Summer Holidays

91. Helpful or Hindering?
Your next Birthday

92. Helpful or Hindering?
Politicians

93. Helpful or Hindering?
Customers

94. Helpful or Hindering?
The last Work Christmas
meal/outing/party/?

95. Helpful or Hindering?
The Brazilian
Beach Volley Ball team

96. Helpful or Hindering?
A team trip
to Paris

97. Helpful or Hindering?
Senior Leadership

98. Helpful or Hindering?
What you did last week

99. Helpful or Hindering?
What you’ve got to do the
rest of this week

100. Helpful or Hindering?
The only way is Essex?

101. www.gomadthinking.com4/26/13 101

102. What are you?
Which best describes you at the moment?
If you reviewed you last week at work, what
evidence could you provide for each?
How would your colleagues describe your
engagement?

103. Po – I = Pe
100% - 40% = 60%

104. www.gomadthinking.com
Original research (4000 hours in
1998)
Question:
What is the simplest way of explaining the
success process that people naturally use
when making a difference?
Answer:
Go M.A.D.® a Solution Focused Thinking™
System
104

105. www.gomadthinking.com 105
Take Action
& Measure
Results
Self
Belief
Personal
Responsibility
Involve
Others
Plan
Priorities
Define
Goal
Reason
Why
The Go M.A.D.® Framework

106. Application levels for Solution
Focused Thinking™
Helping you
to think
(Personal Effectiveness)
Helping others to think
(Coaching)
Helping teams to think
(Projects, meetings & team development)
Helping organisations to think
(Leadership thinking & cultural transformation)

107. www.gomadthinking.com
The Go M.A.D.® Leadership
Thinking Framework
107
Culture
(Collective
Beliefs)
Leadership
Responsibility People
Organisational
Reason Why
Vision &
Objectives
Management
Thinking &
Planning
Take Action and Measure
Results

108. Client Experiences
• Co-operative Pharmacy – 7 point shift in
employee engagement scores in 6 months,
‘unexplained’ KPI uplift
• Kraft - Over $15m difference
• Lloyds Banking Group – 15 people identified
savings of £15m (300k implementable
immediately)
• Vaultex – 30-40% uplift in engagement scores
and associated efficiencies and improvements to
the value of £500,000 identified in a 90 day
period

109. Possibility Thinking –
Mindstorming
What could I possibly do to improve levels of
employee engagement in my organisation ?

111. Taking Action…….
• Employee Engagement Open Programme – 20%
discount – 22nd & 23rd May 2013
A taster of the things you will learn:
• The Go M.A.D.® systems thinking approach to improving
employee engagement
• 65 High Quality Questions that enhance leadership thinking to
drive increased employee engagement
• How to think creatively and widely about employee
engagement...
• ...to generate more than 100 new ideas to take away
• How to create your bespoke employee engagement umbrella
goal with prioritised actions to apply instantly back in the
workplace

112. Go MAD Research & Consulting Group
Some free gifts from me as a thank
you
• Over 100 “Thinking for Success” podcasts can
be accessed through iTunes business section
• Free Go MAD Thinking App

113. www.gomadthinking.com4/26/13 113
Book available –
First come, first
served.

114. A Closing Thought…….
“Whistle while you work.” – The Seven
Dwarves

115. www.gomadthinking.com4/26/13 115
rob.huntington@gomadthinking.com
07961 823156
robbhuntington
robhuntington

116. Employee voice matters – let’s get
loud!
Dr Martin Reddington
Engage for Success Essex 26 April 2013

117. “…An insight-driven function…In this way HR uses much of the
work from its core activities to further inform the organisation
about challenges, course correction and big opportunities.”
“….A Business Savvy function.. We wanted to get into a
conversation with practitioners about what they think business
savvy is…”
Four ‘foundations’ that help build business savvy in HR
professionals and their teams…..
(CIPD, 2011)
High Performance HR

118. Comfortable with social media and its uses in organisations
Understanding people performance recipes and employee
engagement
Using ‘big data’ to optimise organisational effectiveness
More individualisation of the relationship with top management
and high potentials
High Performance HR
© Dr Martin Reddington (2013)

119. ‘NEW’ OE
The heart of
organisation
al
development
Conversational
Practice
Paradox &
Ambiguity
Leadership &
Management
Language
& Action
Authenticity
& Mutuality
© Dr Martin Reddington (2013)

120. Job
Pressure
Performance
Conversations
Solutions
Conversations
Workplace
Tensions
Conversation-
in-Action
© Dr Martin Reddington (2013)

121. Expression of Tensions
© Dr Martin Reddington (2013)

122. www.skillpill.com/cipd
© Dr Martin Reddington (2013)

123. Apple Device
123© Martin Reddington 2012
Value
Android Device

124. © Dr Martin Reddington (2013)
Question Public/
Voluntary
Private
1) I have useful conversations with my line
manager about improving my performance
68 63
2) I have useful conversations with my line
manager to find practical solutions to workplace
tensions
83 66
3) I actively take opportunities to exchange views
about work-related issues with other members of
my team
85 79
4) My line manager encourages conversations
within the team about improving our performance
78 63
5) I constantly experience excessive pressure in
my job
73 48
En-Gauge Pilot – CIPD members

125. © Dr Martin Reddington (2013)
Enabler Category (MacLeod & Clarke, 2012) Percentages
1)Visible, empowering leadership providing a strong strategic
narrative about the organisation, where it’s come from and
where it’s going
17
2) Engaging managers who: focus their people and give them
scope; treat their people as individuals; coach and stretch
their people
53
3) There is employee voice throughout the organisation, for
reinforcing and challenging views; between functions &
externally; employees are seen as central to the solution
22
4) There is organisational integrity – the values on the wall
are reflected in day-to-day behaviour. There is no “say-do”
gap
8
En-Gauge Pilot – CIPD members

126. Job
Pressure
Performance
Conversations
Solutions
Conversations
Workplace
Tensions
Example 2013
83
70
70
76
68
© Dr Martin Reddington (2013)

127. Psychological
Contract
Perceived
Organisational
Support
Job
Engagement
Efficacy
Organisational
Engagement
Representation
of Employment
Deal
© Dr Martin Reddington (2013)

128. Line Manager Relationships
© Dr Martin Reddington (2013)

129. Line Manager Heat Map
© Dr Martin Reddington (2013)

130. Best Thing Sentiment
© Dr Martin Reddington (2013)

131. Impact of
Different
Deals
© Dr Martin Reddington (2013)

132. Play a full and active role in creating better conversational
arenas
Understanding people performance recipes that underpin
employee engagement
Doing the basics brilliantly – using technology where you can
Urgent and Important Steps for HR
© Dr Martin Reddington (2013)

133. Thank you
martin@martinreddington.com
@TheRedster007

134. 134
Engagement and You!
Lisa Collins &
Angela Pearson
Objective HR

135. What will you do
differently?

136. You, Your Team, Your
Organisation and Essex
What’s going to stop?
What do you need to consider?
What are you going to do?

137. So What?
What are the tangible
benefits?
How will I measure this?
What investment will it require and what
return will my business get from the
investment?
What are the intangible
benefits that I should be
highlighting?

138. 138
Event reflections and
gratitude…

139. 139

140. 140
Let’s keep engaging and connecting
www.engageforsuccess.org
@Engage4Success
Engage for Success

141. Thank you for listening
lisa.sibley@essex.gov.uk
@LisaSib
07501466981
Talk, listen, connect to engage
- don’t hesitate to get in touch!