One-day interactive training course for line managers and department heads employed by a public sector organisation based in Yorkshire.

1. Employee engagement by Fluid January 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-6 Hot buttons 7-10 Motivating factors 11-12 Redundancies 13-17 Survivor syndrome 18-21 Happiness 22-23 Inspiring managers 24-25 Engaging line managers in people management 26-27 Interviewing for engagement 28-29 Five recipes for a better workplace 30-31 Managing team morale 32-33 Enjoying the public sector 34-35 Volunteering 36-38 Meaning and fulfilment 39-40 Exercise A 41-42 The MacLeod Review 43-44 Exercise B 45-46 Case studies 47-48 Exercise C 49-50 Conclusion and questions

3. Page 3 Introduction

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

6. Page 5 Hot buttons

8. Influence

9. Expertise

10. Independence

11. Relationships

12. Security

13. Status

14. Meaning and fulfilment

15. CreativityHot buttons

16. Page 7 Motivating factors

18. 1980

19. 1986

20. 1992

21. 2007Motivating factors 1 of 2

23. Being in on things

24. Sympathetic

25. Job security

26. Wages

27. Interesting work

28. Career opportunities

29. Loyalty to employees

30. Working conditions

31. Tactful disciplineMotivating factors 2 of 2

33. Independence

34. Working with others

35. Work-life balance

36. Expertise

37. Power and influence

38. Challenge

39. Entrepreneurship

40. Status

41. SecurityMotivating factors 2 of 2

42. Page 11 Redundancies

44. Getting the message across

45. Provide supportRedundancies

46. Page 13 Survivor syndrome

48. Lower morale and commitment

49. Increased stress

50. Reduced motivation

51. Breakdown of trust in management

52. Lower productivity

53. Increased absence

54. Staff retention problems

55. Poorer performance

56. Greater risk avoidanceSurvivor syndrome 1 of 4

58. Have a clear communication plan

59. Continue communicating after downsizing

60. Offer training in soft skills

61. Consider counselling services

62. Involve the survivors

63. Manager conflictSurvivor syndrome 2 of 4

65. Communicate

66. Be visible

67. Acknowledge people’s feelings

68. Anticipate their questions

69. Know the legal backgroundSurvivor syndrome 3 of 4

71. Say it straight

72. Get real

73. Show the way

74. Get your hands dirty

75. Pass the power

76. Set the goals

77. Be patientSurvivor syndrome 4 of 4

78. Page 18 Happiness

80. Job satisfaction

81. Gardening (not gardening leave)Happiness 1 of 3

83. Decide what you really want to do

84. Focus on your strengths

85. Find a mentor

86. Avoid dwelling on mistakes

87. Stay positiveHappiness 2 of 3

89. Conduct an employee attitude surveys to find out what people really think

90. Find out why people leave

91. Provide regular, constructive feedback on performance

92. Recognise achievementHappiness 3 of 3

93. Page 22 Inspiring managers

95. Stay focused

96. Build momentum

97. Put people first

98. Encourage communication

99. Manage innovation

100. Listen to their conscienceInspiring managers

101. Page 24 Engaging line managers in people management

103. Put yourself in their shoes

104. Communicate changes clearly

105. Obtain senior sponsorship

106. Reinforce positive behaviours

107. Equip managers with skills

108. Demonstrate the benefits

109. Keep goingEngaging line managers in people management

110. Page 26 Interviewing for engagement

112. Screen applicants for engagement

113. Check for ‘job fit’

114. Chart your company culture

115. Use a consistent hiring process

116. Assess adaptability

117. Predict passion

118. Explore emotional maturity

119. Search for self-efficacyInterviewing for engagement

120. Page 28 Five recipes for a better workplace

122. Boost concentration

123. Office improvement funds

124. A breath of fresh air

125. Tidy upFive recipes for a better workplace

126. Page 30 Managing team morale

128. Be open

129. Tell people how it will affect them

130. Be consistent

131. Use the right channels

132. Get people involved

133. Use your imaginationManaging team morale

134. Page 32 Enjoying the public sector

136. Think about what you want to achieve and how you will get there

137. Take pleasure in inspiring others with your positive attitude

138. Challenge yourself to find a way of enjoying tasks you really hate

139. Be your own quality control-are you really aiming for excellence in everything you do?Enjoying the public sector

140. Page 34 Volunteering

142. Do your research

143. Secure widespread support

144. Write a policy

145. Set objectives

146. Allocate resources

147. Find suitable partners

148. Recruit volunteers

149. Monitor and evaluate

150. Secure positive publicityVolunteering

151. Page 36 Meaning and fulfilment

153. I am concerned about the impact of my work on the environment

154. I want my job to make a difference to people’s lives

155. Every day I should feel as if I am doing something meaningful

156. My job would make the world a better placeMeaning and fulfilment 1 of 2

158. Review your mission statement

159. Audit your reputation with stakeholders

160. Ask employees’ opinion of your corporate culture

161. Introduce tailored benefits and rewards

162. Develop a strong performance management systemMeaning and fulfilment 2 of 2

163. Page 39 Exercise A

164. Page 40 Exercise A

165. Page 41 The MacLeod Review

167. National campaign on engagement

168. Senior sponsor group to raise awareness.

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

170. 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

171. Page 43 Exercise B

172. Page 44 Exercise B

173. Page 45 Case studies

174. Page 46 Case studies

175. Page 47 Exercise C

176. Page 48 Exercise C

177. Page 49 Conclusion & Questions

178. Page 50 Conclusion Summary Questions