This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham. The theme of the day was around the future of engagement, to engagement in the future

1. From the future of engagement to engagement in
the future…
Thought Piece
Peter Cheese
CEO CIPD

2. A new set of ‘norms’
Economy
Value
Work
Workplace
Workforce
Networked, Collaborative, Flexible
Formal Organization and Informal
Social System Structures
More volatile and less predictable
Continued shift toward Intangibles
Increasingly
Increasingly
Increasingly
Increasingly
More diverse, more demandingIncreasingly

3. • Source
• Attract
• Select
• Orient
• Train
• Develop
• Reward
• Move through
the
Organization
Welcome to our
Company
Orientation begins here
So are our People Management
practices good enough?
Where are your biggest challenges today?
Where will they be tomorrow?

4. Engagement - A rose by any other
name…
Voice Empowerment
Recognition Support Playing
to strengths Meaning
Purpose
Well-being Energy! The extra mile
Passion Alignment Collaboration Shared
values Commitment

6. Edelman Trustbarometer 2012
A crisis of trust?

7. Edelman Trustbarometer 2012
Price fixing
Media scandals
NHS scandals
Phone hacking
MPs expenses
Banking crisis
Food chain
corruption
A crisis of trust?

8. Prevalence of Trust in Leaders Factors that drive trust
Kennexa Work Trends Report 2013
Ethical behaviour seen to be an issue
Fewer than two-fifths of CEOs have ethics at the heart
of business decisions
Half say their organisation prioritises financial
performance over ethics
ILM/Management Today Trust Index 2012
Rebuilding Trust

9. An engagement deficit?
CIPD Employee Outlook survey, Spring 2014
0
10
20
30
40
50
60
Engaged Neutral Disengaged
37%
60%
3%

10. Contextual drivers
WERS
10 15 20 25 30 35
My job is secure
My job requires I work
very hard
2004
2011

11. What drives transformational engagement?
Drivers of Engagement
• Purpose
• Autonomy
• Mastery
Enabled by
• Leadership providing a strong strategic
narrative
• Engaging managers who focus their
people and give them scope
• Employee voice throughout the
organisation
• Organisational integrity – values are
reflected in behaviours

12. The essential role of the manager

13. Employee Voice – a two way process
• Individual and collective
• Forums, surveys
• Representative bodies
• Social media
• Projects and processes

14. SHOW ME THE
NUMBERS!
What gets measured gets done
But not everything that can be
counted counts
Too much data, too little
The importance of measurement and
insight

15. @SimonHeath1

16. Engagement is a strategic issue
Need measures that provide visibility and
insight
Starts from the top, links to purpose and
values, roles, opportunity, recognition
Develop and train managers, and hold them
accountable
Provide for the continual channels of
feedback, employee voice
In conclusion…